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ISSUE No. 47 | www.bus-ex.com

bfl canada:

Encouraging

investment Passionate about bringing growth and investment to Canadian mining base titanium:

metro de madrid:

macrotek:

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

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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 Jeffrey C. Garr

Jeffrey is an entrepreneur and early pioneer of human resource (HR) outsourcing. As CEO of HR Knowledge, Jeff has been a driving force behind the company’s significant growth.

David Chancellor

David is a partner in executive search firm Tyzack Partners. He leads Tyzack’s Financial Officer practice which crosses all industry sectors and focuses on all aspects of Finance.

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. © Copyright 2013 Infinity Business Media Ltd.

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issue No.47

10

6 strategy

5 Tips for Strategic CFO-HR Partnerships

Getting these two departments to work together can advance your company’s business mission and bottom line.

10 finance

The evolving role of the CFO

Chief Financial Officers are playing an increasingly important part in the executive decision-making process as business leaders today want someone who can be their ‘right hand man’.

16 bfl canada

Encouraging investment Managing Vice President and Global Business Leader Penny Dyte discusses BFL’s passion for bringing growth and investment to Canada.

16 32

24 Macrotek BUST THE DUST

Macrotek is the go-to company for anyone, in any industry, who has an intransigent emissions problem and for whom meeting world-class clean air standards is business-critical.

32 MAXAM Explosives

Blasting through barriers Projects like Oyu Tolgoi highlight the growth of the Mongolian mining market. General Director Andrew Forster discusses the role MAXAM Explosives is playing in the development of the sector.

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contents 40 Base Titanium

Building the foundations of the future

40

General Manager of External Affairs, Joe Schwarz discusses how the work of Base Titanium on the Kwale Project is helping to shape the future prosperity of Kenya.

48 Aspen Logistics Services

Taking a chilled approach Founded in the latter weeks of 2000, Aspen Logistics Services’ tireless efforts and dedication to its work mean it remains a leading service provider to blue chip clients in the fast moving consumer goods sector.

62 Metro de Madrid METROPOLITAN METRO

48 62

The Madrid underground is the fastest and most efficient and affordable way of moving around Madrid. The city boasts one of the largest networks in Europe, serving most of the capital city and a good part of the suburbs.

BE Directory 74 gym

reliable construction

76 martin engineering

global leader in innovation

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5 Tips for a Strategic CFO-HR Partnership Getting these two departments to work together can advance your company’s business mission and bottom line

written by: Jeff Garr

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strategy

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H

uman capital is the single greatest expense for many organizations, and CFOs are looking to manage costs, so it would seem from the start that HR and finance executives are at odds. But it doesn’t have to – and shouldn’t – be this way. With new tax laws, healthcare reform, and looming mass retirement on our doorstep, it’s more important than ever for HR and finance executives to work together.

Perhaps a better viewpoint is to appreciate that both sides play pivotal roles in ensuring the financial future of their company. Employees help generate revenue and profits. While CFOs develop and execute cost strategies, it is HR’s responsibility to manage the value of people costs. When in sync, HR and finance can advance the company’s business mission and bottom line.

Here are our top five tips in which HR and finance can work together and form a long lasting strategic partnership.

>>>

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1. Know your strengths HR takes the lead in driving an organization’s performance.

Some HR professionals are bringing to bear financial acumen in addition to broad HR knowledge and skills.

And, those HR leaders who show a strategic mindset and organizational development skills are particularly valued as colleagues by finance executives.

Conversely, the CFO is focused on the costs of running an organization, how to generate revenue, and forecasting financial performance, so CFOs aim to manage expenses, which may include reducing labor and benefits costs. At a minimum, CFOs want assurances that investments in training and other initiatives cost appropriate amounts and achieve objectives. HR leaders should recognize these parameters, understanding that they are in a position to help CFOs look beyond spreadsheets.

2. Think like a team Forget about turf wars and preconceived notions. More can be accomplished if you join forces to achieve business goals.

In fact, as a result of the recession, many finance executives are more closely involved with or managing projects in the HR department.

This new dynamic is an ideal opportunity for HR leaders to become catalysts. HR’s ability to think big picture and offer some business perspective is invaluable in a post-recession economy.

If, for example, the goal is to determine how healthcare reform will impact an organization’s bottom line, CFOs can research the economic impact of changes to benefits plans. HR executives are in the best position to know how employees may feel about different benefits programs and compensation packages, and can help CFOs understand the overall value that benefits packages offer.

strategy

3. Speak the same language HR executives can establish common ground with CFOs when they both speak the same language.

While HR people may not always understand the cost implications of a particular program or initiative, CFOs for their part may not be aware of the impact that this might have on workplace morale, productivity and demographics. But when they work together, the two functions can develop strategies that deliver a far greater degree of total value to the company.

HR leaders must be prepared to state their business case effectively when discussing strategic issues. When HR identifies, understands and reports in clear language the cost of an initiative, CFOs listen. Together, using the language of “metrics,” they can reach a strategic decision.

4. Focus on the business needs T he fou ndat ion of an effective CFO-HR relationship is rooted in the needs of the company.

By starting with a clearly defined business plan, HR can effectively evaluate intellectual capital needs and develop appropriate strategies within the context of budget and stated business objectives. Consequently, HR will be viewed as a business driver, rather than merely a “people person.”

With mutual respect and a shared vision, both finance and HR executives can work together toward the same goals.

5. Encourage open communication To forge a lasting CFO-HR pa r t ner sh ip, open, honest and transparent communication is needed. Weekly meetings, informal discussions, and approaching one another as trusted advisors will go a long way towards building a strong bond.

In the end, a strong HR and finance partnership can be a significant competitive advantage for any organization. With cooperation from both departments, finance and HR can work effectively together to effect change and drive revenue.

HR Knowledge, Inc. is an administrative services organization (ASO) that provides clients with integrated, affordable HR services including payroll, employee benefits, and human resources management. Supported by its signature “concierge client service,” HR Knowledge serves clients that lack the internal resources to address the vast array of complex HR issues. www.hrknowledge.com

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The evolving the role of C Chief Financial Officers are playing an increasingly important part in the executive decision-making process as business leaders today want someone who can be their ‘right hand man’

written by: David Chancellor

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Finance

CFO

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T

he position of Chief Financial Officer thirty years ago bears little resemblance to the position today. Even though the markets have experienced at least six major economic downturns since the 1960s, the macroeconomic trends that are a consequence of this current global recession are having a significantly greater impact in comparison with any previous recession, particularly on the way in which businesses operate, the priorities they face and the strategies they need to develop to achieve success both on a national and global platform.

The speed at which markets change and the ever-increasing global uncertainty means Chief Financial Officers are playing an increasingly important part in the executive decision-making process.

As a consequence business leaders want CFOs who have the ability and experience to be their ‘right-hand man’, a key business partner who can support them and the Boards in making highimpact decisions aimed at improving corporate value.

On the other side of the net, CFOs are welcoming the new directions and challenges they face. Being considered simply as the senior controller of the company, conservative, number-crunching, executives no longer fits the job title.

Today, they are being asked to deliver on a much wider range of tasks. For instance, CEOs expect them to fully analyse the financial impact of the company’s objectives and strategies while they’re still in the planning stages, not after the moves have been made as has traditionally been the case.

Companies must still have strong compliance and

“As strategies centre around creating value, the CFO’s vision is expanding five to ten years out” 12 | Be weekly

Finance

“CFO’s will need to be adept at finding innovative ways to raise capital” internal financial controls for which CFOs remain accountable. However, the days of focusing just on historical events are gone. As their strategies centre around creating shareholder value, the CFO’s vision is expanding five to ten years out.

Strategy and finance are becoming inseparable and this has resulted in changes to the way CFO searches are now conducted. Whilst formal training and experience in hardcore accounting, financial reporting, risk-management and unquestionable integrity remain the sine qua non, a deep understanding of business processes, competitor, customer and supplier environments, and the financial impact of industry trends, are additional competencies we are now looking for. For a business to manage risk successfully, it is essential that those making key decisions within the

organisation are accurately gauging the environment around them.

The ability to work under considerable pressure has always been a key attribute, but today’s CFOs can expect the pressure to reach unprecedented levels. They will need to show that they can really support chief executives in identifying potential M&A targets, and new geographies and product lines to add where the margin gain can be seen as a real value add. Furthermore, they will need to be adept at finding innovative ways to raise capital and to make a positive impact with industry analysts, something which, in essence, may create a conflict; being creative on the one hand but conservative on the other. This is a relatively new phenomenon so those aiming for the CFO position must be able to clearly demonstrate that they can handle this

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potential conflict.

CEOs will generally want their organisation’s share price to remain high relative to earnings, particularly if the company has debt financing which is tied to company capitalisation, or if a new round of fund raising is being considered. Since future cash flows are often a major driver of the share price, CFOs must be able to confidently articulate these expectations, with a complete understanding of how they will occur. This will require

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them to have not only in-depth knowledge of every segment of their organisation and the respective business plans, but also their individual values.

Until the current global financial and economic sit uat ion improves s ub s t a nt i a l l y, C h ie f Executive Officers can expect tougher and more searching questions from the investor community. When consumer confidence in a company wanes, maintaining shareholder loyalty becomes increasingly more difficult.

CEOs will be looking to their CFOs to become the key contact for the investment community.

Therefore, the head of finance should expect to spend a significant amount of time discussing the company’s business and financial reports with equity research analysts and fund managers, so being an effective communicator has become another competency in our CFO search criteria.

Following the recent introduction of legislation that requires senior management

Finance

“CEO’s will generally want their organisation’s share price to remain high relative to earnings” to individually certify the veracity of corporate financial statements (the SarbanesOxley Act being just one), many software companies are bringing to market new enhancements in compliance and auditing products that provide a seamless integration of IT and finance. This has resulted in an IT/finance

alliance that is increasingly coming under the control of the CFO. More and more, we are finding that the Chief Technology Officer (CTO) position reports directly to the CFO, and where the CTO is not a board position the CFO is the voice of the IT division in the boardroom.

Since with most businesses the biggest capital expenditure they have is technology and its infrastructure, CFOs are now required to have a good understanding of technology (both present and developing) and its impact on the organisation.

Today, with technology such as Cloud applications being seen as the potential way forward to support the organisation’s information,

communications and decision making requirements, it becomes ever more important that decisions made are, strategically, the correct ones.

Failure will be costly and the effects long-lasting.

Certainly the position of CFO in many industries has grown both in scope and responsibility. Those who are aiming for a top CFO position can expect their professional lives to be subject to greater scrutiny and even greater expectation.

However, the opportunities for those with the right skills and experience have also increased substantially and the career prospects have never been better.

David Chancellor is a partner in executive search firm Tyzack Partners. He leads Tyzack’s Financial Officer practice which crosses all industry sectors and focuses on all aspects of Finance including Audit, Tax and Treasury as well as Chief Financial Officers and Divisional Finance Directors. www.tyzackpartners.com

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Encouraging investme As BFL CANADA (BFL) enters its 26th year of operations, Managing Vice President and Global Business Leader Penny Dyte discusses how it remains just as passionate about bringing growth and investment to Canada as it has always been

written by: Will Daynes research by: Marcus Lewis

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BFL CANADA

ment

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Canada ranks first for the production of Uranium

BFL CANADA

F

rom the first aboriginal inhabitants to use various minerals to produce tools to the now 363,000 plus people who earn a living from the more than 800 mines that exist across the country, Canada’s history has always been intrinsically linked to mining.

Mining activities are an integral part of Canada’s history with the country still ranking first in the world for the production of potash and uranium, and among the top five for the production of nickel and diamonds. Today the industry is responsible for contributing almost five percent of the country’s Gross Domestic Product, with companies making new mineral deposit discoveries on a regular basis.

Companies involved in the mineral and mineral processing industry in Canada each require effective risk identification and management, along with world-class engineering, as a basis for their insurance programs in order to protect their assets from the various financial threats, risks and exposures that they face, as well as to minimise their total cost of risk.

With ten locations across the country BFL, the largest employee-owned and operated commercial insurance broker and consulting services firm in Canada, provides its clients with services that ensure that their risk management and insurance programmes addresses every aspect of operations from initial exploration through construction and operation of a mining facility.

Under the leadership of its President, CEO and founder, Barry Lorenzetti, BFL is now entering its 26th year of operation.

“The company today,” explains Penny Dyte,

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BFL provides its clients with services that address every aspect of their operations

Managing Vice President and Global Business Leader, “remains very much aligned with how Barry Lorenzetti first conceived it, with the model being one of employee ownership and retention, niche practices and being very much focused on client needs. Our computer systems are client facing, our executives are client first and our organisation is very flat.

We are unwavering about these drivers and are very proud to run it that way because it helps breed an entrepreneurial spirit within the company and differentiates us in Canada.”

As a country, Canada has several things going for it, not least of all the fact that it is home to a vast area of unpopulated prospective land. For her part as BFL’s Global Business

Leader, Dyte has the incredibly vital role of not only assisting Canadian businesses to take advantage of opportunities here, but also working with the increasing number of foreign companies looking to invest in the country.

Among the niche sectors that BFL is connected to are the construction, transportation, energy, professional services and real estate industries. Its newest niche is the mining sector. “Because we already had a very robust construction services offering and experience working with clients in the oil sands sector, it made it a very natural lead in to the mining industry,” Dyte continues.

In building its mining team, BFL appointed three people to handle its operations across

“Canada’s history has always been intrinsically linked to mining” 20 | Be weekly

BFL CANADA Canada. BFL’s Eastern Region mining team is headed up by Lisa Gianonne, while the Ontario area is the responsibility of Sean Hurley and the Western Region is overseen

by Janet McLean, and complemented by John Donovan as Construction Practice Leader and Rick Adam on Loss Control/Prevention. With these individuals in place, BFL was able to begin to branch out to deal not only with clients that were already operational, but also prospective clients.

What BFL Knows, however, is that in order to properly deal with foreign brokers looking to invest in Canada it would require an international offering. “This realisation led us to carefully choose Lockton International, the world’s largest privately held firm, as our partner,” Dyte highlights. “Being particularly tenacious about our Canadian ownership, we weren’t looking to buy outside of Canada, nor were Lockton looking to buy into it, rather their model was to partner with large independent firms within countries that could manage their own people and had their own business model. We each fit perfectly within that vision and our clients benefit from it.”

What BFL and seven other partners subsequently did, in April 2012, was form a company called Lockton Global. Today that business has a total of 100 partners based around the world that have bought into providing international services not just to the mining community but in general on a private firm basis.

One of the first things foreign investors recognise when approaching work in Canada is the unique nature of its regulatory environment. Canada, for example, has one

Janet McLean

Sean Hurley

Lisa Giannone

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“The company’s model is one of employee ownership and retention, niche practices and being very much focused on client needs” of the most stringent environmental protocols found anywhere. While this can mean that companies initially struggle to cement a strong footprint in the country, once they have proven that they can conform to Canada’s rules and regulations they can expect the full support of the government. After all, as Dyte states, nobody is trying to deter growth, rather they are striving to ensure that said growth is healthy and sustainable.

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“Because of our working knowledge of our regulatory environment,” Dyte says, “we are able to provide more than just a black and white account of what our clients need to do in Canada in order to place business. What we do is actually build business acumen into the clients’ own business goals and challenges. It is this type of service that means that once we are in front of a client they quickly see us being on their side and thus we become

BFL CANADA

BFL builds business acumen into its clients’ own business goals and challenges

part of their team. So I see us as not only as risk advisors but also as business advisors trying to manage that risk that exists in our Canadian environment and that is very different than just trying to place insurance for general risks because, at the end of the day, each client is unique.”

Just by looking at the vast number of new mine and expansion permits currently in circulation, it is clear that there is a great deal of growth yet to come in the Canadian mining industry. “Not only will we be there to usher our clients through the regulatory and insurance market environment,” Dyte enthuses, “we will also have the ability to bring to them some boots on the ground, with claims and loss control experience, and relationships, that they can count on.”

At the same time, Canadian companies will themselves see a massive amount of growth particularly as they expand further in foreign markets such as Mexico, South America, South Africa and Australia. “Being able to trend some of the more important facets of our model, while also helping companies with safety, maintenance and understanding the insurance markets is really going to help them gain success more quickly than may otherwise be the case,” Dyte concludes. “This is what I envision we are going to be spending a lot of time doing in the months ahead.”

For more information about BFL Canada visit: www.bflcanada.ca

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BU 24 | be weekly

Macrotek

BUST theDUST Macrotek is the go-to company for anyone, in any industry, who has an intransigent emissions problem and for whom meeting world-class clean air standards is business-critical

written by: John O’Hanlon research by: Robert hodgson

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W

hile Macrotek has been marketing pollution control systems to every conceivable industry for more than 80 years – after all it’s hard to name a field of human activity that does not generate emissions – in recent years it has tended to focus on the mining industry. Indeed it has developed a relationship with that industry that could be described as symbiotic. Located in Toronto the company finds itself at the centre of a global technological and financial hub that has made it the city of choice for mining majors and juniors alike. Mining companies like Barrick Gold and Inmet have their headquarters there as do many of the engineering companies like Hatch and Sherritt International that support them.

These are the customers of Macrotek, and the company’s President Peter Ristevski likes it that way – the mining industry is a good fit for Macrotek, sharing his values and the way he likes to do business. “Companies like BHP Billiton, Hatch, Barrick and SNC-Lavalin demand of their partners – and the relationship is one of partnership – to deliver exceptional service, outstanding performance and total reliability. If you can give them that they will stick by you. I have found better levels of loyalty in the mining sector than in any other.”

None of these companies has much use for off the shelf systems. Their projects are highly designed and engineered. “Around 80 percent of the systems we sell are custom designed, firstly to cope with the specific pollutants generated by the application, and also for the customer’s plant. We do not ask the customer to design his plant around our scrubber; we design the scrubber to fit his plant!”

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Boiler flue gas desulphurisation (FGD) system and stack designed and built for a refinery in Mexico

Macrotek

82 ppm Concentration at which H2S is lethal

Peter Ristevski, President of Macrotek, alongside Macrotek’s high efficiency MVA scrubber in Thailand

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The close liaison between client and niche manufacturer has paid off. When Sherritt brought in Hatch to expand its nickel operations in Cuba the design and delivery of the pollution control systems were given to Macrotek. As a result Macrotek became involved in the much larger Ambatovy joint venture in Madagascar.

In that case the lead contractor was Montreal based SNC-Lavalin – Sherritt however specified Macrotek because the requirement was similar.

Now SNC is involved in Inmet’s $6 billion Cobre Panama project, just the type of opportunity that will suit Macrotek.

The company aims to grow without incurring unnecessary risk. “Our strategy is to grow organically. We are a private company and definitely don’t want to dilute our interest or, even more importantly, decision making and control.” Macrotek will not seek venture capital or leverage to achieve explosive growth, though that might be an option. It doesn’t need to: growing steadily at a double-digit annual rate it is weathering the recession well with its mining partners.

Having said that, Macrotek is expanding, and as it works increasingly in global markets it is finding efficient ways of dealing with major overseas projects. Increasingly, says Ristevski, it is providing the critical components in which it invests its IP, while doing bulk fabrication on

Macrotek

Biomass boiler exhaust MVA venturi scrubbers and stacks for biofuel power plant in Thailand

or close to the site. “The Ambatovy units were complex, and high in added value since they had to deal with hydrogen sulphide, but they were small enough to be containerised and shippable in their entirety. But we have done several projects with a boiler company in Thailand, for example, where we just provided critical components, and the fabrication of the stacks and the tanks is done by the customer.” A similar arrangement is being done for an end user in China – critical components and the design of the scrubbers are supplied by Macrotek, while the bulk metalwork will be completed by the US customer’s Chinese partner. “We could

not cost effectively ship that heavy stuff to China, but this way we keep control of the confidential components.”

Where large scale contracts are concerned, the market increasingly favours a niche specialist like Macrotek over local and generalist companies that, while they may be competent within their domestic market, struggle to meet ever more demanding regulatory regimes. “Wherever our clients operate they will complete the work to the highest environmental control standards – usually EPA or CEPA for the North American companies and EU standards for the others.”

National emissions legislation varies, but

“Our strategy is to grow organically.

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Macrotek performs simulations on vessel designs, such as this stress analysis of a stack, to predict performance and optimise its designs

has converged in recent years to the point where there is little to choose between the toplevel regimes. The actual standard is specified either by the customer or the funding agency, so World Bank and IMF projects tend to demand EPA while the EU looks to its own set of rules. The effect is to eliminate opportunistic cost cutting by uncertified competitors, he says. “Not many companies can do what we do, or have the capacity to offer the performance guarantees demanded. For example in Ambatovy we had to sign up to performance guarantees backed by a commitment, either a bond or a letter of credit, that stayed with our customer throughout the warranty period.”

But it is not just a mater of doing the job right, important though that is. Macrotek’s R&D is coming up with technologies that can tackle

chemical hazards and levels of particulate size that used to defeat all comers. Take the Macrotek Venturi Scrubber, a technology that can remove sub micron dust particles in applications with varying airflows, particularly where abrasive or sticky particulate is being collected. Water is introduced onto an annular disc through a central pipe. The water is sheared into tiny droplets which safely and reliably collect these minute particles.

Macrotek is approaching the demonstration stage with some innovative removal technologies that it will be able to bring to its mining customers, for whom dust is an ever present hazard. But if dust is a nuisance, some of the chemicals the industry works with, particularly arsenic and hydrogen sulphide (H2S), are lethal in small concentrations. “Our aim is to develop technologies that will outperform the most stringent current regulations.”

Hydrogen Sulphide is a highly toxic and inflammable gas. Being heavier than air, it tends to accumulate at the bottom of poorly ventilated spaces. Although very pungent at first, it quickly deadens the sense of smell, so potential victims may be unaware of its presence until it is too late. The lethal concentration for 50 percent of humans is 800ppm for 5 minutes of exposure, and H2S is a by-product

“Our aim is to develop technologies that will outperform the most stringent current regulations” 30 | be weekly

Macrotek

Macrotek has been ahead of the curve when it comes to engineering and design, providing customers with 3D drawings such as the MVA Venturi Scrubber for a number of years

in many hydrometallurgical processes. Macrotek has done many systems for some of the major multi-national mining giants all over the world and has developed a unique two-stage process that has been successfully applied to several of these systems.

Macrotek’s packed bed scrubbers are a highly efficient way to absorb gases using a high efficiency mist eliminator, and the company is working on advanced systems that will target H2S and arsenic in particular. “Conventional hydrogen sulphide removal technology comes at very high operating cost. The reagents are expensive, they are not regenerative and the disposal of the by-product is expensive,” explains Peter Ristevski. “We shall soon be demonstrating a new regenerative type of metal

catalytic reagent that could reduce operating costs by 50 percent.” The technology is expected to be released in 2014, and will represent a huge opportunity for the company, he says.

With no slowdown in the mining sector in sight, Ristevski is optimistic about the future of Macrotek. It will thrive as long as it continues to produce customised solutions for its worldwide clients, optimising energy efficiency, exceeding regulatory requirements, and delivering results unique to each environmental need – and these are standards it will never compromise.

For more information about Macrotek visit: www.macrotek.com

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Blasting thro

Projects like Oyu Tolgoi highligh mining market. General Directo role MAXAM Explosives is playing

written by: W research by: James B

32 | be weekly

MAXAM Explosives

ough barriers

ht the growth of the Mongolian or Andrew Forster discusses the g in the development of the sector

Will Daynes Boyle and Abi Abagun

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MAXAM Explosives

I

n 2012, MAXAM celebrated its 140th birthday. Founded by Alfred Nobel in 1872, the group today stands recognised as being one of the leading service and industrial organisations operating on a global scale, with a yearly turnover of approximately one billion euros.

Specialising in the development, manufacture and commercialisation of civil explosives and initiation systems for mining, MAXAM boasts a presence in all of the world’s major and developing mining areas.

One such area is Mongolia. The mining sector within Mongolia dates back over 90 years to the nationalisation of the Nalaikh coal deposit in February 1922. In the decades since, the sector’s role in Mongolia’s economic growth has expanded to the point where, as of 2011, it was responsible for producing 20.2 percent of the country’s GDP, 69.6 percent of its total industrial output and 89.2 percent of its export product.

“A subsidiary of MA X AM, MA X AM Explosives began its work in Mongolia in 2006,” explains General Director, Andrew Forster. “Today we have two major contracts in the country, one with Oyu Tolgoi and the other with SouthGobi Sands. Much of what we have achieved to date has come in the last couple of years and has brought us to the point where we are now able to see the culmination of seven years of hard work as Mongolia becomes a rapidly developing mining region.”

As Andrew goes on to state, while mining activities have existed for the better part of a century in Mongolia, it is really only in the last ten years or so

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that it has really been promoted as being a mining destination of real interest. “It was in the aftermath of agreement being reached on the development of Oyu Tolgoi that we saw a significant boom in foreign direct investment into the country. While the level of this investment does continue to fluctuate somewhat there is no doubt that mining will continue to play a hugely important role in the economic growth of the country going forward.”

Oyu Tolgoi LLC is Mongolia’s largest copper and gold mining company and is a strategic partnership between the Government of Mongolia, Turquoise Hill Resources and Rio Tinto. Located beneath the surface of the Gobi desert the Oyu Tolgoi mine is thought to contain approximately 82 billion pounds of copper and 46 million ounces of gold in measured, indicated and inferred resources.

Here MAXAM Explosives serves as the blasting products and services provider, lending its considerable experience and historical excellence to Oyu Tolgoi.

The main factor behind Oyu Tolgoi’s initial attraction to MAXAM was its guarantee of security of supply of one of its flagship products, its RIOFLEX watergel explosive. A MAXAM-developed innovation that is unique to the company’s

product portfolio, RIOFLEX is designed to be safe in its manufacture, transport and use, and provides optimum results in all environmental and mineral conditions.

In the simplest of terms, without MAXAM Explosives’ products there would simply be no mine as it exists today. “The explosives we provide on-site for Oyu Tolgoi are used for open pit work, shaft sinking and lateral development, and this is being carried out

“In the simplest of terms, without MAXAM Explosives’ products there would simply be no mine as it exists today” 36 | be weekly

MAXAM Explosives

Maxam’s latest mobile sensitising units delivering (MSUs) Rioflex 7000 at Oyu Tolgoi

by a workforce that is 90 we do. In addition to their personal characteristics percent Mongolian. These these individuals also individuals have been benefit from the robust trained up from having zero experience to the point training programmes that The year that MAXAM where they are now able to MAXAM as a group use was founded deliver all the services that internationally.” the project requires.”

The efforts made by the As Andrew will attest company to establish a local Mongolians in general possess a number workforce are very much in line with one of of important qualities that make training core philosophies that MAXAM applies to them up for such important roles much its operations in every single country. “As a less of a challenge than one would perhaps group,” Andrew says, “we have a strong social expect. “Mongolians as a whole learn programme and we are applying that here in very quickly indeed. They are extremely Mongolia with our goals being to contribute literate, pick things up quickly and possess positively to the social fabric of the country a healthy desire to learn new skills, which and improve the general wellbeing of its is vitally important considering the work people. We are not here to simply make a

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Maxam delivering its products safely, accurately and on time

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MAXAM Explosives

20.2% Of Mongolia’s GDP that mining was responsible for in 2011 quick profit and then leave, instead we are committed to leaving Mongolia a better place for us having been here.”

Despite its best intentions the company has still had to work hard to overcome some of the legal-administrative challenges in the country. Over the last year MAXAM Explosives has been working hard to convey the fact that it is a Mongolian registered business that pays Mongolian taxes and plans to one day have Mongolians in charge of running it. “For all intents and purposes,” Andrew enthuses, “we are a Mongolian company and it is our desire to be recognised as such.”

As the company looks to the future Andrew is equally keen to highlight the fact that, as important as it is, Oyu Tolgoi is just one contract and that MAXAM Explosives’ aim is to become a major player the Mongolian market. “We are a flexible and adaptable business that is ready to face whatever the market has to throw at us as it evolves. We are very much here to stay and we will be contributing to the growth of Mongolia for many, many years to come.”

For more information about MAXAM Explosives visit: www.maxam.net

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foundations of the future

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Base Titanium

General Manager of External Affairs, Joe Schwarz discusses how the work of Base Titanium on the Kwale Project is helping to shape the future prosperity of Kenya

written by: Will Daynes research by: Richard Halfhide

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Power reticulation string 11kv line

Base Titanium

A

s the vast majority of experts, analysts and economic observers will attest, the mining sector offers the African country of Kenya the highest immediate growth potential, with its development expected to contribute significantly to driving economic growth in various industries including energy, construction, transportation and finance.

At the heart of the country’s long-term mining plans is the Kwale Mineral Sands Project. Located 50 kilometres south of the port city of Mombasa, it is a highly competitive project in a sector with a significant forecast supply shortfall widely thought to emerge in the medium term. Indeed it is estimated that the Kwale Project will go on to contribute some $300 million to the government of Kenya in direct tax and royalty payments alone over the 13 year life of the mine.

“The project,” explains Joe Schwarz, General Manager of External Affairs, “was first initiated back in the mid-1990s by the Canadian company Tiomin Resources, which carried out the initial exploration, environmental, re-settlement and feasibility work. After a number of years of moving the project forward, Tiomin suffered a series of setbacks until an acquisition agreement with the publically listed Australian company Base Resources was concluded in July 2010.”

With the deal complete, and with the backing of the Kenyan government, Base Resources registered a wholly-owned Kenyan subsidiary, Base Titanium. It is this local entity in which the Kwale Project assets exist as its flagship development. Following

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a positive update of the feasibility study, and the successful raising of equity and debt financing, the $300 million project was officially launched in late 2011.

Wholly focused on the Kwale Project, Base Resources has evolved massively in a very short period of time, going from a small exploration outfit to a sizeable business with a market capitalisation of over $200 million and a member of the ASX 300.

Construction of the project is now well advanced, with practical completion scheduled for the third quarter of 2013. By the end of the year Base Titanium expects to have commenced shipping of three distinct product streams processed from the mine’s high-value, heavy-mineral assemblage. Going forward, it will produce 330,000 tonnes of ilmenite, 80,000 tonnes of rutile and 30,000 tonnes of zircon annually over a 13-year period.

Base Titanium aims to become a truly Kenyan mining company and one that brings both economic and social benefits to the communities in which it operates. “Our focus,” Schwarz enthuses, “is on delivering sustainable, long-term community investment.

We are developing further programmes for the future and the pay back is that we gain the co-operation and support of a contented and uplifted community.”

As the operator of the first large-scale mining project to be developed within Kenya, Base Titanium has the responsibility of setting the benchmark for future developers to meet. The company is very much viewed as a flagship organisation to attract further investment into an industry sector that, despite remaining neglected and dormant for a considerable period of time, is now experiencing a ground swell of

“Base Resources aims to be the first thought of company when considering truly successful resource development in Africa” 44 | be weekly

Base Titanium

Power supply - mine site substation installation

interest from various neighbouring communities.” exploration companies from Base Titanium operates around the world. a recruitment system based on registering job seekers To date, the Kwale Project into a database that captures has helped create significant Estimated life opportunities for local information on domicile, span of the mine economic development, one skills and other relevant of which being a focused local factors. People are then employment programme. selected for employment on “This part of Kenya,” Schwarz highlights, “is a best fit basis, while giving first priority somewhat economically depressed compared to those from affected and immediately to other regions of the country and t neighbouring communities. herefore employment and economic “In addition to the aforementioned efforts opportunities are sensitive and emotive we have made,” Schwarz says, “we are also issues. Through formalised agreements with committed to transferring skills to locals in the government and local communities, order to equip them for employment in the we are committed to maximising local wider mining and related industries. Among recruitment from among project affected and the ways we are trying to do this is by providing

13 YEARS

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formalised training, apprenticeships and mentoring programmes for young people who lack the necessary hands-on experience.”

Health and safety of its employees and surrounding communities is something that is equally important to Base Titanium. “We have now worked over two million man hours since the only lost time injury incurred so far in building the project,” Schwarz adds. “Our lost time injury frequency rate of just over 0.3

46 | be weekly

compares very favourably with some of the best operators globally, all the more remarkably in that many employees have never before worked in an industrial environment.”

It is a commonly held view that to this day Kenya remains grossly underexplored. One of the reasons for this is the fact that historically Kenya has seen itself as an agricultural nation first and foremost.

“At present,” Schwarz concludes, “minerals

Base Titanium

Water storage dam - central embankment under construction

and mining contribute only 0.7 percent of Kenya’s GDP and less than two percent towards its total export revenues. It goes without saying therefore that the growth potential here is significant, and this is already proving to be the case. However, what we as a business are doing here today is just the beginning. Base Resources aims to be the first thought of company when considering truly successful resource development in Africa

such that governments and communities will invite us in, employees will seek us out and others will want to emulate us. The Kwale Project represents just the first step towards making that a reality.�

For more information about Base Titanium visit: www.basetitanium.com

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Takin

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Founded in the latter weeks of 200 efforts and dedication to its work provider to blue chip clients in the

written by: W research by: P 48 | be weekly

Aspen Logistics Services

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00, Aspen Logistics Services’ tireless mean it remains a leading service fast moving consumer goods sector

Will Daynes Paul Bradley be weekly | 49

Operating in high-temperature zones south of the equator

Aspen Logistics Services

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he margin of error when it comes to retaining the quality and freshness of perishable fast moving consumer goods (FMCG) in general is minimal wherever you are on the planet. Nevertheless this small margin decreases further still when one is operating in high-temperature zones south of the equator.

For blue chip retailers in such parts of the world maintaining the cold chain during transit and having the right goods available in store on a just-in-time basis is fundamental to their brand integrity and their market reputation. Operationally, it is a demanding, high-pressure environment with no margin for error.

Aspen Logistics Services is a leading supplier to the FMCG logistics sector in Southern Africa. While its core business remains located within South A frica, the company also ser vices a growing customer base in Botswana, Namibia and Mozambique.

A level 3 BBBEE accredited business, Aspen is committed to achieving sustainable commercial success, principally in the road transportation of temperature controlled products, adding value to all stakeholders within the supply chain, while also retaining its position as being the benchmark for quality transportation service within the sector.

In order to achieve this Aspen operates under a clear set of principles. These include striving to create smart partnerships with its clients by providing a tailored, premium service at a cost effective price, to constantly

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Aspen Logistics Services improve efficiencies within Altech Netstar the supply chain through The long standing relationship between Altech Netstar on-going innovation and to Fleet Solutions and Aspen Logistics has evolved over continually develop its staff many years. The diverse and customizable solutions and by providing what it calls services provided by Altech Netstar Fleet Solutions to “dynamic leadership”.

Aspen Logistics and its equally diverse requirement for In addition, Aspen is Fleet solutions has produced market leading technologies and service delivery .The Altech Netstar suite of committed to being a products and solutions extends beyond conventional socially responsible service vehicle tracking, driver management and communication provider with sound and to include, workflow management, efficiency and ethical business practices optimisation management and reporting of fleets and in which comply with the cab remote management. principles of good corporate www.anfs.co.za governance. By being such a business it is able to achieve sustainable and controlled growth that complements its clients by conducting operations in a sound manner.

As part of Aspen’s sustainability drive, great attention has been paid to reducing carbon emissions from the fleet, year-onyear. For example, its trailer builders have embarked on a number of environmentally friendly initiatives in their factories. Aspen operates Thermoking SLX refrigeration units which have made enormous strides in reducing CO2 emissions as well as reducing fuel consumption and reduced noise pollution.

“Aspen was the first CAT customer to be awarded a Cat Million Kilometre certificate”

Aspen Logistics’ drivers are among the best in the industry

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Trailer Skirts for improved fuel economy

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Durban: 031 508 1000 I JHB: 011 397 8993 I Cape Town: 021 959 7660 Email: info@serco.co.za I Website: www.serco.co.za

COOL FOR

Supported by national manufacturing and after-sales repair service 36-month warranty.

KEEP IN

SPECIALIST MANUFACTURERS OF: Truck bodies and trailers that are relied upon by leading transport operators • Fibreglass dry freight and refrigerated vehicles offering superior strength and corrosion resistant panels • New generation ‘Super Reefer Lite’ which offers a substantial weight reduction

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Serco has introduced an innovative fuel saving accessory for their semi-trailers. The innovative aerodynamic side skirts developed

by Freightwing in the US can be fitted to the trailers resulting

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Pictured are the Aspen and Serco team.

From right: Eugene Erasmus, Chris De Villiers, John Thompson.

Clinton Holcroft, Sujen Padayatchi, Rhada Padayatchi, Trevor Holcroft

in a fuel saving and an accompanying reduction in carbon dioxide emissions. Typically fleets report a 4 to 6% improvement, depending upon their application and driving environment.

The accessory helps reduce wind drag under the trailer and is particularly suitable for long distance transport.

Serco Managing Director Clinton Holcroft said what made the side skirts special was the lightweight flexible plastic panels which were resilient in the event of contact with fixed objects. The panels have a smooth finish providing an ideal surface for branding.

“The side skirt concept is used in the United States where fuel savings of 7.45% were achieved during independent testing.

The fuel economy improvements from skirting have been well documented, but the second part of the equation is these things must hold up for fleets. The under body skirts are designed to bend and bounce back from minor collisions. Flexibility is important because the lower you get to the ground, the more fuel you can save”.

Sujen Padayatchi, Managing Director of Aspen Logistics Services who are testing the new Aerokit, said “reducing fuel costs and carbon emissions is a strategic focus point for Aspen. We are always willing to try new innovations to stay ahead and improve our business”.

Holcroft was confident that based on initial testing and some refining of the specifications to suit local conditions, the fuel benefits will make for a solid return on investment.

Aspen Logistics Services

Cold store in transit

Aspen prides itself on having an exceptionally high standard of operations with an advanced technological infrastructure and a very high standard of equipment, including its fleet of trucks. The company is indeed highly passionate about the condition of its 80-strong fleet of trucks that use Caterpillar

engines because of their global reputation.

Aspen can be counted among the most famous names in the on-highway truck industry to have Cat engines under the hoods of their vehicles. It was recently announced that as part of Caterpillar’s drive to reinforce its reputation for

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Nashua Limited is the leading distributor of digital office automation equipment and document output solutions in Southern Africa.

We have a wide range of industry leading office automation products, including multifunctional printing devices, colour laser printers, all-in-one devices, wide format printers, and high volume printing devices. Our business solutions include digital storage, document security and compliance as well as document and records management. We can help reduce your operating expenses through optimising your fleet of printers, streamlining business processes through installing intelligent software to manage your printing devices and documents, as well as improving user behaviour management.

Aspen Logistical Services & Nashua Central!

A working relationship!

Together with Nashua Central, Aspen Logistical Services has improved areas within the organization that affects most businesses today – Their pockets! By identifying these important areas Nashua Central has allowed for faster processing of invoices, improved collection times of POD’s from branches and dramatically reduced paper usage. Nashua has also reduced the chance of misfiling of documentation and by doing that Aspen has decreased the amount of queries leading to holding back of payments.

As in the transport industry Nashua central is all about SPEED, Reliability and TRUST! Contact Nashua Central to find out more about the solution at Aspen Logistical Services.

Eben Steyn - 082 773 7653 | 011 249 8279 Email: ebens@nashuacentral.co.za | www.nashua.co.za

Aspen Logistics Services dependabi l it y it wa s helpi ng to l au n c h Together with Nashua Central, Aspen Logistical Services Barloworld Power’s Million has improved areas within the organization that affects K i lomet r e C a mp a ig n , most businesses today – Their pockets! which encourages a strong By identifying these important areas Nashua Central maintenance partnership has allowed for faster processing of invoices, improved between customers and collection times of POD’s from branches and dramatically reduced paper usage.

TEPS dealers.

Nashua has also reduced the chance of misfiling of Qualif y ing clients documentation and by doing that Aspen has decreased the and their dealers receive amount of queries leading to holding back of payments. a special certificate in As in the transport industry Nashua central is all about recognition of their service SPEED, Reliability and TRUST! partnership. Perhaps more www.nashua.co.za significantly, clients can in turn affix the Cat Million Kilometre logos to their truck’s cab, sending a clear message to the market that their fleets are in optimum condition and geared towards on time consignment delivery.

Aspen was the first CAT customer to be awarded a Cat Million Kilometre certificate.

Speaking during the award ceremony in September, Aspen’s managing director, Dr Sujen Padayatchi, said that the Million Kilometre campaign epitomises the quality of the Caterpillar brand and underscores the company’s confidence in the reliability of Cat’s on-highway engines.

“As a company, we have an absolute All vehicles are monitored on a constant basis by a flagship satellite tracking system passion for what we do and our trucks

Nashua Central

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Aspen Logistics Services

Maintaining the cold chain during transit is fundamental to a brand’s reputation

“Aspen has focused on the logistics niche that deals with express overnight transportation of mostly perishable products” are the lifeblood of our business,” said Padayatchi. “For this reason, our drivers are amongst the best in the industry and our maintenance programmes strictly adhered to, ensuring high availability at all times.

This is underscored by the fact that Aspen’s workshop was accredited by Freightliner in 2005 in terms of OEM compliance. One of

the most remarkable features of our Cat engines is that, old or new, we get the same consistent performance from our Freightliner trucks, which is very reassuring both for us and our customers in terms of on time delivery.”

Aspen has focused on the logistics niche that deals with express overnight

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Express overnight transportation

Aspen Logistics Services

2000 Year Aspen Logistics was founded

transportation of mostly perishable products, due for next day in-store delivery. The company chose this market because it is highly consistent with yearround dependability and little seasonality.

It also has huge growth potential with an emerging middle class who aspire to eat better quality food which includes many chilled products.

T he company is ideally placed to win more business within South Africa’s dynamic food market through st r a ig ht for wa rd orga n ic g row t h, however it also sees large opportunities in surrounding markets where it aims to expand its geographical footprint.

While in the past the warehousing and infrastructure to support refrigeration in many parts of Africa has been poor, with big names like Walmart moving into Africa, there will inevitably be a surge in demand for quality transportation providers able to operate within its very tight guidelines as the demand for refrigerated products grows in line with increasing living standards.

For more information about Aspen Logistics Services visit: www.aspenlog.co.za

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METROPOLITAN

METRO The Madrid underground is the fastest and most efficient and affordable way of moving around Madrid. The city boasts one of the largest networks in Europe, serving most of the capital city and a good part of the suburbs

written by: john o’hanlon research by: Louisa Adcock

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Metro de Madrid

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Part of Metro de Madrid’s investment strategy is aimed at improving its current services

Metro de Madrid

T

he first line on Madrid’s underground railway network, the Metro de Madrid, was inaugurated on the 17th October 1919 by King Alfonso XIII. It had eight stations along 3.3 kilometres of track. Ever since that date the Metro has experienced progressive growth, which has made access possible to the majority of the capital’s districts and to some of the most important municipalities in the metropolitan area. Today it is the sixth longest metro system in the world, with 300 stations and 292 kilometres of track, 90 percent of it underground. In 2011 Metro de Madrid carried 635 million passengers at an average speed of nearly 31 kilometres per hour, with a high degree of automation and with state of the art rail signalling, safety and access systems.

Their security is very important to Madrid’s travelling public. “In a survey of the expectations of our customers, safety was the second most important factor, only surpassed by speed,” says CEO Ignacio González Velayos.

The safety systems installed throughout Metro de Madrid are all best of breed and are monitored permanently from the Command Post, the nerve centre of the system. Safety is inseparable from environmental performance, he believes. “Society is not content merely with meeting the need for mobility, but it demands that this should be achieved in a way that is sustainable in economic, social and environmental terms.”

One of the largest engineering projects was completed a decade ago in 2003 when the Metro expanded its network into the satellite towns of Móstoles, Fuenlabrada, Alcorcón, Leganés and Getafe, bringing the service to a

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Ticketless technology can drive public transport uptake, survey reveals Public transport providers know they need to attract and retain riders to help offset operating costs, increase revenue and grow profitability. But what will get drivers out of their cars and onto public transport?

Respondents to a global Accenture survey on public transport indicate that ticketless journeys, aided by new technology, could be a key motivator. What’s more, the majority said they are willing to pay for the convenience.

Survey respondents globally (76 percent average) believe a ticketless system—using contactless payments or proof of purchase on mobile devices—would encourage some drivers to start using public transport. The majority of respondents (69 percent) also believe that having a one-ticket-for-all system would help increase riders. The figures were even higher in Europe, with passengers in London (70 percent), Paris (78 percent) and Barcelona (78 percent) emphasizing the importance of a single ticket for multiple modes of transport. Of the other cities around the world, only New York ranked above average.

This is hardly surprising. Consumers, aided by mobile technology, expect easy, efficient customer transactions in all spheres of their lives. They want their door-to-door public transport journey to run as smoothly as if they had driven there themselves—and expect technology to pave the way.

Transport agencies ignore these trends at their peril. Although it may be difficult to integrate new technology into existing operations, customers expect it. And they want it fast: 77 percent of global respondents expect to purchase tickets on their mobiles/smartphones in the next two years, particularly those in Los Angeles, New York, Sao Paulo and London.

Survey respondents clearly see a cost-benefit trade-off for ticketless travel. Only 10 percent (on average) of respondents said they would be unwilling to countenance any price increase to pay for new technology. Travelers’ willingness to pay for the technology can help defray implementation costs—plus generate

Globally, respondents believe a ticketless system will encourage uptake

76%

revenue by attracting and retaining riders over the long term.

These are just a few of the survey findings suggesting that consumers expect transport agencies to employ technology to deliver a more convenient travel experience. Through technology, public transport providers have an opportunity to address ridership and revenue challenges that continue to impact performance. But doing so means developing technology-driven strategies that offer consumers the kind of superior travel experience they will increasingly come to expect.

For more information on this research please visit www.accenture.com/ publictransportation or contact: Philippe Guittat philippe.guittat@accenture.com Emmanuel Schneider emmanuel.schneider@accenture.com Michael J. Wilson michael.j.wilson@accenture.com

90% willing to pay to introduce new technology for ticketless travel

Respondents also believe a one-ticket-for-all system will encourage uptake 78%

78%

76%

77% will purchase tickets via mobile devices in the next two years

70%

Paris

Barcelona

New York

London

The consumer survey was conducted by Coleman Parkes Research on behalf of Accenture. It was carried out online in September 2012 in multiple languages in Korea, Brazil, the United States, Germany, Spain and the United Kingdom. All 4,500 respondents were 18 years or older. Modes of transport surveyed include subways, taxis, boats, cars, trains, trams and buses.

To learn more, visit: www.accenture.com/publictransportation

10+90 23+77 90%

77%

METRO Metro DE de MADRID Madrid

ACCENTURE & METRO DE MADRID “COMMIT” TO HIGH PERFORMANCE Improving innovation, efficiency and customer service are the main challenges companies now face in many industrial sectors.

Metro de Madrid is meeting these challenges through the ambitious expansion of its rail infrastructure and technology, which will boost its rail network size by 61 percent and the number of installations by 38 percent.

To help achieve its expansion goals, Metro de Madrid asked Accenture to transform its infrastructure maintenance operations.

The Center of Operations for Maintenance and Monitoring of Installations and Telecommunications (COMMIT) formed the basis of a new infrastructure maintenance operating model, revamping Metro de Madrid’s technologies, processes and organizational structure.

COMMIT, with its advanced management processes, remote monitoring and telemaintenance capabilities, is able to efficiently manage more than 200,000 installation incidents per year.

Thanks to this pioneering model, Metro de Madrid has saved €7 million a year in maintenance costs and improved the service quality for its clients.

Accenture—committed to high performance delivered. www.accenture.com/publictransportation

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TECHNOLOGIES FOR THE RAILWAY SECTOR

A Technology Group providing end-to-end solutions for the railway sector - Solutions: • Telecom: SDH, PDH and ATM/IP networks • Fiber optics by 3dnet.es, a company of the Group • Railway Operations Telephony • IP Intercom solution • Ground-train radio • TETRA • Passenger Information Systems • Public Address • CCTV over IP • Access Control (RFID) solutions With 40 years of experience and projects developed in more than 15 countries - Projects: • Metro de Madrid: Telecom, IT & Security: Line 2, Line 4, Line 7, Line 9; Line 10; Metrosur; 30 % of the total fiber optics network; RFID access control on stations

and trains; IP Intercom in Metrosur, Radiant network for CBTC (Line 1, Line 6, Metronorte, Metroeste, Line 11), Main Control Center Alto Arenal and Redundant at P. Sur • Metros: IT, Telecom & Security: Metro Bilbao, Metro Barcelona, Metro Valencia, SFM, FGC, ETS, FEVE • Tramways: IT, Telecom & Security Barcelona Tramway, Tranvía Parla (Madrid), Tranvía Vélez-Málaga; Antalya Tramway (Turkey); Tranvía Alicante; Tranvía Vitoria, Tranvía Bilbao, TROLE (Ecuador), Metro Ligero de Madrid • High Speed and Railways: Telecom, GSM-R, IT: High Speed Zaragoza-Huesca, IT & Telephony: Qalib-Shabin ENR (Egypt), 1.450 Km f.o. network ADIF; Safety: Point Heaters High Speed Ankara-Istanbul, Railway inspection systems and Point Heaters Ankara-Konya; Point Heaters and Railway inspection systems Marmaray (undergoing); Level Crossings ADIF; Point Heaters and Hot Box ADIF.

www.gruporevenga.com

Metro de Madrid million additional people and grupo revenga providing a direct connection Grupo Revenga -GR Technologies-, provides end-to-end to Madrid Airport. In all this solutions to Metro de Madrid since it was created in 1972. added 50 kilometres of tunnel The company has participated in all of the expansion to the system. Nevertheless plans deployed by Metro de Madrid and the Government of the company has continued to Madrid, having equipped with a wide range of solutions its invest, spending €40 million 293 Km, 276 stations and 2 control centers.

The strength of the capabilities and the success of the in 2012 and budgeting the technologies of this R&D focused company are apparent same amount for 2013. in view of the number of its solutions currently deployed This money is not being in cutting-edge telecom, IT and security projects in used for further extension Metro de Madrid. of the network at present In the own words of Grupo Revenga, “Metro de Madrid is a according to Velayos: “We key customer with whom we are proud to partner with in the are not immune from the deployment of one of the most important metro networks in the world, with one of the best quality/cost ratios”. austerity that the Community www.gruporevenga.com of Madrid has to exercise in its budget. But let’s not forget that thanks to the very important efforts by our authorities over the last decade we have been able to almost double our network and give the people of Madrid access to a suburban train network, known throughout the world. At the moment our investment strategy is not aimed at further expansion of the network but at the services and features requested by our customers.

Today’s travellers are not content to simply go from one point to another: they want to do it quickly, safely, and with access to high quality complementary services.”

€40 million Investment in 2013 Ignacio González Velyaos, CEO

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Metro de Madrid Mi nds a re bei ng concentrated in the Ineco, company leader in transport engineering and municipality by the Madrid consultancy, has maintained a close relationship for years 2020 project, Spain’s bid for with Metro de Madrid, to whom it has provided its services the next but one Olympic in several occasions. Both companies collaborate in the Games. We won’t know till development of international projects aiming at reinforcing September 2013 whether that its leadership abroad. Its experience in the application of new technologies and management practices for the construction will come off but meanwhile and the commissioning of new railway lines in several Metro de Madrid continues countries demonstrate its capacity to face challenges and to its programme aimed at develop international land transport projects. adapting its infrastructure www.ineco.com to meet the needs of its customers. In recent years this has seen a programme to improve travel times and the introduction of a new technological platform to support contactless card payment and extend that system to the entire network.

Metro de Madrid’s recently established Interactive Customer Support Centre (CIAC or Centro Interactivo de Atención al Cliente) has already dealt with 1,755,000 enquiries.

“The centre,” says Velayos, “deals directly and personally, all year round between the hours of 8am and 10:00pm, with all information requests received, not only in relation to the service provided by the company but also to any other information about events and socio-cultural activities in Greater Madrid, as well as lost property. There are also face to

ineco

635 million Metro de Madrid continues to streamline its infrastructure

Journeys on Madrid Metro in 2011

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face Customer Service Centres at the airport and major stations, which deal with enquiries in a more personal manner.”

Metro de Madrid is a major job creator, at a time when Spain needs all the jobs it can get. Apart from the 7,500 people on its direct payroll, Ignacio González Velayos points out, Metro de Madrid has agreements and contracts with other companies, public and private, which in turn have their own employees, which multiplies the creation of job roles. “Our public sector contracting law obliges us to put out our projects for tender, and many of these tenders are won by local companies.”

Each year Metro de Madrid rolls out its programme of continuous improvement in technology, innovation and research. “We are always looking for ways to improve our business model as a public service transport provider.

Metro de Madrid wants nothing less than to be looked to as a global benchmark in every aspect of urban passenger rail.” Its commitment to quality, he adds, is demonstrated by the certificates received by Metro de Madrid over the last year for, among others, the Management of Quality Service within Public Transport, Environmental Management, and Health and Safety Management.

The company holds an ISO-14001 certificate in Environmental Management

and invests in renewable energy sources. In 2009 it commissioned its first geothermal air conditioning system at Pacifico station. This system offers many advantages compared to traditional systems, such as energy savings and greater independence from the electrical supply. Geothermal energy savings reduce CO2 emissions by 50 percent while also reducing noise pollution, since the heat pumps operate quietly. Other advantages of

“There are face to face Customer Service Centres at the airport and major stations, which deal with enquiries in a more personal manner” 72 | be weekly

Metro de Madrid

A metro train passes through a station

this system include low maintenance costs and increased useful life of equipment and installation. “Rail in general, and in particular the Metro, is one of the most efficient and sustainable modes of transport,” says Velayos.

“Metro de Madrid has always supported all aspects of sustainability, including those concerning the environment.”

Two years ago the company decided to launch itself across the social networks as an alternative way to interact with its customers – today it has more than 35,000 followers. And the company makes great efforts to engage with the social programmes that matter to its customers. It helped publicise Twelve paths for living after cancer, a campaign organized by the Madrid Institute of Oncology, through a photographic exhibition spread over twelve

stations, in which twelve people who have survived cancer delivered messages of hope.

More than 3,000 people took part in You’re just a metro away from saving many lives a campaign organized by the Spanish Red Cross, Coca Cola and Metro de Madrid, which turned four stations into blood donation centres run by the Red Cross. And Metro de Madrid supports overseas projects too: every year it runs a Cinema in Concert initiative, for Fundación Padre Arrupe’s grant fund, which covers the cost of schooling of the children at Colegio Español Padre Arrupe in El Salvador.

For more information about Metro de Madrid visit: www.metromadrid.es

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reliable construction Serving our customers since 1933, we became the oldest and largest construction company in Peru

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e have developed, over our history, countles projects in all sectors of construction: Infrastructure, Energy, Building, Mining, Oil, Industry, among others.

In the course of the various projects we have partnered with leading construction companies in the world, such as Bechtel, Fluor, Dumez GTM (Vinci), Aker Solutions, among others.

For the convenience of our customers, we have developed projects

“ Our mission is to become the most reliable construction company in Latin America” 74 | be directory

in various forms, with or without financing, turnkey (turn-key), EPC (Engineering, Procurement and Construction), among others.

Gym offers its services to all companies in the country and the rest of Latin America, making available to its customers, a team of professionals and highly skilled technicians and experienced.

We have a fleet of latest equipment, which has the highest standards of maintenance. We are a leading company that certifies compliance with all of its projects “ahead of schedule” with the quality and reliability our customers require.

Our mission is to meet the needs of engineering and infrastructure services to its customers beyond contractual obligations, working in an environment that motivates and develops staff while respecting the environment in harmony with the

Gym

communities in which it operates and ensuring the return to its shareholders.

As part of our corporate identity, vision, mission and values, the Corporation entered some years to a stage where social responsibility is formally inserted in the development of our operations.

Our Letter of Ethics, signed in 1995, the Health and Safety policy in 1999 and the Environmental Policy in 1998 are part of this process and have made a clear pattern of behavior towards customers, shareholders, staff and community.

This socially responsible behavior, has, on the home front, as the main target group for our staff, and on the external front the audiences that make up the community with which we relate to the development of our operations.

GYM 4675 Paseo La Republica, Lima 34, Peru.

T 51 (1) 213-0444 www.gym.com.pe

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GLOBAL LEADER IN INNOVATION Martin Engineering is committed to safety, excellence and innovation in bulk-materials handling

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stablished in 1944, Martin Engineering is the leading international developer, manufacturer and supplier of innovations to make the handling of bulk materials cleaner, safer and more productive. Martin offers technologies that boost flow, reduce dust and spillage, extend component life and reduce downtime, resulting in improved operating environments and increased profitability.

Our Global Team of experts from every part of the world, work together to produce and manufacture high quality products that deserve the Martin seal of approval. Our service technicians average 27 years of experience in bulk material handling. Our product engineers and development teams work side by side with our sales and service leaders to share innovative ideas within our corporate community

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around the globe and to help facilitate the development of new products that make bulk material handling cleaner, safer and more productive worldwide.

This experience and expertise made Martin Engineering the leader in bulk material handling solutions.

Martin Engineering has a reputation for high-quality products and skilled, dedicated employees. But more importantly, we have a reputation for partnering with our customers to develop solutions that best suit their problems and make their jobs easier.

Our Certified Conveyor Technicians are in the field working side by side with our customers and see firsthand what the issues are and how best to provide the solutions for their individual problem.

Because we work so closely with our customers, we know firsthand what the problems are, not just by industry but

MARTIN ENGINEERING

by individual plant. Our technicians then provide this information to our Product and Development team who work continuously developing new technologies that enhance and improve our current products while always thinking ahead to develop advanced technologies that will provide new solutions.

Developing strong relationships with our customers is the only way to maintain that knowledge base which continues to feed innovation in Research and Development and provide unique, practical solutions to age-old problems.

Martin E n g i ne e r i n g is headquartered in Neponset, IL with business locations include Mexico, Brazil, China, France, Germany, United Kingdom, South Africa, Turkey, Indonesia, India, Canada, Australia, Japan, Chile and Colombia.

Problem Solved.™ Martin Engineering Corporate Headquarters Neponset, IL, USA 61345 T 800-544-2947 www.martin-eng.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