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ACHIEVING

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EXCELLENCE

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BusinessExcellence Weekly ISSUE No. 77 | www.bus-ex.com

petromoc:

Fuelling

a nation

Mozambique’s state-owned distributor of petroleum products continues to expand across Africa

bevpak nigeria:

dni metals:

Xcalibur Airborne Geophysics:

HERE’S WHY ONTARIO, CANADA

IS YOUR NEXT

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YourNextBigIdea.ca/Mining

$2.9B

in non-metallic minerals, including diamonds, was produced in Ontario in 2012

$2.6B in gold

$1.5B in copper

$1.4B in nickel

$787M

in other metals such as platinum and silver

Paid for by the Government of Ontario.

business excellence

Business John O’Hanlon Editor johanlon@bus-ex.com Will Daynes Editor wdaynes@bus-ex.com Matt Johnson Art Director mjohnson@bus-ex.com Louise Culling Production Designer lculling@bus-ex.com Richard Turner Director of Sales rturner@bus-ex.com

Business Excellence brings you content from leading business influencers and strategic thinkers providing inspiration and guidance to help you and your business grow.

We showcase some of the best examples of successful organisations from around the world giving you a unique insight into how they operate.

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

Contributors Jeff Powell Diligent Board Member Services Inc

HINT: For the best experience, click the fullscreen icon

Jeff Hilk Diligent Board Member Services Inc

Subscriptions & Enquires info@bus-ex.com

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Infinity Business Media Ltd

The content of this magazine is copyright of Infinity Business Media Ltd. Redistribution or reproduction of any content is prohibited. Š Copyright 2014 Infinity Business Media Ltd.

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issue No.77

6 6 top ten

strategic infrastructure projects

A run-through of outstanding and game-changing projects from across the world.

12

12 strategy

Delivering customer service is non-negotiable Improve governance by facilitating communications and enabling a timely view of current and historic company information.

16

16 petromoc

Fuelling a nation

Mozambique’s state-owned distributor of petroleum products continues to expand, both within its home nation’s borders and further across Southern Africa.

4 | BE Weekly

contents

32

32 DNI Metals

Operating in a Polymetallic Paradise

DNI Metals’ Preliminary Economic Assessment of its Buckton Zone Property has confirmed a number of the company’s predictions, the main one being that the Buckton polymetallic black shale deposit represents an incredible untapped mining resource.

40 Xcalibur Airborne Geophysics

Delivering data from the air

40

With its pilots at the controls of its reliable, robust fleet of aircraft, Xcalibur Airborne Geophysics is using industry leading technology to deliver geoscientific solutions to clients across Africa.

48 Eldorado Gold Discipline delivers

Based in Vancouver, Eldorado Gold presents itself as a low-cost gold producer with a vision to create a long-term, profitable business with healthy margins using a disciplined approach to growth.

48

58 BevPak

PET Project

BevPak has successfully taken modern PET bottle technology into the challenging Nigerian market: now it is looking further afield.

BE Directory 68 univar

One network. A world of solutions

For over 60 years Univar has connected the mining industry with the world’s premier chemical manufacturers.

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top ten

strategic infrastructure projects A run-through of outstanding and game-changing projects from across the world Edited by: John O’Hanlon

F

rom February 26-28, the 7th Global Infrastructure leadership Forum in New York will bring together key project developers and global infrastructure decision-makers. Ahead of this event organisers CG/LA Infrastructure has put together its Strategic Top 100 list identifying and highlighting the best infrastructure projects in the world. Projects are divided into ten categories: we have selected the highest value project from each, leaving out those at the concept stage (for example, at $78 billion the proposed Thames Estuary Hub Airport would otherwise have been included, however no decision has yet been taken as to which solution for increasing London’s airport capacity will be chosen) and focusing on those already underway or with a realistic prospect of being started in the coming twelve months. >>>

Top Ten

10

New Doha Port

Country: Qatar Sector: Ports & Logistics Sponsor: New Port Project Steering Committee Stage: Under construction Value: $8.2 billion

9

8

Canakkate Suspension Bridge

Energy East Pipeline

Country: USA Sector: Highways & Bridges Sponsor: Texas DOT Stage: Construction/procurement Value: $9.7 billion

Country: Canada Sector: Oil & Gas Sponsor: TransCanada Corp Stage: Construction delayed Value: $12 billion

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infrastructure projects 7

6

Fully Automated Driverless Metro, Downtown Line - Stage 3

Gujarat International Finance Tec-City

Country: Singapore Sector: Rail-Light Sponsor: Land Transport Authority Stage: Under construction until 2030 Value: $12 billion

Country: India Sector: Urban Planning Sponsor: Gujarat International Finance Tec-City Company Limited Stage: Under construction Value: $20 billion

5 Mecca and Medina Railway Stations of the Haramain High Speed Rail Project Country: Saudi Arabia Sector: Rail-High Speed Sponsor: Yapi Merkezi-Saudi Bin Ladin Group Consortium Saudi Railway Organization Stage: Under construction Value: $16.1 billion

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Top Ten 4

3

Sinop Nuclear Power Plant

Dubai World Airport

Country: Turkey Sector: Electricity Sponsor: The ministry of Energy and Natural Resources (Areva & Mitsubishi Heavy Industries) Stage: Construction to begin 2017 Value: $22 billion

Country: UAE Sector: Airport Sponsor: Dubai’s Department of Civil Aviation Stage: Under construction Value: $33 billion

2 Doha Metro Country: Qatar Sector: Rail-Heavy Sponsor: Qatar Railway Development Company Stage: Ongoing/Multiphase Value: $36 billion

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infrastructure projects

1 South-to-North Water Diversion Project - Phase I Country: China Sector: Water & Wastewater Sponsor: Chinese Government Stage: Under construction until 2022 Value: $58 billion

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Strategy

Delivering customer service is

non-negotiable Improve governance by facilitating communications, enabling a timely view of current and historic company information, and producing board materials efficiently Words by

Jeff Powell & Jeff Hilk

G

reat customer service is something that everyone expects but not everyone receives. A 2013 Forrester report, Navigate the Future of Customer Service, states that customer service is “moving from being a cost center to a being a differentiator.” And a report on call center efficiency from the International Computer Management Institute found that superior customer service creates real value for clients in efficiency and customer satisfaction, as well as business unit and strategic value.

Good customer service can’t be bolted on. It must be ingrained in a company’s culture. When a focus on the customer is a company’s paramount business priority, everyone, no matter what their role, is ready and willing to assist. Whether or not a company is in a service business, it can view each instance a client contacts it as an opportunity to provide exemplary customer service.

Providing a superior customer experience is one of the primary drivers of an enviable customer BE Weekly

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retention rate. This is especially true when a customer service department provisions clients who are accustomed to exceptionally high levels of attention and service to start with. For Fortune 1000 boards of directors, CEOs, boards of trustees at world-renowned universities and high-ranking government officials, you have to get it right the first time or risk losing the business for good.

A phone call is usually the quickest way to reach the support team. Accustomed to a five-star hotel standard of service, senior leaders expect the same level of attention from every service provider, especially when carrying out their professional responsibilities. Based on the value of their time, board members can’t wait to be connected to the right person or interact with a complicated interactive voice response (IVR) system. If a client calls customer service, they need help immediately. Not on hold. Not later today, and certainly not tomorrow.

Have a team available to pick up the phone, every time This really is the most basic principle of premium service. If someone is calling, they want to talk, so you must answer right away. Inadequate staffing is one of the biggest obstacles to delivering

“If a client calls customer service, they need help immediately. Not on hold. Not later today, and certainly not tomorrow” 14 |

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great service. In today’s 24/7 world, if a company doesn’t have enough people to answer the phones around the clock, its customers will start to lose patience and take their business elsewhere. Oftentimes, support calls are from places like the airport terminal or the board room before a meeting. Whether a customer is calling with a technical question about the service they’re using, or even about the device they’re using, they need to know the answer right away.

Use experts to talk to customers If a client has a technical question, he or she needs to talk to someone who knows the product inside and out, is experienced talking directly to senior executives, and who will go the extra mile to resolve the issue. Good service is based on a relationship of trust, and customers need to be able to trust that the service team will be there to resolve their issues. For example, if for any reason the person answering the phone is unable to answer the query, a qualified person with the right knowledge should call the customer back within five minutes.

Invest in proper training Companies need to dedicate resources to training not just employees in their customer service department, but clients as well. A unique one-to-one training for users of the product ensures their proficiency in using the product. This will cut down on valuable time a client would otherwise have spent trying to figure out a feature if they weren’t properly on-boarded or updated on the product. In addition, instead of one account manager

Strategy

for each customer, clients should be assigned a complete service team for the duration of the relationship so there’s always a pool of people well-versed with the requirements and customizations specific to each client.

Offer customer service at the times customers need it It’s commonplace to find executives traveling for work on weekends, getting to work early in the morning and finishing late in the evening, and frequently crossing time zones. A 9-to-5, Monday-to-Friday local-hours customer service team is, therefore, no good to a director who is preparing for a board meeting at 9 pm on a Sunday night. If customers work 24/7, service teams need to be available 24/7 too. To address this, consider implementing a ‘follow the sun’ principle, placing service staff in several regions. When every call is picked up within two rings on average, significantly higher client satisfaction results.

Have a crisis plan A company can never expect things to operate smoothly 100 percent of the time. Having a clear and strong crisis plan is crucial to maintaining stability and continuity in business operations.

During a crisis, a company may find the majority of its support staff without electricity or transportation. But utilizing a global team can ensure that clients are well taken care of and attended to. The service team should believe strongly enough in delivering good service as to be willing to work around the clock to cover for colleagues affected by the crisis.

“Having a clear and strong crisis plan is crucial to maintaining stability and continuity in business operations” In the end, quality customer service comes down to understanding clients’ expectations. An educated, well-informed staff knowledgeable about their clients’ businesses is crucial to providing efficient and seamless support. Ensuring that the client feels comfortable and reassured that the support team will be able to help them builds a strong rapport and trust. If a company exceeds expectations to deliver great client service and goes further than its competition is prepared to go, it will lead to higher levels of customer satisfaction and retent ion, event ua lly ensuring the continued health and growth of the business.

About the author Jeff Powell is Executive Vice President of the Americas Region, and Jeff Hilk Executive Vice President of Sales at Diligent Board Member Services Inc, creator of the world’s most widely used board portal. www.boardbooks.com

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Petromoc

Fuelling

a nation Mozambique’s state-owned distributor of petroleum products continues to expand, both within its home nation’s borders and further across Southern Africa

written by: Will Daynes research by: Abi Abagun

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Petromoc

R

ecognised as the second largest oil and gas firm in Southern Africa, Petromoc, or Petróleos de Moçambique to give it its local name, was formed in 1999 and is Mozambique’s state-owned distributor of petroleum products. Born out of the transformation of the Mozambique National Fuel Company, Petromoc today owns the largest retail network in the country, one that consists of 119 filling stations and supply posts, and 300 local consumer positions.

The company owns and operates storage facilities and pipelines found across all the main Mozambican ports, with said storage facilities including 19 inland and coastal depots which boast a combined storage capacity of around 500,000 cubic metres.

Petromoc markets fuels, oils, greaseoils and lubricants for use in the country’s major industry sectors, these being mining, agriculture and maritime, and is also able to provide customers with complete technical support. The largest supplier of fuel to Mozambique’s leading industrial and commercial companies, Petromoc also provides fuel to a host of neighbouring countries such as Zambia, Zimbabwe, Malawi and the DRC. In total Petromoc is able to claim annual sales of approximately 407,000 cubic metres of petroleum products, 375,000 cubic metres of which are distributed to Mozambique’s domestic market, which equates to a domestic market share of around 42 percent.

Meanwhile, some 33,000 cubic metres end up being supplied within the company’s foreign markets.

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Intertek Valued Quality. Delivered

Our Organisation

What we do

Environmental Services Government Services Commodities Analytical Services Industrial Services Minerals Services

Testing Inpsection Certification Auditing Outsourcing Advisory Training Quality Assurance

Contact: Dawie du Plessis Phone +258 23322658 | Fax +258 23324262 Email: cbe.mozambique@intertek.com | www.intertek.com

Petromoc

INTERTEK Intertek, a leading provider of quality testing, inspection and safety services to a wide range of industries around the world, has been awarded a Laboratory “Outsourcing” contract for provision of testing services at its Matola facility, Mozambique. At present Intertek provides Inspection & “Key” Laboratory testing services to Petromoc from its terminals, viz: Matola; Beira & Nacala respectively. The Intertek / Petromoc Matola laboratory is to undergo a facelift.

This will include, but not limited to, the redesign of its present facility with upgraded laboratory furniture, extraction systems, Gas supply, IT infrastructure, Specialized Testing room, Controlled sample receipt facility & sample retention store. Intertek is committed to a significant investment in acquiring the latest testing equipment, in accordance with

Intertek international test procedures, able to meet the demands of product certification.

This new facility shall provide for increased test capabilities able to meet local legislation as well as adhering to “export” requirements to land-locked countries. Also included are opportunities in providing water & microbiological testing by this facility.

By virtue of providing services to Petromoc, Intertek shall provide independent services to third parties which shall remain in the strictest confidence and impartial by this facility. The laboratory shall operate on a 24/7/365 basis. It is Intertek’s vision to acquire the ISO 9001 certification within twelve months of the initial contract period.

E. cbe.mozambique@intertek.com www.intertek.com

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Petromoc It will come as a surprise Grindrod Fuelogic Mozambique (Pty) Ltd to few that a company the Grindrod Fuelogic Mozambique (Pty) Ltd is proud to have size of Petromoc comes Petromoc as a shareholder. Grindrod Fuelogic operations blessed with significant are to be significantly expanded to meet Petromoc’s and the infrastructure assets from oil industry’s needs, with the addition of 60 vehicles. This which all of its activities will provide for additional delivery capacity out of Maputo, originate. These assets Beira and transport operations will be established in Nacala and Pemba by mid- 2014. Expanded operations are to include the Lingamo Oceanic include deliveries out of Mozambique into neighbouring Oil Terminal (IOL), the Beira countries. Petromoc is key to our success in Mozambique.

Oceanic Oil Terminal (IOB) www.grindrod.co.za and the Nacala Oceanic Installation (ION).

Located in the port area of Matola city and possessing san installed capacity of 412,000 cubic metres, the IOL facility covers an area of 40 hectares and acts as one of the gateways for the entry of petroleum products into Mozambique. The largest facility of its kind in the country the IOL is linked by pipeline to the fuel terminal through which it receive petroleum products from oil tankers.

It handles a range of products including liquefied petroleum gas (LPG), petrol, aviation fuel, kerosene, diesel, fuel oil, various grades of bitumen, and lubricating oils and greases.

At present the IOL is undergoing work that will reshape the complex, increasing its operational capacity, modernising its

“Petromoc today owns the largest retail network in the country” be weekly | 23

Transportes Lalgy LDA Where the road ends we carry on…

Tel: 21 720 482/21 724 414; Cell: 258 82 303 5713/258 84 303 5317; Fax: 258 720 452/258 724 298; Email: Lalgy@lalgy.co.mz Avenida Uniao Africana, 4341 (Antiga Estrada Velha da Matola) Matola—Mocambique

Petromoc loading gantries for rail wagons and road tankers, and implementing other projects of importance to improve operational effectiveness. The success of the IOL becomes ever more important when taking into account that it represents a pilot facility for Petromoc’s plans to develop an integrated management system based on the principles of quality, environmental protection and occupational health and safety.

Located in Munhava, the IOB may have a smaller installed capacity, in this case 26,000 cubic metres, but it is responsible for

handling massive volumes of fuel thanks to its strategic location that makes it a gateway for the distribution of petroleum products to landlocked neighbouring countries. In order to distribute fuel, and receive and backload

TRANSPORTES LALGY LDA The company has a variety of transport options available to meet our clients’ needs and respond to market requirements based on an aggressive growth strategy and continuously growing fleet which consists of over 500 vehicles: • Interlink side tippers • Side and Back end tippers • Fuel tankers • Low-beds • Superlinks and triaxles • Earth moving equipment The reconstruction and new opportunities within our country are creating a period of unprecedented growth. To support this period

of growth there is a huge and urgent need for quality logistics service providers.

The geography of the country (with the seaports of Maputo, Beira and Nacala) coupled with the extremely limited rail infrastructure makes road transport the only viable option to support the growth and development within our country.Transportes Lalgy LDA is involved in many of these projects which include (but are not limited to): transport for infrastructure and construction projects in the coal and mining industry, gas products, regional imports and exports.

E. helio@lalgy.co.mz

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Petromoc

407,000 m3 Petromoc’s annual sales of petroleum products calling oil tankers, the terminal relies upon a powerful and modern loading gantry.

Meanwhile its link to the MozambiqueZimbabwe Pipeline Company pipeline gives it a unique opportunity to pump products into Zimbabwe.

The ION also holds a critically important role for both the company and the country, in that it is responsible for the supply of fuels to the northern region of Mozambique. Linked to the fuel terminal by a four kilometre long pipeline, also belonging to Petromoc, the ION is able to receive fuel products and undertake backloading operations.

Recently rehabilitated, the pipeline allows

the company to pump different petroleum products separately, thus improving their individual integrity and durability.

Designed to have a storage capacity of 45,000 cubic metres, the ION is able to store petrol, kerosene, aviation fuel, diesel, and lubricating oils and greases. As well supplying Enviroshore the domestic market, the The close partnership between Petromoc and Enviroshore terminal is also used as provides specialist solution services to the oil, petroleum, a gateway to landlocked shipping and mining industries through the use of nations such as Zambia specialised organic waste processing, world-best practices and Malawi. and state-of-the-art environmental technology.

We are focussed on creating a healthy environment for Of course, while the our children, while providing meaningful and rewarding company’s facilities are opportunities that improve the financial performance of huge importance, the of our partners. work carried out across Our vision is to be a world-class collaboration, and the Petromoc’s operations would principal partner of choice in the rehabilitation of onsite not be possible without its storage clean-up, soil and groundwater remediation. workforce. When it comes www.enviroshore.co.za to its human resources

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© SGS Group Management SA – 2013 – All rights reserved - SGS is a registered trademark of SGS Group Management SA

20

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TRANSPORTATION

Cargo safety and integrity is critical. You need the peace of mind that comes from knowing that wherever your cargo is in the world, whichever transport route and vehicle it is contained in, best practice has been adhered too. SGS experts check against current standards and regulations, ensuring all health and safety requirements are met and that the right quantity and quality reaches the destination. Trust the integrity of your cargo with SGS Inspection Services, for more information visit www.sgs.com/ogc or contact ogc@sgs.com. Solutions for Oil, Gas & Chemicals that go ON and ON and ON...

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Petromoc the company’s primary objective revolves around SGS has been active in Mozambique since 1962, providing being able to empower services through its offices in Maputo, Beira and Nacala. human capital through We are the leader in independent inspection, verification, the constant development testing and certification services. of a skilled, dynamic and Providing trustable services to national and international motivated work force. clients like Imopetro, Petromoc, IPG, Vitol, BP, Shell, Trafigura and Glencore. SGS has established an expertise In its quest to motivate network including an ISO/IEC17025 accredited laboratories and permanently mobilise (OGC), and over 150 experts. its workforce for its Regarding the Oil, Gas & Chemical sector (OGC); SGS cause, Petromoc is in the can provide the following specialized services: blending process of implementing and cargo treatment services, sample management a comprehensive Human and outsourcing, calibration services, monitoring and Resources Management supervision of terminal and vessel operations (onshore and offshore), upstream services and collateral management.

System. This will consist of www.sgs.com recruitment and selection, training and development, performance evaluation and professional careers subsystems, as well as wage administration regulations.

Outside of its internal structure, Petromoc has also spent consideration amounts of time and effort to extend what it describes as its “brand of excellence” to the social, cultural and environmental sectors. Aware of its social responsibilities the company is always striving to act as an agent for sustainable human development, all the while retaining full respect for environmental standards.

Petromoc’s social and environmental

sgs

1999 The year that Petromoc was formed

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This is a caption this is a caption

Petromoc responsibility programmes are structured towards continuous and regular activities that support cultural, social, sport, health and environmental undertakings. The company’s efforts have seen it sponsor various national sporting programmes, initiate various awareness campaigns against Malaria, HIV and Poliomyelitis, and lend its support to events related to the development of Mozambique’s national culture and identity.

In aiding the educational needs of the country, Petromoc has contributed towards the rehabilitation of the Bagamoyo Primary School and volunteered to cover the enrolment fees of students who had dropped out due to a lack of financial resources. Elsewhere it was the company’s contributions that saw equipment supplied for an IT room at Liberdade Secondary School, while moves were also made to involve senior staff members in training activities and workshops centred on the themes of corporate social responsibility and combating HIV. Such corporate social responsibility efforts continue to form a core part of Petromoc’s existence, while at the same time the company remains as committed as ever to achieving its strategic goals, these being regional expansion, the maximisation of its logistics network and the further diversification of its energy portfolio by developing new products and services that add value and stability to the business.

For more information about Petromoc visit: www.petromoc.co.mz

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DNI Metals

Operating in a Polymetallic Paradise DNI Metals’ Preliminary Economic Assessment of its Buckton Zone Property has confirmed a number of the company’s predictions, the main one being that the Buckton polymetallic black shale Deposit represents an incredible untapped mining resource

written by: Will Daynes research by: Peter Rowlston

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Typical ridgeline outcrop of the black shale

DNI Metals

W

hen we last spoke to President and CEO of DNI Metals Shahe Sabag towards the end of 2011 his company had just achieved a significant milestone in its history, identifying the first mineral resource from one of its six mineral systems located within the 2,720 square kilometre property the company holds in the Birch Mountains, north of Fort McMurray adjacent to the oilsands deposits of northern Alberta, Canada.

“In the months and years following the discovery of the Buckton Zone, we set out to expand the mineral resource several times over with the intention of building enough critical mass to carry out a Preliminary Economic Assessment (PEA),” Sabag explains.

“The result of these activities is that the Buckton resource has grown to around a five billion tonne critical mass, with part of it upgraded from the Inferred to the Indicted resource category.”

It was during these expansion activities that the company went on to discover and carve out a second mineral resource, Buckton South, a zone located seven kilometres south of Buckton. DNI expects one day to link up the two zones. The Buckton South ‘maiden’ resource is a half-a-billion tonne starter and the perfect example to industry watchers that there are other zones on the property that can be successfully drilled and measured to carve out additional mineral resources.

The PEA study for the Buckton Deposit was launched in mid-2013, the results of which were released in December, with the technical report following on 17 January, 2014. The PEA

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$1.6 Billion Estimated pre-tax value of the Buckton operation

Geo mapping sampling another vertical cliff face outcrop of the black shale

36 | be weekly

itself demonstrates that the Buckton Deposit has the potential to be a significant long term supplier of uranium and rare earth elements, in addition to nickel, cobalt, copper and zinc.

It also indicates that the envisioned Buckton operation possesses a net present pre-tax value of $1.6 billion at a six percent discount rate, with an 8.7 percent internal rate of return. The mining operation has the ability to generate an average of $349 million in pretax net cash flow annually over its 64 year mine life, representing aggregate life of mine revenues of $75 billion. The PEA identified several key opportunities to significantly enhance economics and DNI is confident that several can be implemented with minimal additional work or expenditures.

“With completion of the Buckton Deposit PEA we have concluded what we set out to achieve in 2008, and that was to take at least one of the six zones we hold and demonstrate that it does contain a mineable mineral resource,” Sabag continues. “This places us at a crossroad as it were, at which we must now decide in what direction we move forward from here.”

Situated within an active mining area, where other players are mining oilsands as opposed to metals, and with access to considerable existing infrastructure, the

DNI Metals

2012 summer drilling program

location of the Buckton Deposit could hardly be more ideal. Whereas from a logistical, technical and scientific point of view the Buckton project has been relatively smooth sailing, the principle challenge that DNI Metals has found itself facing involves bridging the knowledge gap regarding just what type of mineral deposit it has on its hands.

“The first challenge we faced is that what we have here is a metals property in Alberta, a part of the world known for oil and gas.

That means that the first hurdle to clear involves informing people that yes there are indeed metals present in Alberta,” Sabag says.

“The next hurdle revolves around introducing people to the novel leaching techniques that we are using; things like bio-leaching and bio-heap leaching. Once that is cleared, it is then a case of explaining the unique qualities possessed by polymetallic deposits, and the fact that there have been countless example over the last 200 years of mining history in North America of deposits delivering multiple metals whose value is locked up in the aggregate value of the multiple metals contained. So, bridging the knowledge gap through constant communication has certainly been our biggest challenge to date.”

“The PEA demonstrates that the Buckton Deposit has the potential to be a significant long term supplier of uranium and rare earth elements” be weekly | 37

“Our strategy from day one has been to develop one of our six zones to the PEA study stage before ultimately either vending it out or advancing it further in collaboration with a third party�

Shahe Sabag inspecting shale

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DNI Metals The 2,720 square kilometres of area held by DNI not only contains the aforementioned Buckton and Buckton South zones, but also four other assets dubbed Asphalt, McIvor West, North Lily and Eaglenest. Each of these contains a zone with the potential to deliver the kind of black shale polymetallic deposit found at Buckton if explored and developed accordingly.

“Buckton and South Buckton are undoubtedly our highest priority assets at present, as can be seen in the way we have taken the former and moved it ahead as fast as possible toward a PEA,” Sabag states. “While it is fair to say that with similar levels of attention the other properties have the potential to become Buckton sized assets in their own right, we have no immediate intentions to rush into development of these, rather our approach right now is for the Buckton Deposit to be a template for what can be achieved elsewhere on the property.”

Since the PEA study of Buckton was released in December, DNI Metals has received considerable positive feedback from both its shareholders and from various financial analysts. Now, with another milestone achieved, thoughts turn to the short and long terms futures of the company and its assets.

“DNI Metals is an exploration and development company, not a mining

Aerial view of ridgline shale outcrop

company,” Sabag highlights. “As such we have no aspirations to becoming a producer, and our strategy from day one has been to develop one of our six zones to the PEA study stage before ultimately either vending it out or advancing it further in collaboration with a third party. So our immediate game plan involves following up on various discussions we have had in the past with potential interested third parties with the aim of enlisting their collaboration. Once this is in motion we can turn our attentions toward what we hope will be the next successful project at the property.”

For more information about DNI Metals visit: www.dnimetals.com

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Xcalibur Airborne Geophysics

Delivering data from the air With its pilots at the controls of its reliable, robust fleet of aircraft, Xcalibur Airborne Geophysics is using industry leading technology to deliver geoscientific solutions to clients across Africa

written by: Will Daynes research by: James Boyle

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I

n a little over ten years, South Africa based airborne geophysical company, Xcalibur Airborne Geophysics has successfully collected over three million line kilometres of low level data for its client base of major mining companies and junior exploration businesses. Specialising in ultra-high resolution and standard airborne surveys, utilising gradient magnetics and radiometrics, time-domain electromagnetics and gravimetry, Xcaliber’s fleet of robust turbine Air Tractors, BN-2T turbine Islanders, Jet Rangers and Eurocopters have since been operational throughout the African continent.

“Since its formation in 2002,” explains Chief Geophysicist, Tiaan Le Roux, “the company has grown from a small team of about four or five people to one that today employs just under 20 individuals, including geophysicists, data processors, engineers, pilots, field operators, and support personnel.”

Originally founded by Billy Steenkamp, Xcalibur today possesses a team who collectively offer more than 100 years of managerial and practical experience in fields including exploration geophysics, aviation, business management, electronic engineering, and airborne survey operations.

The company’s pilots are some of the most experienced in their field, amassing thousands of flying hours between them.

The aforementioned fleet of aircraft at these pilots’ disposal are unique in that they enable Xcalibur to collect data at the lowest ground clearance that is possible within operational safety constraints, typically between 20 and 40 metres. Flying at such altitudes provides for better spatial resolution

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Xcalibur Airborne Geophysics

and data signal-to-noise ratios, thus resulting in significantly more detailed information for kimberlite detection, base and precious metal exploration, litho-structural mapping and environmental or mine planning applications.

“We recognise the fact that we are very much a company delivering a niche service, and what we take great pride in

is delivering excellent quality products in the most cost efficient way possible,” Le Roux continues. “The technologies that we employ are among the most advanced and modern of their kind and are mounted on airborne platforms that are really robust and conditioned for use in Africa. These aircraft are characterised

“Xcalibur Airborne Geophysics has successfully collected over three million line kilometres of low level data for its client base”

Hi-Res Fixed-Wing Surveys

44 | BE Weekly

Xcalibur Airborne Geophysics

Hi-Res Helicopter Surveys

by their endurance and low data quality is maintained. maintenance costs, which High sensitivity wingtip helps drive our costs down. mounted or boom mounted Ultimately we pass these magnetometer sensors and state of the art multi-crystal savings onto our clients The year Xcalibur together with quality data.” pack spectrometers are used Airborne Geophysics The airborne platforms to measure exceptionally was established small variations in horizontal that Le Roux speaks of are magnetic gradients and equipped with state of the art navigational, positioning natural radioactive emissions.

Xcalibur’s geophysical ser vices, and geophysical equipment. The Differential Global Positioning System (DGPS) allows individually trademarked as the Xtract, the for accurate positioning of better than one Xgrad and the Xgrav Systems, are further metre, while the navigational system allows boosted by the company’s value add data for accurate dynamic navigation along pre- processing and interpretation Xval service. determined flight paths, which will ensure that “This particular service aims to offer

2002

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“Xcalibur’s technology and efficient services have consistently produced first class results time and again” our clients a more complete package of services,” Le Roux states. “Rather than simply acquiring the data and passing it back to our clients, our own extensive geophysical and geological experience means we can offer consultancy services that cover a wide range of methodologies and applications with the

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view to properly integrate the information we collect with other geoscientific data.”

Xcalibur’s technology and efficient services have consistently produced first class results time and again. It is this level of consistency that has seen the company being awarded numerous projects by a wide range of major

Xcalibur Airborne Geophysics

mining and exploration companies, junior and government organisations. Such projects have allowed Xcalibur to prosper where others have struggled during the recent difficult times for the mining community.

In the coming months Xcalibur will be moving forward with the introduction of its newest solution, the XtractEM System.

“There is a strong demand in the market today for combined high resolution magnetics and electromagnetics,” Le Roux says. “The reason for this is that some of the targets of our airborne applications only have very subtle magnetic signatures. By acquiring electromagnetic data, in addition to

magnetics and radiometrics, one can often not only confirm these targets, but also better delineate and characterise them, which gives clients the confidence needed to follow up and drill these prospects.”

While completing and testing the new XtractEM System, Xcalibur will continue to build upon its growing reputation for delivering first class results and services to its clients.

For more information about Xcalibur Airborne Geophysics visit: www.xagsa.com

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Eldorado Gold

Discipline delivers Based in Vancouver, Eldorado Gold presents itself as a low-cost gold producer with a vision to create a long-term, profitable business with healthy margins using a disciplined approach to growth

written by: john o’hanlon research by: Jeff Abbott

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Development works in the main 8,5km tunnel linking Stratoni to Olympias mine

Eldorado Gold

D

iscipline is a great virtue in the Eldorado has seven operating mines and challenging price environment a pipeline of projects in different stages of the gold mining industry finds construction, development and exploration. itself in today: the players who Though it also operates in Turkey, China and can keep operating through the South America the company has a special lean times will be the ones best place to take focus on northern Greece, to which it was advantage of anticipated price rises. But though attracted by its solid infrastructure, wellthese struggled upward to the tune of some educated labour force, reliable legal system $60 over the course of January – and western and consolidated democratic institutions. economies are showing signs of growth allied Eldorado Gold has been present in Greece to greater confidence – prospects for 2014 since 2008, when it acquired the Perama Hill remain uncertain. Investors know that, and project in Thrace, which is at an advanced they continue to set a premium on discipline. stage of development with an environmental This disciplined approach is reflected impact assessment (EIA) expected to be nowhere better than in the cost of production. approved during the course of this year. Final With that in mind it was an approval of the Perama Hill achievement for Eldorado’s EIA was in fact expected in 2013, however with local Chief Executive Officer elections taking place this Paul N Wright to be able year it is not now thought that to announce a ten percent the approval will be granted increase in production over Increase in gold before then. Assuming the course of 2013. Gold production in 2013 production for the year was a late 2014 construction 721,201 ounces. However start, Eldorado now expects at an average of $494 an ounce, cash costs to be committing $25 million, less than came within a whisker of the 2012 figure of had been previously earmarked.

Perama Hill together with the Olympias $483 and considerably better than the midyear estimate of $520 per ounce. It will be and Skouries deposits that Eldorado Gold no surprise if that rises in 2014 to between is currently advancing in Greece have the $550 and $590 an ounce, but against a potential to make that country Europe’s further six percent expected increase in gold leading gold producer by 2016. With proven production this year to between 730,000 and probable reserves of approximately 8.6 and 800,000 ounces that rise should remain million ounces of gold in Greece, Eldorado’s sustainable. The positive effect on cash flow operations are estimated to be able to generate of $272.5 million saved last year, derived more than €1.6 billion in direct taxes for the from reductions in capital expenditure, Greek State over the next 20 years. Having exploration and G&A costs will further already spent more than €78 million in Greece impress the market. since February 2012, Eldorado will invest

10%

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FREDERIKOS S.A is an engineering firm located in Kavala, North Greece.

FREDERIKOS S.A premises, covering an area of 6000 sq. meters, have the capability to produce high quality castings and demanding machine works. Field of expertise includes mining, oil, renewable energy and chemical industries.

T: 0030 2510316793 0030 2510316968 F: 00302510316967 E: info@frederikos.com www.frederikos.com

Q U A L I T Y

Services and products include: n turn key electromechanical projects n casting of various ferrous non-ferrous parts n construction and maintenance of industrial equipment n construction of different types of pumps n construction of crushers

H A S

I T S

O R I G I N

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Utsevere enim pressure. ad minim minim veniam, quis nostrud The company’s percent veniam, quis 95nostrud owned exercitation Skouries ullamco laboris goldexercitation ullamco laboris nisi ut aliquip ex eaiscommodo nisi ut aliquip ex ea commodo copper project located The Olympias flotation plant consequat.

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FREDERIKOS SA FREDERIKOS SA, was established in 1972 .

Today it is a modern unit able to provide high quality services by investing in cutting edge technologies and by having a comprehensive selection of equipment.

The company is divided in two divisions; the machine shop and the foundry.

The combination of the foundry and the machine shop gives the flexibility to fulfil difficult tasks and bring innovative ideas to life.

FREDERIKOS SA philosophy is simple; “Treat all our clients with the dignity and courtesy they expect, from small business to the largest industry”. This includes the exemplary customer service, combining lasting and effective support at all levels.

FREDERIKOS SA has managed through the years, to build strong ties with partners like HELLAS GOLD (member of the EL DORADO GOLD family), AKTOR (the leading

construction company in Greece), ROKAS renewable ( a subsidiary company of IBERDOLA, Spain’s largest energy group), KAVALA OIL (the only oil extraction company in Greece) EL.FE(one of the largest fertilizer industries) and a long list of large and small industries throughout the Greek territory and abroad.

FREDERIKOS SA is at the top of the industry and undertakes large projects. Quality is a prime importance in the engineering industry in general. FREDERIKOS S.A. highlights the quality control system by highly qualified staff performing inspections, disciplined quality control of all equipment, continuous training of staff, and the availability to quality control by our customers.

E. info@frederikos.com www.frederikos.com

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Mr. Roderick Trigwell | General Manager | rod@gedh.com Mr. Adrian Vuvrea | Manager | vuvrea.adrian@genfor.com

www.genfor.com

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Eldorado Gold

Olympias mine: a jumbo drilling machine and employees at work

operational in 2015 and is expected to be in operation for more than 25 years in total.

In 2013 the project received its installation permit, while construction and underground development started under an experienced management team aided by around 400 employees. 2014 will see plant construction continuing, with work starting on the open pit and tailings dams.

Olympias is a replacement mixed sulphide body with 3.8 million ounces of gold, 57.7 million ounces of silver, 599,000 tonnes of lead, and 796,000 tonnes of zinc in proven and probable reserves. Olympias also contains 270,000 ounces of gold in tailings left over from earlier operations, and these are being re-processed. During 2014 the company will continue to process

“The positive effect on cash flow of $272.5 million saved last year‌ will further impress the marketâ€?

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tailings as part of a mandated environmental clean-up. At this site, Eldorado is currently cleaning up over 2.4 million tons of tailings left by a previous operator. When complete, 30 hectares of the Olympias valley will be returned to a greenfield state and given back to the local community.

The Chalkidiki Peninsula where the mine is situated is an attractive part of northern Greece, peppered with ancient sites and an

attraction for tourists. Where areas are no longer needed for mining, Eldorado focuses on rehabilitation wherever it operates, but Greece is somehow uniquely precious, so rehabilitation is a very sensitive topic for the community. The area will be re-planted with native species grown in the company’s own plant nursery – the largest in northern Greece and the company is already working with the Forestry and Natural

“At Olympias Eldorado is currently cleaning up over 2.4 million tonnes of tailings left by a previous operator”

Rehabilitation of Olympias tailings pond

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Eldorado Gold

Olympias flotation plant: employees at work

Environment Department of Aristotle University in Thessaloniki to conduct in-situ pilot planting tests 760,000 tonnes of tailings will be processed this year at a grade of 3.1 grammes per tonne (g/t). Additionally, $60 million will be spent on continuing underground development to access the ore body as well as mining equipment, infrastructure, and the decline linking Olympias to the adjacent Stratoni Valley deposit. Last year 1.4 kilometres of this 8 kilometre linking tunnel was constructed.

When completed it will pave the way to ore extraction from the underground mine at a rate of 400,000 tonnes per annum. 2013 also saw three kilometres of underground development and one kilometre of

underground rehabilitation at Olympias, as well as the announcement of a ten percent increase in measured and indicated reserves to 4.7 million ounces.

Looking to the future, Eldorado Gold as a group has ambitious growth targets, aiming to produce 1.7 million ounces of gold by 2016.

This figure represents more than double its total gold production of 721,000 ounces for 2013 and equates to 160 percent growth over a five year period. Needless to say then that its operations in Greece will play a critical role in delivering this.

For more information about Eldorado Gold visit: www.eldoradogold.com

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PET Project BevPak has successfully taken modern PET bottle technology into the challenging Nigerian market: now it is looking further afield

written by: John O’Hanlon research by: James Boyle

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BevPak

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BevPak

I

n the short space of five years since BevPak was established in Ibadan, Nigeria’s third largest city, the company has put down strong roots in Nigeria. In 2008, a group of entrepreneurs bought a small operation in the city and equipped it with modern machinery to produce the preforms from which PET bottles are blown.

The Managing Director of this operation is Syd Carter, who has 18 years’ experience in the PET conversion industry in Africa.

The rationale for setting up BevPak was simple. Nigeria is a country with a huge population of nearly 170 million people – and it is a growing economy, underpinned by its substantial oil reserves. While it is well developed socially, educationally and politically by the standards of sub-Saharan Africa it also has a massive potential for growth in most consumer sectors, not least food and drink.

Nigeria’s very size and complexity have proved a disincentive for many investors who prefer a tidier market, but Carter and his associates saw the opportunity and were prepared to take the risks. The venture was based on an understanding of the industry’s fundamentals. “Traditionally there are three different options for packaging beverages: glass bottles, metal cans and PET bottles.

Nigeria has always been a predominantly glass bottle market,” he explains.

These days there is a movement into PET for its clear advantages, principally driven by convenience: it is lightweight, it is resealable after opening, and it is safe to the user – no cuts or damage can be done with a PET bottle. From the customer’s point

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1.5 million BevPak’s daily preform output of view, PET bottles carry no deposit, and they are easy to recycle. There is a good recycling infrastructure in Nigeria, where people perceive value in waste, so there is a good rate of conversion of PET into fibre for stuffing mattresses and pillows, and other uses. PET fibre is one of the most widely produced synthetic fibres. It is put to use in products as different as tyre cords and clothing.

Recycled Pet for use in PET bottles is not yet produced in Nigeria at this stage – bottle-to-bottle recycling is expensive and requires much greater volumes to make it viable. Carter is confident that this will become a reality once the PET market in Nigeria reaches sufficient volume to justify the investment.

The Ibadan factory of BevPak now employs 64 people. Ibadan is only 120 km from Lagos, and offers certain advantages: “Many of our staff can walk to work: in Lagos they would probably face a two hour commute – each way!” says Carter. Since the factory is a 24/7 operation this degree of proximity is a significant help.

Infrastructure is also a challenge, as it is throughout Africa. Electric power is unreliable to the extent that a factory like BevPak’s has no option but to generate

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BevPak

its own, and there is no municipal water supply. The state of the roads throughout most of the country is not good; nevertheless Carter has been impressed by the ability of the transport contractors who truck the preforms across this large country to deliver. The ingenuity of Nigerians

to get a job done in the face of problems does them credit, he feels, and is one of their many strengths.

When BevPak arrived in Nigeria it entered a market that was becoming increasingly sophisticated. Customers were looking for the same advantages as their counterparts

“Finding good staff is a key aspect to a successful operation� be weekly | 63

in Europe or America. They wanted lighter preform system from US-based Kortec, Inc. weight products, longer shelf life and One of the characteristics of polyethylene better performance from the packaging terephthalate (PET) bottles is that they permit they were buying, as well as the ability the slow passage of gases through the bottle to add value through design and colour. wall. This means that a carbonated (‘fizzy’) drink will eventually go These customers welcomed the advent of a manufacturer flat over a period of time. who could give them these Multilayer technology options, plus a high level of inserts a layer of much less local technical support. “We permeable material that slows down the migration of put a big emphasis on aftergas and can extend the shelf sales support,” he says.

People employed at Ibadan life of carbonated beverages In 2009 BevPak invested in a state-of-the-art multilayer by a factor of two.

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BevPak

“Up to now we have been concentrating on good growth in the local market but now realise there is potential for export” Another advantage of using a multilayer bottle is that it can be made lighter, since it does not rely on the thickness of the bottle wall to hold the internal pressure. This is good news from an environmental point of view.

Since gases can also migrate inward

through single layer PET, beverages, like beer and fruit drinks, are sensitive to oxygen seeping from the atmosphere into the drink. However, a practical shelf life of six months or more can be achieved using multilayer PET bottles, comparable to the performance of glass bottles.

BevPak is an integral part of the business of its customers in many ways, beyond simply supplying them with a value-added product. The factory can produce 1.5 million preforms a day, and can supply the bottling plants at short notice so the customers do not need to store large quantities of stock.

As we have noted they can work with BevPak to create bottle shapes that will help market their products, and bottles whose performance will keep those products in ideal condition. Now it is installing a new line in the factory to make closures. Every bottle needs a cap: from early 2014 BevPak will be a one-stop shop for its customers.

That will mean expanding the workforce as well as the equipment. As the latter becomes more sophisticated, so do the skills needed to operate and maintain it. BevPak places great importance on retaining the skills it needs: “We invest time and money in training our staff,” says Syd Carter. “We do a lot of this work in-house, and augment that

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BevPak with specialist training from the equipment suppliers, either in-house or by sending staff to their premises. Finding good staff is a key aspect to a successful operation,” he adds. “We have been fortunate in being able to recruit some very able people. Low staff turnover and good training have been important factors in our success.”

Already one of the largest manufacturers of PET preforms in West Africa supplying the world’s leading brands of soft drinks and mineral water, and major bottlers throughout Nigeria, BevPak is also looking outward. It would like to become a regional player, and in preparation for that it has secured certification to the ECOWAS Trade Liberalisation Scheme (ETLS).

Once the customs unions of the 13 ECOWAS countries have completed their paperwork, BevPak customers based in those countries will be able to import their preforms and closures duty free.

“Up to now we have been concentrating on good growth in the local market but now realise there is potential for export,” Carter explains. However in the coming year thirsty Nigerians will provide plenty of opportunity to grow the business locally, and BevPak will be working closely with its customers on lightweighting, high performance, and how best to complete the transfer to the most versatile form of packaging available today.

For more information about BevPak visit: www.bevpaknigeria.com

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Chemistry Delivered

For over 60 years Univar has connected the mining industry with the world’s premier chemical manufacturers

E

stablished in 1924 as a local Seattle source for soda ash and a handful of related products, Univar has grown into a global chemical distributor, employing 7,000 people at 180 sites in North America, Europe, Asia-Pacific, the Middle East, Africa and Latin America. We serve over 115,000 customers in more than 115 countries, and represent nearly every major industry and a highly diverse set of end markets. We source chemicals from more than 3,500 producers, including the premier global chemical manufacturers, and distribute more than 4,500 chemical products.

Univar began serving Canada in 1950. Today, Univar Canada Ltd. is

“ Univar has grown into a global chemical distributor” 68 | be directory

Canada’s leading chemical distributor, and serves industrial chemical and agricultural chemical needs from over 20 facilities coast-to-coast, from British Columbia to Newfoundland.

Unsurpassed service and product lines Univar is the distribution partner that is transforming the way chemicals are bought, sold and managed in the mining industry. We supply a comprehensive selection of core and specialty chemicals for every stage of mine development, from exploration and extraction to reclamation. The breadth of our product line is unsurpassed, including absorbents and adsorbents, acids and acid cleaners, coagulants, collectors, frothers, mining and ore digging aids, surfactants, water treatment and much more. Our extensive distribution network, global reach and unparalleled logistical expertise provide our customers a consistent and reliable source of supply.

Univar Mining

In addition to our vast product offering, we provide important valueadded services for our customers and suppliers, including: • Product availability and inventory management • Product specification and technical expertise • Blending and mixing • Repackaging and labeling • Just-in-time delivery • Waste management Health, safety and the environment As a world leader in chemical distribution, Univar is committed to being a responsible corporate citizen with a global focus on safety, health, the environment, and

sustainability. The highest priority in the conduct of our business is safety and environmental protection.

Univar mandates commitment to this priority, requiring thorough compliance with our own stringent standards and all government regulations. We are committed to constant vigilance and continuous improvement.

Univar Mining 9800 Van Horne Way Richmond BC V6X 1W5 T +1 855 888 8648 www.univar.com

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