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BusinessExcellence Weekly ISSUE No. 78 | www.bus-ex.com

Ciudad Empresarial:

Creating quality of life Chile’s largest business park is committed to providing an excellent quality of life for everyone

gem diamonds:

offshore marine management:

rio tinto kennecott:

HERE’S WHY ONTARIO, CANADA

IS YOUR NEXT

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$2.6B in gold

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$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 Esther McMorris Nine Feet Tall

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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.78

6 6 strategy

Right To The Top: Practical Project Management Advice For The C-Suite

12

As technology continues to improve, collaboration is driving executives together in ways never witnessed before.

12 interview

Infrastructure: a catalyst for progress We talk to Norman Anderson, President and CEO of CG-LA Infrastructure.

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18 Ciudad Empresarial Creating quality of life

Home to hundreds of companies and thousands of residents, Ciudad Empresarial is the largest business park in Chile and one committed to providing an excellent quality of life for everyone.

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contents

28

28 Rio Tinto Kennecott

Creating a community from copper

Rohan McGowan-Jackson, Vice President, Resource Development and Communities, explains how Rio Tinto Kennecott has utilised the vast wealth of the Bingham Canyon Mine to create a thriving, sustainable community.

42 Gem Diamonds

Diamond in the rough

Through the continued success of its LetĹĄeng mine in Lesotho, and the development of the Ghaghoo mine in Botswana, Gem Diamonds remains one of leading global producers of high value and rare diamonds.

52 Offshore Marine Management (OMM) Made to measure solutions

In little more than ten years Offshore Marine Management (OMM) has carved out a reputation for expertise and operational excellence in several industries, one of which being the oil and gas sector.

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52

60 Blue Sky

Sky’s the limit

Blue Sky Satellite Communications is the go-to solutions provider for telecommunications across Africa: we spoke to founder and CEO Pedro Camacho about the company, its markets, and its vision for the future.

BE Directory 70 wagstaff crane

the best hooks in town

The leading crane outfit in the Intermountain West for the last half century.

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Strategy

Right to the top:

Practical Project Management Advice For The C-Suite As technology continues to improve, departmental fragmentation is being reduced: specialism is critical for business success but increased collaboration is driving executives together in ways never witnessed before Words by

Esther McMorris

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Strategy

W

hichever side of the C-Suite you look at, senior management is seeing its isolation ebbing away.

This is a positive development. It creates a more agile business that can maintain its competitive advantage in the face of a quickly shifting marketplace.

The CFO can no longer ignore the CIO. They must work together on transformative projects to ensure return on investment and long-term value. COOs and heads of HR need to unite across change projects, otherwise new processes and procedures fall on deaf ears and impact staff morale.

Broadening skillsets and new challenges have placed senior management in a realm crucial for business advancement; Project Management.

Better Understanding Project management knowledge is now vital for everyone, especially as senior executives hold the budgetary and operational keys to success. They are often the main stakeholders or if not, they know who to influence to drive project success.

Lower management usually limits the C-Suite to final approval on projects (often at C-Level request), but the demand for better results, greater corporate accountability and general financial prudence means a greater number of

senior executives are involving themselves in projects from an earlier stage.

To ensure a smooth process, clear planning should occur from the outset.

Put an achievable strategy in place, outline the key objectives and explain what needs to be done by whom.

This applies to every project, whether bringing a new product to market, a fresh marketing strategy, a transformative HR change or improving IT. Two Way Communication If the roadmap seems overly complicated, it probably is. Never block constructive suggestions. It helps highlight areas of concern, especially for individuals suffering from over-exposure/project familiarity.

Project Managers should bear in mind that C-Level stakeholders might have had less exposure to day-today project management and actually need reverse management.

The C-Level should be open to this.

They need to give project leaders space to work and trust their judgment. Too much involvement can cause dissatisfaction to fester, which harms staff relationships and the project’s long-term success.

Put in place regular dialogue sessions so concerns are raised and communicate this progress throughout the organisation.

Having C-Level vocalisation behind a project can actually give it greater internal

“COOs and heads of HR need to unite across change projects, otherwise new processes and procedures fall on deaf ears and impact staff morale�

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strength and relaying advancements will always keep momentum up between staff.

C-Level stakeholder involvement, if handled in the right manner, is very welcome.

The Right Strategies For those unfamiliar with project management strategies, there are five key stages for guaranteeing success: 1. Project Definition 2. Hatching The Plan 3. Maintaining Control 4. Delivery 5. Long-Term Lessons/Results Define The Project Begin by defining the project’s scope, analyse the available resources and

“Benefits have to be realistic, measureable and classifiable otherwise return on investment will appear unachievable� potential costs, identify possible risks and then build a business case that will guarantee commitment from relevant stakeholders.

Benefits have to be realistic, measureable and classifiable otherwise return on investment will appear unachievable. These are classified in four ways; direct monetary benefits; direct non-monetary benefits (improved KPI performance, better customer support); indirect benefits like reputational enhancement or improved staff morale; and dis-benefits i.e. what will happen if the project does not take place.

Hatch The Plan Next carefully balance development time and the available resources against quality constraints and management involvement. Schedule time within the plan for review periods so feedback can be provided and concerns aired.

Consider creating a critical path, a mapping of the longest route through all dependent activities. This prepares staff and the C-Suite for possible complications and establishes realistic timescales to keep to. The same applies to risks. Calculate their probability and what their potential impacts are. Focus on squashing critical time-sensitive

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Strategy

concerns while monitoring those that are less disruptive, but still possible.

Maintaining Control This is a key area for the C-Suite. Project managers should re-communicate the project’s roadmap to everyone involved and then share progress at significant points.

Stagger feedback so individuals never feel overloaded. When communicating progress, ensure people actually take it onboard. Updating stakeholders is not the same as them actually understanding the information. Ensure people know what is being communicated, rather than just speaking at them.

Finally implement a clear change process. This ensures input is actually absorbed and actioned to those in charge.

It also means those giving feedback feel like their advice is having a positive impact on the project.

Delivering The Results There are five different launch options, each with their own benefits and business alignments – standard pilot, phased rollout, parallel running, hot changeover or a ‘big bang’ launch – and outline which is relevant for the business and project during the planning stage.

Never rush it. Finish any pre-launch testing (general testing should occur throughout the project to make sure the majority of issues have been dealt

“Finish any pre-launch testing and conduct business simulation before pressing the green light” with) and conduct business simulation before pressing the green light.

Sustainability If effectively planned and managed, the project will achieve success, but even post-launch there are areas to address to guarantee the success of future projects.

Clearly highlight what went well and what could have been better.

Reflect on failure objectively and without assigning personal blame. This is important for staff morale and for ongoing management relationships.

Conversely, celebrate success but always strive for better performance.

Offer training for problem areas and discuss long-term project objectives to prevent them from being forgotten.

If these steps are followed, a business will experience greater resource and budgetary control during implementation, faster development, higher quality, which means stronger customer relations once delivered, and an overall reduction in costs.

About the author Esther McMorris is founder and director of Nine Feet Tall, experts in business transformation and leaders in delivering positive change. If you need more advice, why not read The Little Book of Project Management from Nine Feet Tall www.ninefeettall.com/insight/little-book-project-management

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Interview

Infrastructure: a catalyst for progress We talk to Norman Anderson, President and CEO of CG-LA Infrastructure, in the run-up to the 7th Global Infrastructure Leadership Forum, about what makes for a sustainable strategic infrastructure project Words by

John O’Hanlon

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H

ello, this is Norm.”

Sometimes it is an advantage to catch a busy man at full flight. Norman Anderson is President and CEO of CG-LA Infrastructure and I finally caught up with him in the transit lounge of Tunis Airport – he claims not to be affected by jet-lag but the last seven days or so had seen him in Manila, Tokyo, Rome, London and Dubai. But he is not a man who needs to think too hard about the message he lives – and travels – to proclaim.

CG/LA Infrastructure Inc is an almost 30 year old firm dedicated to building global competitiveness and opportunity through infrastructure project creation. It does this for businesses, private investors and public policy professionals in the USA, South America and the growing markets of Africa, Asia, Europe and the Middle East. Hence Norman’s intense itinerary!

Anderson focuses on infrastructure project creation, aimed at increasing the level of infrastructure investment, and the performance of existing infrastructure stocks, in developed and developing countries alike. “The real focus” he explains, “is dramatically improving the level of investment in infrastructure and the quality of that investment. Our goal is to help grow economies, create jobs and help countries become increasingly competitive.”

The problem that has to be solved is that global investment in infrastructure is around half of what it needs to be, he says.

“We try to address that issue by focusing on projects. Our mission is to support the doubling of global infrastructure investment by 2020 and derive the maximum benefit from that investment.”

He describes his organisation’s business model as ‘reverse engineered’, discarding traditional thinking, in which funds

“Our goal is to help grow economies, create jobs and help countries become increasingly competitive” 14 |

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are generated and projects conceived at government level and designed in back rooms. The real life participants and paymasters of the project namely the people whose life it affects, may be consulted late in the process if at all. That is what needs to be reverse engineered.

The people who fund the projects need to be brought into the process, early and enthusiastically.

One of the most effective ways CG-LA has addressed this problem is through its Global Infrastructure Leadership forums. This year’s, in New York from February 26 to 28, is the seventh, and it is rooted in real business experience and a fundamental commitment to creating a market place that catalyses opportunities in infrastructure. “When we talk about the Strategic Infrastructure Leadership Forum,” he explains, “there are a couple of key words we fill with a different meaning than other people might. One of them is strategic infrastructure. The idea is that you have an asset that you invest in now and it is supposed to be optimum, or useful for 30 to 40 years. It is strategic in the sense that it is critical for the country’s development. Strategic infrastructure is critical investment for a country: there is no more important investment apart from your education investment.” The concept of infrastructure as ‘public works’ projects no longer has any relevance, he believes, since the rapid pace of globalisation means that you have to think in 20-30 year terms.

The Forum focuses on real projects moving forward in the next 3 to 18 months, and it draws together project developers, C-Level executives, public

“We think the people who actually develop and build these projects are magicians, and they deserve a lot more recognition than they get” officials and other infrastructure leaders.

With public and private meetings and over 40 project presentations by sponsors from all over the world it presents a unique opportunity for business development, project financing and benchmarking. The Project of the Year awards are a particular draw for project leaders.

The Project of the Year awards recognise performance in five categories – strategy; job creation; green infrastructure, finance; and engineering.

Last year observant readers will recall our feature on the Hyderabad Metro when we recorded its managers’ delight at being named Engineering Project of the Year.

Which brings us neatly to the second concept that Anderson fills with a new meaning – leadership. The forum celebrates leadership for a reason. “The leadership part of this is absolutely critical.

We think the people who actually develop and build these projects are magicians, and they deserve a lot more recognition than they get – that is why we are bringing together the top 100 projects to help them build communities of experts. These are the individuals and teams who can make the project happen – and the next project

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About Norman F. Anderson

Norman F. Anderson is President and CEO of CG-LA Infrastructure. He has overseen the development and execution of CG-LA’s proprietary analytic models, including: The Global, Latin American and now US Annual Infrastructure Capacity Rankings; The “Eight Criteria for Assessing a Country’s Infrastructure Capacity,” and CG-LA’s 5 year and 20 year infrastructure demand models. He leads the CG-LA team that develops infrastructure projects globally; and provides high level strategy assessment for the public and private sectors. Among other positions he is a visiting professor in the Politecnico de Madrid, a regular contributor to AmericaEconomia, and the World Economic Forum’s Global Agenda Council on the Future of Sustainable Construction. He is also an Advisory Board Member of The Center for Transformation and Strategic Initiatives (London/Washington).

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as well, since it is the network of optimised projects that creates sustained growth, competitiveness and opportunity! This is why I am travelling around the globe meeting people and getting them revved up about what they are doing. We see these guys as stars on the global stage but they don’t necessarily see themselves that way, because it is just part of their daily lives.” While great project managers are recognised in the project development community and to some extent among investors, they are too often unknown to the people who use the facilities they create, and that is a matter for regret, he thinks.

That might not be the case if the users were better involved in the development process, and consulted at the pre-design stage. If this does not happen, pushback gets out of control.

Value for money becomes increasingly important as the element of private investment, and with it the element of users paying fees either directly through tolling or indirectly through peripheral commercial development. “Users need to be engaged earlier in the design part of the project. If you don’t do that and take the venom out of the problems early on, then you will be dealing with a PR storm that never stops!” he says. “ I would like to get people to think in a much more sophisticated way about how you include this new fundamental participant, the user who actually pays for this stuff, in your equation when thinking about the project.”

When assessing a project, the headline investment figure tells only the start of the story. The challenge is to draw together

Interview

“There are so many things on the soft side that make infrastructure projects happen. It is never just a technical solution these days” the many strands, not just the technical, using adaptive leadership, a concept we needn’t try to define here but of which Leonard Wong has said: “Adaptive leaders learn to live with unpredictability.

They spend less time fretting about the inability to establish a routine or control the future and focus more on exploiting opportunities.” As Anderson puts it: “There are so many things on the soft side that make infrastructure projects happen. It is never just a technical solution these days.”

Job creation over the life of a project is a key indicator of success, though even here it is not necessarily all about the numbers – even a small project can make a big difference to people’s lives and even to the economy of a country. Then there’s carbon efficiency, an essential ingredient these days, he says, on which attention is intensely focused by the IDB awards: “For example if they are burning diesel fuel to generate electricity in a Central American country and someone comes up with a smart way to get natural gas to them, that is a big deal.”

Other concepts that fire him up include opportunity creation and the ideal of creating ‘liveable cities’ where the space is created for entrepreneurs to thrive, and idea that was right at the heart of the Hyderabad project. And when it comes to working out the lifetime value

of a project, he was incensed by the idea that the internal rate of return (IRR) so conveniently seized upon by economists, could be trotted out so glibly. “You do have to have that but it is about ten percent of what you should be looking at in terms of the value creation of a project!”

The thing that really gets me up on the morning about infrastructure is the full combination of things – the generosity of people building projects, the intellectual complexity of putting all of the pieces together, the fact that it is truly one generation’s gift to the next generation, and the fundamental fact that if we do it right everyone’s lives are better!

There was a lot more to say, but his flight was called and Norman Anderson had to head off to his next destination. But no doubt we will catch up with him again in a week or so in New York, when we will be looking at some of the companies presenting at the Forum and honouring the award winners.

Reader offer The 7th Global Leadership Forum will be held at the Sheraton New York Times Square Hotel on February 26 - 28, 2014. Readers of Business Excellence receive a five percent discount on registration with the code GILF7BE05. Register at: www.cg-la.com/forums/gilf7/register-now

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Creating quality of life

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Ciudad Empresarial Ciudad Empresarial is the largest business park in Chile and one committed to providing an excellent quality of life for everyone

written by: Will Daynes research by: David Brogan & Milton Santander

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Ciudad Empresarial

L

ocated in La Rinconada El Salto, in the province of Huechuraba next to the new Financial District of Santiago, Ciudad Empresarial is the largest business park in Chile. “The concept for the business park came together in 1995,” explains Project Director, Benjamin Labra. “At the heart of this concept was a vision to create a neighbourhood of offices, residential space and retail services, the integration of which would become a milestone moment for Santiago and Chile as a whole.”

It is Ciudad Empresarial’s goal to be recognised as representing the best aspects of the Chilean business community and an urban icon capable of integrating infrastructure, innovation, service and natural beauty, all with the aim of being seen as a fantastic place to work and one that appeals to professional leaders and businesses from all walks of life.

To this end the business park is already well on its way to achieving its targets with more than 330,000 square metres of area built, in which 680 different companies are already taking residence there, meaning approximately 30,000 people today call the business park their working home. “Ciudad Empresarial has grown in such a successful way that it can now be considered to be the principle location for offices in Santiago,” Labra continues. “Across the complex there are currently 70 office buildings and 30 percent of the companies within them are multi-national, including the likes of Walmart, Kimberly-Clark, Xerox, Oracle and CNN Chile to name a few.”

So just what is it that has attracted such elite businesses and organisations to the

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business park? In truth it is a combination of factors and these include the fact that it offers the best price rates within the region and the excellent levels of connectivity it shares Santiago’s other important locations. The business park also take pride in its efficient modern building design, which call for a

maximum of six stories per block, its use of innovative technologies and the fact that the complex’s extensive green areas provide an ideal quality of life in a setting boasting a unique landscape.

“Historically the area around us was under developed with relatively high levels of

“A part of Ciudad Empresarial’s long-term goal for the business park has also been to ensure it possesses the very best levels of connectivity with Santiago” 22 | BE Weekly

Ciudad Empresarial

poverty,” states Corporate Communications and Digital Business Manager, Oscar Lazcano.

“However, since we established operations here the area has witnessed sustained growth in terms of infrastructure and employment opportunities. We began by purchasing 50 hectares of land and in time we transformed not only this land but the face of the entire neighbourhood, turning it into one of the Chile’s most important business centres.”

It is not only businesses that are benefitting from the efforts of Ciudad Empresarial. Today there are more than 1,750 families, roughly 7,000 people, residing in the surrounding area. These families are themselves now

reaping the rewards of the positive changes occurring around them, with almost a quarter of men and women in the community currently working on this project. Other benefits on offer include improvements to the local area such as the creation and distribution of car parking areas, from which Ciudad Empresarial now provides more than 2,000 parking spaces for both residents and visitors to the complex.

A part of Ciudad Empresarial’s long-term goal for the business park has also been to ensure it possess the very best levels of connectivity with Santiago. This approach has seen it become a key participant in two major

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transportation and infrastructure projects.

“The first of these projects is the Vespucio Oriente highway concession,” Lazcano says, “the construction of which completes one of the important ring roads around Santiago. The second project is the Bicentennial Cable Car system, an undertaking deemed a project of public interest by Chile’s transportation ministry.

The system, expected to be completed in 2016,

will connect the business park to Santiago’s central business district in the municipality of Providencia in just eleven minutes, transporting up to 7,000 people per hour.”

Ciudad Empresarial’s mission from day one has been to establish itself as property managers of a business park offering the market the best choice in terms of price and quality, and one capable of meeting

“Ciudad Empresarial is a principle player within Chile and much like the real estate sector in the country we continue to experience exponential growth”

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Ciudad Empresarial

the differing needs of its customers. While customer satisfaction surveys highlight that as much as 85 percent of workers at the park are grateful to be employed there, the company continues to strive forward in making it an even better place for employees and residents.

“In 2013 we augmented three intelligent environment prototypes, the first in partnership with Endesa Group and Chilectra,” Labra highlights. “These prototypes are helping to provide technical solutions to issues such as the saving of electricity, the use of efficient illumination

and the control of camera systems, as well as delivering free Wi-Fi to the people working at the business park. Meanwhile, on the outside, we also spent last year working on a detailed reforestation project in partnership with the Environment Ministry planting some 3,500 different native and exotic species of tree in the surrounding area.”

With so much progress already made by Ciudad Empresarial it can be easy to forget that it has a lot of work left to complete on the business park and its surrounding areas. Indeed, with close to 50 percent of

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This is a caption this is a caption

Ciudad Empresarial

30,000 People employed by businesses based at Ciudad Empresarial

the project now complete it expects to be at work for at least another 20 years before its job here is done.

“The estimated investment for 2014 currently stands at $100 million and includes the building of four new office buildings across around 30,000 square metres of construction area,” Labra says. “Following that we will continue to look at opportunities to add both offices and further retail and commerce space for the delivery of vital services, from supermarkets to health clinics.”

“Ciudad Empresarial is a principle player within Chile and much like the real estate sector in the country we continue to experience exponential growth of our own,” Labra concludes. “This growth is also a result of the fact that more and more leaders of multi-national companies, the likes of DHL and Energizer for example, are starting to recognise and appreciate our concept and business model, and in turn they are quickly finding out that this business park represents the best place to base their operations.”

For more information about Ciudad Empresarial visit: www.ciudadempresarial.cl

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Rio Tinto Kennecott

Creating a community from copper How Rio Tinto Kennecott has utilised the vast wealth of the Bingham Canyon Mine to create a thriving, sustainable community

written by: Will Daynes research by: Jeff Abbott & Robert Hodgson

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Rio Tinto Kennecott

M

easuring two and threequarter miles across and with a depth of approximately threequarters of mile, the Bingham Canyon Mine was for many years the largest man-made excavation on Earth. It is from here, southwest of Salt Lake City, Utah, in the Oquirrh Mountains that Rio Tinto Kennecott sources almost a quarter of the total copper needs of the United States.

It was in 1903 that the then Utah Copper Company was incorporated, tasked with overseeing the development of the mine itself, and it is fair to say that its success in mining the huge, low-grade porphyry copper type ore body revolutionised the copper industry, and set the pattern for the large open-pit porphyry copper mines that today dominate the copper industry worldwide. Expansion of the mine took off rapidly with the region quickly becoming a hub for mining activity.

The Bingham Canyon Mine has been a fixture of Salt Lake Valley for more than 111 years and during that time has produced some 19 million tonnes of copper, more than any other mine. Still among the very largest open-pit operations on the planet, Kennecott continues to look at extending the life of the mine and their capabilities.

“It stands to reason that we are incredibly proud of our history and of being a feature of Salt Lake Valley for well over a century,” states Rohan McGowan-Jackson, Vice President, Resource Development and Communities.

“In that time we have firmly established ourselves as the largest private economic driver in Utah, generating more production, exports, income and employment than any

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• Mining • Mining Infrastructure • Aggregate Processing • Bridge Construction • Blasting (Rock) • Earthwork • Equipment Installation • Excavation (Rock) • Pile Installation • Roadway and Highway Construction • Soil-Cement Construction • Piping (In Ground & mechanical) • Walls (MSE & Noise Abatement) • Structural Concrete Tel: 801-977-8012 | www.amesconstruction.com

AMES CONSTRUCTION Founded in 1962, Ames Construction is a full-service heavy civil and industrial General Contractor. Self-performing a majority of all the work contracted, Ames serves public and private clients throughout North America in core markets including: Energy, Mining, Transportation, Railroads, Water and Wastewater, Residential and Commercial.

Mining is a particularly vital market for Ames Construction. Ames has experience in mine Development, Infrastructure, Leach Pads, Tailings Dams, Contract Mining and Reclamation. Ames has also had an over 30-year relationship with Rio Tinto at the Kennecott Bingham Mine. Ames continues to construct the North Tailings Dam, having done so for the past 14 years.

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Ames understands that it supports Kennecott by providing safe, on-time and on-budget project completion. That’s why Ames has proactive safety programs and team of over 20 safety and health professionals to provide worksites with safety statistics better than the national average. It is also why Ames is focused on listening and working with clients to respond their needs and deliver high-quality projects that stay on schedule.

With proven self-performance in a wide array of projects, and detailed attention to our clients needs, Ames Construction has what it takes to ensure project success. www.amesconstruction.com

Rio Tinto Kennecott

other company. Today we have approximately so through the implementation of self2,500 employees, while the number of imposed environmental targets that assist indirect jobs created by the mine’s operations it in achieving good management of natural has been estimated at some 14,000.” resources and sustainable development.

Given its significance in the region it The concept of sustainable development is appropriate that Rio Tinto Kennecott also extends to the company’s work with holds a steadfast belief in being not only local communities. “Since Rio Tinto acquired Kennecott in 1989,” the steward of the land on McGowan-Jackson continues, which it operates, but also “it has invested several billion being a strong community partner. Where possible the dollars into modernising the company has endeavoured core business and allowing to prevent or minimise any it to achieve the growth it Estimated number of potentially harmful effects has in recent years. While indirect jobs created by the mine that its activities may have this relates specifically to on the environment. It does the internal growth of the

14,000

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“We have firmly established ourselves as the largest private economic driver in Utah�

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Rio Tinto Kennecott

business it has allowed us “Daybreak is nothing short to extend the licence of the of an outstanding positive operation and that in turn story of post-mining land use,” McGowan-Jackson enthuses. results in creating even “What was previously a 4,000 more well paid jobs and acre area of land used to maintaining the flow-on from the taxes we pay.” support mining activity has According to figures since received the necessary Rio Tinto Kennecott’s investment to clean it up and available to the end of total contribution to 2011, Rio Tinto Kennecott’s transform it into a modern surrounding communities total contribution to the master-planned community, as of 2011 communities that exist built upon the principles around the Bingham Canyon conceived by Envision Utah, Mine totalled $1.2 billion. This massive figure a public-private partnership that promotes has helped in all manner of ways, one of the quality, sustainable growth.” best examples of which can be seen in the Virtually the entire Daybreak Community existence of the Daybreak Community. is built around the concept of sustainability,

$1.2

billion

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PRECIOUS RESOURCE DISCOVERED Click here to visit our dedicated homepage for the mining community

www.bus-ex.com/mining

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with all houses carrying a level three energy efficiency certificate and contributing towards a 20-30 percent reduction in emissions, and water being recycled at every possible turn.

“What we have also learnt from the development of the Daybreak Community is the way you can have a material impact on the lives of people just through the way you design infrastructure,” McGowan-Jackson says. “The way you connect people’s homes to where they work has a big impact on the way they commute and this in turn has an impact on the levels of emissions being produced within a community.”

A study conducted by the University of Utah on the Daybreak Elementary School

Rio Tinto Kennecott

reaffirmed McGowan-Jackson’s comments when it highlighted that among the fifth graders attending the school, 88 percent walked or rode bikes to class each day.

Meanwhile studies of similar schools outside of the community brought back figures that showed this figure falling to as low as 17 percent, with the vast majority being

transported by bus or being dropped off by car. When you take these results and multiply them across the entire Daybreak Community you start to get a better picture of the positive social and environmental impact being made.

This commitment to planning and long-term investment has Kennecott well-positioned for the future. “Without doubt we have a fantastic

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Rio Tinto Kennecott

“we have a fantastic foundation to grow and extend the business” foundation to continue to grow and extend the business,” McGowan-Jackson says. “We have fantastic, well maintained and invested physical assets on site, and the mineral asset which we are blessed to be working with here could potentially still possess as much metal as we have taken out in the last 110 years, so there is a great deal to be positive about.”

Even when taking these positives into consideration, McGowan-Jackson is clear about what the company’s strategy must be going forward. “Our task now is to achieve significant productivity improvements throughout our business,” he concludes. “We are already working hard to achieve this by focusing on lean practices, by working on achieving greater integration within our value chain and by motivating our frontline employees to find creative solutions to be more efficient, something that they continue to showcase by coming together and facing down significant challenges before bringing them to resolution.”

For more information about Rio Tinto Kennecott visit: www.kennecott.com

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Diamond in the rough Through the continued success of its Letšeng mine in Lesotho, and the development of the Ghaghoo mine in Botswana, Gem Diamonds remains one of leading global producers of high value and rare diamonds

written by: Will Daynes research by: Jeff Abbott

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Gem Diamonds

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Gem Diamonds

F

ounded by current CEO, Clifford Elphick, in July 2005, Gem Diamonds has made significant strides in the years that followed to become a leading global producer of high value diamonds. The company is the majority owner of the well-known Letšeng mine in Lesotho and is also in the process of developing its 100 percent owned Ghaghoo mine in Botswana.

As of 1 January, 2013, the company recorded total gross resources, including reserves, of 25.8 million carats containing in 409.8 million tonnes, with an average diamond price of US$625 per carats. Reserves meanwhile totalled 3.5 million carats contained in 86.4 million tonnes, with an average diamond price of US$831 per carat.

The Letšeng mine is famous for its production of large, top colour, white diamonds, making it the highest average dollar per carat kimberlite diamond mine on the plant. Operated by De Beers from 1977 until 1982, the mine restarted operations in 2004 before being acquired

by Gem Diamonds in late 2006 at a cost of US$118.5 million. In the five years from 2006 until 2011 annual production under Gem Diamonds would go on to rise from 55,000 carats to 112,367 carats.

Letšeng processes ore from two kimberlite pipes, Main and Satellite, both bearing extremely low grade ore, under two carats per hundred tonnes, as well as from existing stockpiles. The mine can currently process around seven million tonnes of ore a year, producing about 100,000 carats.

Since 2006, the mine has been responsible

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Gem Diamonds for producing four of the atlas copco twenty largest white gem Atlas Copco has a long history in the Southern African quality diamonds ever region and is today a leading player in numerous industries. discovered. These include Our products and services are designed and manufactured the Letšeng Star, a 550 carat to assist our customers in achieving maximum productivity. white diamond recovered Our vision is to become and remain “First in Mind—First from the mine in August in Choice®” with all our customers and we believe that our combination of product excellence and dedicated staff will 2011, which remains among assist in achieving our vision. the top 15 largest white South Africa, Namibia, Zimbabwe, Botswana and diamonds on record. This Mozambique together make up the Southern African region. discovery was preceded by The ‘borderless’ approach to business activities in the that of the 478 carat Light region best suits the needs and requirements of Atlas of Letšeng white diamond in Copco’s customers in the region.

2008, the 603 carat Lesotho www.atlascopco.com Promise white diamond in 2006, and the 493 carat Letšeng Legacy white diamond in 2007.

More recently the company again made the headlines with the discovery of a rare 12.47 carat blue diamond from the Letšeng mine. With blue diamonds being among the most sought after of the coloured diamonds, this particular diamond subsequently went on to sell for $7.5 million, a record-breaking price for the Letšeng mine, at auction in Antwerp.

In January 2012, Gem Diamonds commenced with Project Kholo, the name given to its plan to expand the Letšeng

$7.5 million Record price at auction for a rare 12.47 carat blue diamond found at Letšeng

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Matekane Mining “Yes we can”

We have assembled the best and latest mining machinery from leading manufacturers, to supply blasting and haulage services for mining in southern Africa. Our fleet ranges from face shovels excavators, to off-highway dump trucks, graders, rock breakers, drill rigs, bulldozers, front-end loaders, water trucks and vibrating rollers.

Matekane Mining has taken delivery of machinery including: • 40, 50 and 100 ton excavators • 3, 4, 5, and 12 cubic meter wheel loaders • 25, 30, and 40 ton articulated trucks (ATs) • 55 and 95 ton rigid dump trucks • A wide range of track-type-tractors • Support equipment

MATEKANE

MINING

Matekane Mining has navigated the Maluti Mountains to deliver the best plant for opencast mining at 3 200 m

above sea level, and we will continue to deploy project managers that ensure our continued excellence anywhere in the world. Open pit mines are operated when deposits of minerals are found near the surface or along kimberlite pipes. Matekane Mining, a subsidiary of Matekane group of Companies (MGC) has expanded its mining division to Mozambique in partnership with an experienced Indian company, RST Mining and Logistics. The partnership is doing very well with experiences from both companies.

Tel: +266 22 216 200/52 216 200 | Fax: +266 22 317 733 | Email: info@matekanegroup.co.ls | www.matekanegroup.co.ls

Gem Diamonds mine. With a brief to ramp up the mine to full production by July 2014, Project Kholo consists of a number of work streams, all directed towards increasing the mine’s revenues, including increasing ore throughput, improving diamond liberation, reducing diamond damage and increasing the amount of production available for cutting and polishing.

Heading north out of Lesotho into Botswana we find the Ghaghoo mine with its Gope 25 kimberlite pipe. Located some 45 kilometres within the eastern border of the Central Kalahari Game Reserve, Gem Diamonds is having to operate within the

MATEKANE MINING When MMIC entered the Mining scene in 2004, the equipment was sourced from Barloworld Equipment Lesotho division.

The contract scope was, to supply equipment and staff to the highest diamond mine in the Southern hemisphere. Visiting the largest operation in Lesotho requires a journey through steep winding roads higher than 3 200m above sea level. On arrival, the view is majestic, with sweeping vistas of snow capped peaks in all directions bearing testimony to this remarkable and challenging geological find, first discovered in 1957. With the harmonious relationship MMIC grew with the mine trough difficult growth phase. This contributed to the growth of the Matekane Mining and Investment Company (MMIC) fleet of equipment. Today MMIC operates one of the largest fleets of bulk earth moving

equipment in Lesotho.

The fleet ranges from excavators, to off-highway dump trucks, graders, rock breakers, drill rigs, bulldozers, front-end loaders, water trucks and vibrating rollers. The machines are operating in temperatures ranging from -20 to + 20 degrees Celsius.The teams selected to manage the operations are equipped to perform under these difficult conditions. The operation produces in excess or 20 million to n per year. The coal operation in Mozambique started in April 2012 and is producing 2 million bank cubic meters per month. This will grow to a 10 million bank cubic meters per year operation.

MATEKANE

MINING

E. info@matekanegroup.co.ls www.matekanegroup.co.ls

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highest of environmental standards in order to ensure minimal environmental impact from the mine’s development.

In early 2010, three independent experts conducted an updated resource statement for Ghaghoo on behalf of the company.

An increase in grade from new statistical modelling, and volume through the re-interpretation of drilling results, led to an upgrading in Ghaghoo’s total carat resource to 20.5 million carats, at an increased average US$162 per carat, with a total in situ value of US$3.3 billion. It was also during valuation work that two blue diamonds were also recovered from samples.

Upon consideration of its findings the company presented the Botswana government with an updated study of the mine, including the option for an underground mine. With this proposal agreed, construction of phase one of the Ghaghoo underground mine began in 2011 following Gem Diamonds’ board’s approval of a $US85 million capital budget.

With an estimated production capacity of 720,000 tonnes per annum, the objective of phase one will be to confirm the grade, diamond prices and the recovery processes, including the use of autogenous milling, which is expected to increase diamond liberation.

Construction of the processing plant will be

commissioned early in 2014 and will be ready for the second half of 2014 ore delivery date.

The Gem Diamonds group is committed to the principles and practices of sustainable development, believing that adopting an active and engaged approach to sustainability is key to its ability to meet its responsibilities

“Since 2006, the Letšeng mine has been responsible for producing four of the twenty largest white gem quality diamonds ever discovered” 50 | be weekly

Gem Diamonds

to its stakeholders, shareholders, employees and the communities within which it operates. For both ethical and pragmatic business reasons, the company is committed to the strict maintenance of internationally recognised standards of health and safety, environmental, social, and economic and business management.

Moving forward the company has a very clear and consistent growth strategy based on the successful expansion of the Letšeng mine and the development of the Ghaghoo mine in Botswana. Meanwhile it will continue to seek to maximise revenue and margin from its production of rough diamonds by pursuing

diamond cutting, polishing and sales and marketing initiatives further along the diamond value chain. With favourable supply and demand dynamics expected to benefit the industry over the medium to long term, particularly at the high end of the market which is supplied by Gem Diamonds, this strategy positions the company strongly to generate attractive returns for shareholders well into the future.

For more information about Gem Diamonds visit: www.gemdiamonds.com

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Offshore Marine Management (OMM)

Made to measure solutions In little more than ten years Offshore Marine Management (OMM) has carved out a reputation for expertise and operational excellence in several industries, one of which being the oil and gas sector

written by: Will Daynes research by: Peter Rowlston

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Offshore Marine Management (OMM)

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ince its formation in 2003, “What we endeavour to do is allow the client Offshore Marine Management to be more involved and hands on in such a (OMM) has grown within way that ultimately we are helping them build the renewable energy, subsea their own capabilities. Our own strategy in telecoms and oil and gas sectors, recent years has involved developing further expanding from providing personnel for into operations and maintenance, and it is offshore projects to taking on turnkey cable with the type of contract that we have secured installation contracts. Indeed, OMM’s ability in the Middle East that we open ourselves up to adapt to ever changing market conditions to this area of the market and the contract has allowed it to flourish even in times of secured in the Middle East by CAOMM is an economic uncertainty. indication that our investment and strategy “Since we last spoke several years ago, we is valued and required by the clients.” have evolved further as a company to the OMM’s recent experience has led point where we went through Bruckschen to highlight that a full restructuring of the the Middle East is indeed a buoyant market, especially business at the beginning when it comes to power cables of 2013,” explains Chief and the services required to Operating Officer, Eckhard Bruckschen. “Since then we connect these from offshore The year OMM was picked up a number of key platforms to shore. This is not established contracts, one of particular strictly limited to this part of note being a maintenance the world however. contract in the Middle East secured by our “We have also witnessed a similar trend joint venture company CAOMM.” gaining momentum in Mexico, where the Within this three year maintenance contract government has recently opened up deep water CAOMM is responsible for maintaining the zones to international investment,” Bruckschen submarine power cables running between a says. “Currently there is one project underway network of platforms. Understandably there off the Mexican coast that involves the use of were a large number of players vying for this interconnected power cables.” contract, however the perfect choice was Latin America has been the source of other CAOMM. This is one of the largest submarine recent successes for the company, one of the power cable maintenance agreements more recent being the awarding of a multiin the world to date. million dollar Engineering Procure Install “One thing we have always taken great and Commission (EPIC) project, in this pride in is the fact that we are different from instance by Chilean electrical company Grupo those contractors who appear on site to provide Saesa. This particular contract is unique to a specific service and then disappear as soon Chile in that it will see OMM and its partner as the work is done,” Bruckschen continues. companies installing a submarine cable, the

2003

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Shallow Water Trenching Specialists Services • Sub Sea Product Trenching • Shore End Product Installation • Product Protection Installation • Project Planning Consultation Product Types • Fibre Optic Cable • Power Cable • Pipelines For further info & contact details visit: www.seatrench.com

Show the world what your company has to offer with our tailored packages

Seen www.bus-ex.com

Offshore Marine Management (OMM) first of its kind in the country, which will join the island Seatrench AS specialise in the subsea burial of cable of Huar in the Los Lagos and pipeline products. Seatrench AS developed systems region to Chile’s Central have proven their effectiveness and efficiency in the most Interconnected System. challenging of worksites. Seatrench AS supply a reliable, “Being an EPIC contract efficient, cost effective and safe solution for product this project will see us protection in shallow water. Seatrench AS offer a worldwide service to the telecommunications, renewables and providing a full assortment of oil and gas industries. management and engineering www.seatrench.com services including cable route design, marine surveys, installation and the provision of marine resources,” Bruckschen states. “This is very much a ground-breaking project and again represents the type of work that we hope to concentrate more on in the future.”

Once again, the awarding of this contract saw OMM and its partner companies overcome a highly competitive international tender process, where the group was up against a considerable number of other organisations.

The process itself demanded that prospective companies adhere to strict regulations and provide detailed case studies and examples of management procedures. OMM’s partnership with local companies is important to OMM, and contributed to its ability to deliver this important project to its client.

The completion of the project is expected to generate massive benefits to the 520 families

Seatrench AS

“What we endeavour to do is allow the client to be more involved and hands on in such a way that ultimately we are helping them build their own capabilities” BE Weekly | 57

“We will continue to spread ourselves across various disciplines and geographic regions, all the while remaining on top of market fluctuations” living on the island including huge savings on the cost of electricity, which will encourage further local investment. Additionally the island can expect to see considerable environmental benefits as the new supply will reduce its use of fossil fuels.

With Latin America proving itself to be a

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hotbed of activity and increasing exploration making the Middle East an epicentre for oil and gas development OMM has every right to feel confident about its own growth opportunities, and that is before taking into account other possibilities the market has to offer.

“In Europe we are witnessing oil and gas

Offshore Marine Management (OMM)

growth mainly coming from activity within Russia’s Barents Sea, and we believe that has the potential to create more work in the region,” Bruckschen says. “Elsewhere, all along the Norwegian coast to be exact, there are a number of existing platforms that will eventually be connected, meaning there will be a big demand for submarine cables once that work is commissioned. Decommissioning activities will continue to grow at a steady pace, while any further growth across key regions will of course be determined by future exploration.”

While being optimistic about the future, Bruckschen remains aware of OMM’s need to remain on a steady course that will allow

it to avoid the pitfalls of growing too rapidly that it stretches beyond its means. “Of course we remain open to investment in the future, however it needs to be the right match for us,” he concludes. “In the meantime we will continue to spread ourselves across various disciplines and geographic regions, all the while remaining on top of market fluctuations, focusing on our established client base and working diligently to attract new business.”

For more information about Offshore Marine Management (OMM) visit: www.offshoremm.com

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Blue Sky

Sky’s the limit

Blue Sky Satellite Communications is the goto solutions provider for telecommunications across Africa: we spoke to founder and CEO Pedro Camacho about the company, its markets, and its vision for the future

written by: John O’Hanlon research by: David Brogan

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Founder and CEO Pedro Camacho

Blue Sky

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edro Camacho is an entrepreneur throughout Africa and the Middle East. with real vision. 16 years ago when At the time of start-up there were only he founded Blue Sky Satellite one or two service providers in the market Communications, the industry but the service they provided was not really was distinctly niche in character, adequate. “There was a gap – I saw it and took though even then it was becoming obvious that it, and differentiated my service by giving it was going to be a key to growth in Africa. more attention to detail,” says Camacho. “We With very little in the way of fixed telecoms service many vertical and horizontal markets. infrastructure on the continent, and that but The vertical markets include mining, Oil & poorly maintained and unreliable, cellphones Gas customers, defence, security, NGOs, quickly became the enabling technology, and government security, media and other Africa started to lead the innovative ways it is corporates.” Horizontal markets are primarily used today, famously making mobile finance defined as business, disaster management, mainstream. That worked well in populated humanitarian activities, government at areas but as a pan-African national and local level and solution it had and still has the broad NGO sector. its limitations.

It’s a difficult market to To connect the most remote define, and equally difficult areas Camacho realised that to plan for, he points out. the future lay with satellites.

Many of the above markets Of Blue Sky’s revenue He founded Blue Sky in 1997 are seasonal or depend on is from mining and O&G as a one stop shop for all the annual budgets. Mining exploration customers f luctuates with global corporate and institutional commodities pricing, while satellite needs, based on excellence of service delivery and customised disaster management depends on nature solutions for every client, large or small.

“In the satellite business you always have The company has today built up a track to be ready for the unexpected. But though record of service in most African jurisdictions you can’t predict, you can develop your with products ranging from satellite phones services to be on hand and available at the to global internet access, with both mobile right time at the right price. ‘Be prepared’ is and fixed services such as 3G access, fibre my watchword!” Though Blue Sky’s market connectivity, and corporate Wi-Fi. Blue Sky is mainly sub-Saharan, there is increasing Satellite Communications is an approved activity to the north. The resources boom service provider of Iridium, Inmarsat, across West Africa is attracting a lot of new Thuraya, VSAT, GSM, 3G Signal Amplifiers players; platinum in Zimbabwe, copper and and many other brands of satellite equipment gold in DRC, major dams an infrastructure in and other telecommunication products. the Great Lakes region; road building in Chad; It holds operating licences in territories the regeneration of Libya; oil discoveries in

25%

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Blue Sky Uganda and South Sudan; offshore gas in Tanzania and Mozambique and the hoped for recovery of the Egyptian economy – all of these are catalysing new projects whose primary need is for reliable communications and Blue Sky can take that headache away quickly and economically, he asserts.

25 percent of Blue Sky’s revenue comes from mining and oil and gas exploration customers. When entering unexplored regions in Africa, satellite communications are the first forms of communication on site. A new mining operation may start out with a very small geology team to assess the potential of

SATELLITE BROADBAND SOLUTIONS FOR AFRICA Around the world, nowhere is the immediate need for broadband more crucial than in Africa, and in particular, Central Africa, where terrestrial networks are least capable of achieving sufficient connectivity. Africa cannot afford to wait; people need to be connected wherever they are, now. Eutelsat, one of the world’s leading satellite operators, has introduced IP Easy, a simple and affordable two-way broadband access solution for SOHOs and SMEs. IP Easy helps companies and consumers in Africa to hook up with the rest of the world. Fully independent from terrestrial connections, this new platform is routed via Ku-band capacity on the EUTELSAT 16A satellite at 16° East for customers from Senegal to Madagascar. The service is now available in Southern Africa, via the EUTELSAT 10A satellite at 10° East.

Bluesky/Gigasat is our first partner to begin deployment in this region. With a one meter dish and a PC-connected modem, SME/SOHOs and

residential customers can immediately connect to the internet irrespective of location. Quality of service is guaranteed and provides identical support for business-critical applications requiring a highly reliable infrastructure, to deliver a transparent and high speed broadband connection. The cost of the end-user terminal is below today’s most competitive satellite systems available on the market. Additionally, the installation of the antenna is so simple that it can be performed without the need for specialised installers, and the terminal requires no configuration at all, further reducing the initial investment for each new site.

For maximum bandwidth efficiency, the terminal incorporates numerous advanced features such as DVB-S2 modulation and coding, rain fade countermeasures, end-to-end Quality of Service (QoS) mechanisms and state-of-the-art acceleration and compression technologies. www.eutelsat.com

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a newly acquired licence. All they would need at that stage is a satellite phone, which they can rent. From there the needs escalate when they are followed by surveyors, a small drill rig onsite for a couple of weeks, then a camp will be set up for which a small onsite Inmarsat transceiver might be the best solution, allowing communication between the team and back to base at speeds up to 560 Kbps.

Later, when the project goes into construction and production phase it will probably need a full blown C-band system with its own dedicated bandwidth. At this point a multiple VSAT connectivity installation is provided, with separate networks for management and construction, staff entertainment and

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Blue Sky

family communication, and mine operations.

Blue Sky can provide every stage of this progression. This way the mines can send daily updates on production and geological surveys, consumables and sourcing reports to their head offices, giving them constant real time access to their field operations.

As with cell communications, satellite

costs have dropped dramatically over the last decade. “Hardware costs are typically a fifth of what they were when we started, and today C-band capacity is as cheap as fibre capacity, and of course it is far quicker to set up, which is really important to most of our customers.”

By 2020, he adds, the continent will be so well covered by satellite that there will be

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“Hardware costs are typically a fifth of what they were when we started, and today C-band capacity is as cheap as fibre” no reason for any business or individual not to have internet access or to be online with a smartphone or some other kind of device.

When you consider that Blue Sky’s satellite service costs around €39 a month for one GB capacity with download speeds of 4 Mbps and an upload speed of 1 Mbps the cost of a truly reliable satellite connection is comparable with European prices. At the beginning of 2013 Blue Sky was the first company to

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offer satellite internet services on a prepaid bandwidth basis to mining companies across Africa. Prepaid bandwidth will help budget conscious new mining companies to monitor costs. With no fixed monthly costs, they can now monitor their bottom line and ensure that exploration starts within budget.

Pedro Camacho loves competition, as he observes European providers turn their attention from their static home market and

Blue Sky

waking up to the massive potential of Africa.

“It just goes to confirm that there is a lot of business out there, and these new entrants keep us focused on wanting to achieve more, do more and do things better.” Naturally, having taken pains and spent money to build up a unique portfolio of licences across the continent, developing unequalled local knowledge along the way, he is a bit cynical about what he sees as European opportunists coming in hoping to cream off the business. He describes this attitude as European recolonisation.

But any organisation looking to set up operations in Africa would be best advised to come to Blue Sky, an African company that has grown with its market and is constantly planning for the next technological leap

forward. “We are planning six years ahead,” he says. With many new satellites being launched annually, the second decade of this century and a new generation of multibeam mobile satellites being launched in the L-band and 2 GHz band promises to greatly improve the quality and throughput capability of mobile satellite services. The only certainty is that what is already an essential service for remote operators will replace earth-based networks.

“We look forward to rounding off our own second decade!” enthuses Camacho.

For more information about Blue Sky visit: www.blueskysat.com

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the best hooks in town This year, Wagstaff Crane celebrates its 51st anniversary.

It is our mission to uphold the values and principles that have made Wagstaff Crane the leading crane outfit in the Intermountain West for the last half century

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e strive for quality service, state-ofthe art equipment and an honest handshake.

Wagstaff is unique in our ability to grow and expand, without losing our “old school” business relations. We are widely known for being honest with clients, true to our word, and keen to developing lasting relationships.

With our extensive fleet including two GMK 7550 550-ton cranes, we

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supply a broad spectrum of lift coverage.

The highlight of this year is the new addition of a 350-ton long boom which allows us to cater to a wider range of lift needs. Keeping our fleet at the cutting edge of industry technology enables us to accomplish work for our customers safely and efficiently. We also, maintain the highest standards for operator qualification and experience.

Our group of operators are unrivaled in experience, safety, and years of service with the same company.

Our commitment to utilize the best cranes and people in the industry sets us apart as a leader in the crane and rigging business.

To make a project run as smooth as possible our engineers and lift planners can analyze and simulate complicated lifts before our crane reaches the job site. Our planners and engineers work

WAGSTAFF CRANE

in-house and also have operating experience, this experience coupled with engineering education results in practical designs that ensure the safest and most economical solution for our customers.

Our philosophy is think safe, work safe. We boast an industry-leading safety program, and over the past 50 years we have provided safe lifting and rigging services to every industry: Mining, Refining, Manufacturing, Aerospace, Commercial, and Residential. We service our customers with the same attitude. No job is too

big or too small, whether you’ve had an account with us for 50 years, or you call us for the first time, your will receive the same excellent service!

Please contact us to learn more about the exciting innovations at Wagstaff Crane

WAGSTAFF CRANE T 801-277-3820 F 801-277-8475 E office@wagstaffcrane.com www.wagstaffcrane.com

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WHERE THE WORLD’S MINERAL INDUSTRY MEETS

ONLY GOING TO ONE MINING INVESTMENT SHOW THIS YEAR? MAKE IT PDAC. March 2 – 5, 2014 International Convention, Trade Show & Investors Exchange Metro Toronto Convention Centre Toronto, Canada convention.pdac.ca/pdac/conv/

Prospectors & Developers Association of Canada