BE.Weekly

ACHIEVING

BUSINESS

EXCELLENCE

ONLINE

BusinessExcellence Weekly ISSUE No. 79 | www.bus-ex.com

American General Supplies (AGS):

Keeping you flying One of the most respected spare parts suppliers to the commercial aviation industry

Petroleum Corporation of Jamaica (PCJ):

aveng trident steel:

spur steak ranches:

HERE’S WHY ONTARIO, CANADA

IS YOUR NEXT

BIG IDEA Opportunities for mineral exploration in Ontario abound. Powered by global leaders in innovation and safety standards, our mining practices are among the safest and most sustainable in the world.

With business costs lower here than in most G7 countries, Ontario suppliers are more competitive – so you can depend on quality goods and services, delivered on time, on spec and on budget. Innovation is at our core. Make Ontario your next big idea.

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 George F. Brown, Jr. Consultant & Author

HINT: For the best experience, click the fullscreen icon

Subscriptions & Enquires info@bus-ex.com

Jacquard House, Queen Street, Norwich, NR2 4SX. England

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.

BE Weekly

|3

issue No.79

6 strategy

Signs of a Good Solution If a solutions strategy can enable a firm to stand out from its competitors the payoff can be considerable.

6

12 event preview

Where the world of infrastructure meets

A preview of the 7th Global Infrastructure Leadership Forum in New York.

12

18

18 American General Supplies ( AGS) Keeping you flying

By always striving to meet its customers’ needs American General Supplies (AGS) has become one of the most respected spare parts suppliers to the commercial aviation industry.

4 | BE Weekly

contents

26 Aveng Trident Steel The backbone of industry

Africa Aveng Trident Steel, now a part of Aveng Steel, is established as South Africa’s go-to partner for steel products and services of all kinds.

42 Kansai Plascon

Green is not just a colour

A long term player and already the market leader in South Africa it faces a bright future in alliance with its Japanese parent company.

26

50 Spur Steak Ranches Serving up an experience

Spur’s commitment to delivering customer satisfaction and its efforts to improve the lives of local communities befit a brand that has become a South African institution.

64 Petroleum Corporation of Jamaica ( PCJ) Securing Jamaica’s future

50

Through its efforts to diversify Jamaica’s energy portfolio, the Petroleum Corporation of Jamaica (PCJ) is helping to secure the long-term sustainable development of the Caribbean island.

64

BE Weekly

|5

6 |

BE Weekly

Strategy

Signs of a Good Solution If a solutions strategy can enable a firm to stand out from its competitors the payoff can be considerable Words by

George F. Brown, Jr.

BE Weekly

| 7

W

e’ve all been in settings over the years, from locker rooms to auto plants in China, in which motivational signs were prominently displayed to ensure that key lessons were not forgotten. Even while watching Pawn Stars on television recently, an episode showed signs featuring the Old Man’s aphorisms like “Do something for God and country and get back to work.” For firms looking to elevate their position with customers through a solutions offer, a useful sign in the conference room might be drawn from an observation once made by Malcolm Forbes: “It’s so much easier to suggest solutions when you don’t know too much about the problem.”

The importance of understanding the problem could not have been more clearly emphasized by customers describing successful – and unsuccessful – attempts on the part of their suppliers to create value through a solutions offer. Comments made during interviews on this topic ranged from the good (“Sometimes I think they understand our company and our problems better than we do ourselves”) to the bad (“Maybe some engineer thought this was a good idea, but they could have saved a lot of money had they asked us first”) to the ugly (“After I listened to that presentation, I decided it was time to look for a new supplier”).

This message is of considerable importance, since in recent years, “solutions” have become a core element of the strategy through which firms create value and differentiate themselves from competitors. Many firms, finding little headroom for growth with their current business model, look to move into a larger available market space by expanding their offering to include more products (typically adjacent ones) and services (typically complementing and/ or connecting those products).

In addition, it is frequently the case that the migration to a solutions offering allows a supplier to escape from the process of commoditization – a situation that many manufacturers have faced as global competitors become increasingly able to deliver similar-quality products at lower and lower prices. Complementary services may be the element of many projects that can’t suffer the same fate, and a solutions strategy that brings higher value to the customer can protect the legacy product base and allow expansion in adjacent service businesses.

The first element of a sound solutions strategy is the need to understand your customer and its business environment, perhaps even better than they understand it themselves, as the first comment above suggested. After all, if the value creation opportunity associated with the solutions

“Many firms, finding little headroom for growth with their current business model, look to move into a larger available market space by expanding their offering to include more products and services” 8 |

BE Weekly

Strategy

“The most significant solutions success stories are ones that involved a supplier seeing a new and different way of doing things” offer was obvious, the customer would have either implemented it themselves or put out an RFP to attract a supplier capable of doing so. The most significant solutions success stories are ones that involved a supplier seeing a new and different way of doing things. But if a solutions concept demonstrates that you don’t understand the problem in the way that it is seen by the customer, it is going to fall flat on its face.

One supplier in the telecommunications industry had a very strong position with its equipment products, and looked to expand into life-cycle services associated with maintenance and repair, an offering that had historically been provided by independent contractors without any real connection to this equipment manufacturer.

This firm recognized that it would take innovative thinking to win in the services business, requiring an approach that in some way was “better and faster” without too much of a compromise in terms of the cost of those services. It revisited its product strategy, and identified ways in which it could incorporate monitoring capabilities into the equipment that would both signal exactly what maintenance was needed and also shift some instances of corrective maintenance to a less-disruptive and less-costly preventive mode. This solutions offer thus integrated product and service elements in a meaningful way, one that yielded value for customers along “better and faster” dimensions that were

important to its customers. And, in the end, this innovative solution allowed this supplier to make a case that their approach was in fact cheaper from an all-in life-cycle cost perspective.

This firm’s familiarity with their customers and their operating environment enabled them to spot the elements of a solutions offer that would resonate.

They understood service challenges, particularly those that existed in remote areas where second visits were very costly, and they understood the enormous cost of downtime caused by product failures or delayed repairs. Their solutions offer enabled them to succeed in the service business because it addressed two real problems faced by their customers.

An executive from a packaging industry firm returned from a customer visit reflecting on the fact that the customer operated two entirely separate packaging processes in the factory that he had visited. One process involved the primary packaging that was associated with the eventual use of the product. The second process involved the packaging associated with merchandising and shelf display. He returned from that visit with the vision of a solution that might yield significant cost savings for this customer if the two processes could be combined into one. His firm’s design team subsequently developed packaging that allowed the merchandising challenges could be met

BE Weekly

| 9

by an evolved version of the primary packaging, thereby eliminating the need for secondary packaging entirely. In a subsequent interview with an executive in the customer organization, I heard the following comment: “Sometimes you don’t look at your own operations and see the potential for change. We had always done it the way we were doing it, and it took [the visit from the supplier’s executive] to see that there was an alternative.”

Both of these success stories involved a supplier that brought a solution to a problem (or opportunity) that customers didn’t know that they had – but recognized when it was brought to their attention.

The litmus test of whether a solutions concept will be recognized and accepted is whether it creates previously undetected opportunities for value creation for your customer. If it does, it has the potential for acceptance. And it takes a serious investment in the customer relationship to build the knowledge base from which a supplier can identify unspotted opportunities for value creation.

Such insights don’t just happen. They are typically the product of a carefully planned set of interactions between a supplier and its customers, involving ongoing investments in these relationships.

“We had always done it the way we were doing it, and it took the visit from the supplier’s executive to see that there was an alternative” 10 |

BE Weekly

Efforts are made to ensure that discussions are future-focused, oriented to ensure that the supplier learns what is keeping the customer’s executive awake at night.

Attention is given to changes taking place in the customer’s business environment, along dimensions that range from regulation to technology to competition.

Such interactions aren’t limited to the account team working with the customer.

Rather, they involve functional experts in the many specialties relevant to the relationship. Suppliers that are successful in knowing their customers better than they know themselves are proactive, often reaching out to customers with an idea or an insight gained in another part of their business. Being future-focused, emphasizing what is new, involving numerous people and business functions in the relationship, and being proactive are signs of a firm that has the potential to successfully spot solutions opportunities.

There was a second message about solutions that also deserves a sign in the conference room, perhaps drawn from the observation by Woodrow Wilson that “If you want to make enemies, try to change something.” In reflecting on solutions concepts that their suppliers had brought to them, many executives made remarks such as “It was a good idea, but not a good idea for my company” and “We have too much on our plate to buy into another major change, even if the idea has merit on its own”.

Most businesses in recent years have become acutely aware of the challenges of making changes to their business model or to their operations. Change itself is costly, and demanding upon a firm’s

Strategy

leadership and resources. One executive with whom I’ve worked recently decreed a “one change at a time” philosophy, requiring that other good ideas be put on the shelf if they were going to compete for attention with a change already approved and underway. Whether one change is the right limit probably depends on the organization, but almost everyone would agree that too many changes going on at once is a prescription for failure.

This second message defines another dimension along which understanding customers and their business environment is critical. Some solutions are going to fit in naturally, without disruption. The telecommunications firm that implemented a services solution did not impose much in the way of change on its customers. From the customers’ perspective, it was close to business as usual, with the benefits of streamlined service and fewer disruptions.

On the other hand, the customer of the packaging firm described above viewed the change as a major one, and in fact delayed implementation while it went through a process of validating that the supplier had the right competencies to work with them on merchandising and display.

While the challenge of understanding

“While the challenge of understanding customers better than they understand themselves is a major one, there are very good reasons for considering solutions strategies” customers better than they understand themselves is a major one, there are very good reasons for considering solutions strategies. If a solutions strategy can move a firm from a narrow product or service niche to a position of relevance for much or all of the overall customer spend, that can lead to significant growth in both the size of the available market and margins.

And if a solutions strategy can enable a firm to stand out from its competitors in terms of the value that is delivered, the payoff not only involves current sales and profits, but also long-term relationships.

Remembering the signs that customers use to point the way to a successful solutions strategy can become the route to solutions success stories.

About the author George F. Brown, Jr. consults with industrial firms on growth strategy through his firm B-to-B Advisors, Inc. He is the coauthor of CoDestiny: Overcome Your Growth Challenges by Helping Your Customers Overcome Theirs and the cofounder of and a Senior Advisor to Blue Canyon Partners, Inc., which he served as CEO for fifteen years. George has published frequently on topics relating to strategy in business markets, including articles in Industry Week, Industrial Distribution, Chief Executive, Business Excellence, Employment Relations Today, iP Frontline, Industrial Engineer, Industry Today, and many others. gfb@BtoBAdvisors.com

BE Weekly

| 11

EVENTS

Where the world of in

12 | BE Weekly

Special preview

nfrastructure meets 7th Global Infrastructure Leadership Forum 26-28 february 2013 Sheraton New York Times Square Hotel The Strategic 100 and the Clusters that Matter - Compete Globally; Build Locally CG/LA’s annual Global Infrastructure Leadership Forum gives you one place - one airline ticket, one hotel, one trip - to meet key project developers and global infrastructure decision-makers. The Leadership Forum has a unique mix of in-depth workshops, rapid project presentations, pre-scheduled one-on-ones and informal sessions all revolving around tomorrow’s global infrastructure marketplace.

The 7th Global Infrastructure Leadership Forum will take place in New York City, February 26 - 28, 2014. The Forum - a strategic projects marketplace - focuses on the 2014 Strategic Top 100 Global Infrastructure Projects. The Leadership Forum structure is a unique, dynamic and interactive platform for 500+ executives from the public and private sectors to participate in a series of rapid project presentations, private meetings & deal sessions, leading keynotes, deep-dive workshops and networking events.

BE Weekly | 13

EVENTS Who attends?

400+ industry leaders and project sponsors representing over $250 billion in investment opportunities from 40 countries, including: • Alexander Bazhenov Chief Executive Officer, FCPF • Jin-Yong Cai IFC Executive Vice President & CEO, International Finance Corporation (IFC) of the World Bank Group • Jane Chmielinski Chief Operating Officer & President, Americas, AECOM • Ricardo Coutinho Governor of Paraiba, Brazil • The Honorable Jose Cuisia, Jr Ambassador, Embassy of The Philippines • Mark Freedman Senior Partner & Managing Director, The Boston Consulting Group • Andres Gluski Chief Executive Officer, AES Corporation • Suzette Goldstein Director of Planning, Global, HoK • Keiko Honda Executive Vice President, Multilateral Investment Guarantee Agency (MIGA) of the World Bank Group • Dr. Michael Horodniceanu President, MTACC

14 | BE Weekly

• Elguja Khokrishvili Executive Director, Municipal Development Fund of Georgia • Joaquim Levy Chief Executive Officer, Banco Bradesco Asset Management • Rene Limcaoco Undersecretary of the Department of Transportation & Communications, Republic of The Philippines • Michal Lubieniecki Chief Investment Officer, Polish Investments for Development (PIR) • Yasuo Ota Executive Officer, Americas for Japan Bank for International Cooperation (JBIC) • Madame Maïmouna Ndoye Seck Minister of Energy, Senegal • Wu Qiong Managing Director & Chief Researcher, China’s Central Planning Agency (NRDC) • Peter Spalda Director General of the PPP Section Ministry of Transport, Construction and Regional Development of Slovak Republic.

Special preview

What sets us apart: • Business Development: We focus on real projects moving forward in the next 3 to 18 months. While many events showcase keynotes and workshops alone - the Leadership Forum infuses these elements with real and immediate business opportunities.

• P roject Focused: With 40+ project

presentations and our private meeting system, we seat you one-on-one with project developers, C-Level executives, public officials and other infrastructure leaders.

• Multi-Sector: Which means richer perspectives and more business opportunities.

• Better Value: Average industry registration

“Our goal is to help grow economies, create jobs and help countries become increasingly competitive” Norman Anderson, President and CEO of CG-LA Infrastructure

BE Weekly | 15

EVENTS Nominees for project of the year awards The awards are given in five categories: strategic, finance, engineering, job creation, and green/new infrastructure. These projects offer business opportunities in the next three to twelve months and are confirmed to present at the 7th Global Infrastructure Leadership Forum. Winning Projects to be announced during the ceremony on February 27th.

“CG/LA’s Project of the Year awards identify the exemplary infrastructure projects that set new standards for the industry. Aconex is proud to partner with organizations like these, helping them to manage risk and improve quality, as they deliver complex projects successfully,” said Leigh Jasper, Chief Executive Officer at Aconex, sponsor of the 2014 Global Project of the Year awards.

The nominees are as follows: Strategic Project of the Year: • Crossrail 2, United Kingdom • North-South Corridor, Africa • La Guardia Airport Terminal Expansion, United States • Bogotá Metro, Colombia • Bulacan Bulk Water, Republic of The Philippines Job Creation Project of the Year: • North-South Corridor, Africa • Fourth Generation Concessions, Colombia • Sabah Al Ahmad Global Gateway Logistics City, Republic of The Philippines

16 | BE Weekly

• State Highway Program, Russia • Alto Maipo, Chile Green/New Infrastructure Project of the Year: • Lima Metro Line 3, Peru • Gujarat International Finance – Tec City, India • Bandar Seri Begawan Master Development Plan, Brunei • Development Bank of Latin America (CAF) Transmission Projects, Latin America • Sabah Al Ahmad Global Gateway Logistics City, Republic of The Philippines Finance Project of the Year: • Port of Manta Expansion, Ecuador • Refinancing of R1 Expressway, Slovakia • Umbulan Water Supply PPP Project, Indonesia • B8, Poland Engineering Project of the Year: • Bogotá Metro, Colombia • Alto Maipo Hydroelectric Project, Chile • Crossrail 2, United Kingdom • North-South Corridor, Africa

Special preview consulting firms, the Leadership Forum is rooted in real business experience and a fundamental commitment to creating a market place that catalyzes opportunities in infrastructure.

CEO Norman Anderson (left) with Federico Martínez Urmeneta, President of Grupo Tradeco

fees are 2-3 times more expensive. We believe that infrastructure is fundamental to our collective future, so we deliberately keep our costs lower and make sure we have the right people in the room.

• Tailored to Your Needs: Our private meetings system, concise keynotes, and Q&A segments are designed to ensure you meet the right people to grow your business and win contracts.

• Origin: Our CEO Norman Anderson began his career as a project developer.

While many events are run by media or

CG/LA is pleased to announce that the third day of the Global Forum, February 28th, will focus on the timely subject of Women in Infrastructure: Accessing the Global Talent Pool. Engage in candid conversations about women in infrastructure as you learn from, and with, high-ranking men and women from leading institutions and projects around the globe while identifying the substantive roles that women play as practitioners, clients, financiers, and users. The day will end with a brainstorming session, designed to produce a series of action items and insuring that the conversation does not end at the conclusion of the Global Forum.

Reader offer As a media partner, 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

For more information about 7th Global Infrastructure Leadership Forum visit: www.cg-la.com

BE Weekly | 17

Keeping you f

By always striving to meet its customers’ needs American Supplies (AGS) has become one of the most respected spar suppliers to the commercial aviation industry

written by: Kenneth Connor & Will Daynes research by: James Boyle

18 | be weekly

American General Supplies ( AGS)

flying

General re parts

be weekly | 19

American General Supplies ( AGS)

K

assa Maru has a bit of experience behind him when it comes to working within the aviation sector. The fact is that the founder, Chairman and President of American General Supplies (AGS) is a man with an employment history that few could hope to match, and that many would be envious of.

When looking back on the evolution of AGS it is clear that the creation of the company, in Chicago in 1982, was very much linked to the career path taken by its founder. Over the course of the five years which preceded the birth of AGS Maru would be responsible for material management on behalf of both Ethiopian Airways and Yemen Airways, before becoming Vice President of International Marketing at Aviation Systems International (ASI). It was during his time at ASI that Kassa Maru was joined by his brother, Melesse.

Together the pair forged a hugely successful business partnership, one which paved the way for the pair to establish AGS. While AGS originally called Rockville, Maryland its home, the business quickly outgrew it and would go on moving from one larger location to another until it eventually bought its own facility in Gaithersburg, Maryland. It is from this 15,000 square foot facility that the company would go about furthering its aim of becoming an allencompassing spare parts supplier to the commercial aviation industry, providing more than 40,000 line items it has on-hand at its warehouse, consisting primarily of spares for Boeing and Airbus aircraft.

Today, AGS employs a total of 65 highly

be weekly | 21

trained individuals across its operations in Maryland, New York, and California. It is these men and women who have been hugely influential in helping AGS secure upwards of $45 million in gross sales and become representatives for eight of the world’s leading commercial aviation manufacturers.

One of these manufacturers is Honeywell, a global leader in the aviation sector. The AGS/Honeywell partnership project began

in August 2011 and has seen AGS appointed as Honeywell’s channel partner distributor in Africa, where AGS is well established and continues to grow its presence on the back of being named Small Business Exporter of the Year to Sub-Saharan Africa in 2007 by the Export-Import Bank of the United States.

The partnership allows AGS to offer all of Honeywell’s product lines at substantial

“Today, AGS employs a total of 65 highly trained individuals across its operations in Maryland, New York, California, Ethiopia and Mozambique” 22 | be weekly

American General Supplies ( AGS)

discounts to its customers. than three decades on a series of core traits and qualities However, it knows that it that have helped it to stand is just as important that out ahead of the competition. these customers receive These characteristics include said products in a timely manner to ensure that their its ability to offer broad operations continue to run experience of the industry, AGS gross sales smoothly. Fortunately AGS’ possessing the financial proximity to no fewer than strength and capabilities three major international to benefit its customers, its airports means that it can deliver shipments admired reputation throughout Africa and quickly to, and throughout, Africa. the Middle East, and its unique degree of Whether it is as part of a partnership with understanding when it comes to the needs of the likes of Honeywell, Tug Technologies, the aviation sector in these parts of the world.

Trepel Airport Equipment Company GmBH, AGS takes great pride in the fact that it Malabar International, Clyde Machines, the works tirelessly to get to know the ins and Stinar Corporation or the SWITLIK Parachute outs of its customers’ business so as to get a Company, AGS has built its success over more clear understanding of their individual needs.

$45

Million

be weekly | 23

“AGS’ ability to predict the changing nature of the sector means that it has in facT been preparing for this growth in Africa for a number of years now”

24 | be weekly

American General Supplies ( AGS) Doing business in a face-toface manner is something that it also believes strongly in and as such it makes every effort to go to its clients in order to show them who AGS is, what it specialises in and how it values its customers above everything else.

AGS is further buoyed by the fact that within its ranks it has a number of employees who themselves are experts in their fields, including several former airline employees.

What each of these people have in common however is a passion for AGS’ business and an unwavering commitment towards taking care of its customers throughout the duration of their relationship with the company.

The aviation sector is renowned for its dynamic nature and as such a company like AGS must always be able to stay abreast of changes and fluctuations within the industry.

Such attention to the market has served the business extremely well over the years, particularly during difficult economic times.

This approach has meant that the company now finds itself in a healthy enough position to recruit new employees, extend its partnerships with manufacturers and take on additional large projects from fast growing airlines in rapidly developing markets such as Africa.

AGS’ ability to predict the changing nature of the aviation sector means that it has in fact been preparing for this growth in Africa for a

number of years now. In that time it has hired additional professionals, upgraded its facilities and set about making plans for the construction of an adjacent hangar at its headquarters. AGS also now finds itself in talks to build a hangar in Rwanda, a fact in itself that highlights the growing importance of emerging markets to the company and the opportunities that they will continue to offer going forward.

With sales figures close to $50 million in 2013 alone, it really puts into perspective just why both the short and long-term future looks so bright for AGS. For more information about American General Supplies (AGS) visit: www.agsusa.com

be weekly | 25

26 | be weekly

Aveng Trident Steel

The backbone

of industry Steel is vital to construction, mining, manufacturing and so much more: Africa Aveng Trident Steel, now a part of Aveng Steel, is established as South Africa’s go-to partner for steel products and services of all kinds

written by: John O’Hanlon research by: Candice Nice

be weekly | 27

Aveng Trident Steel

A

veng Trident Steel has its origins in a steel merchandising business founded in 1972 in the Germiston suburb of Wadeville. The company has grown steadily since then, making a number of acquisitions along the way and now covers all of South Africa. In 1998 Trident became part of the Aveng group, which listed on the Johannesburg Stock Exchange the following year. The Aveng group is a leader in infrastructure development with a strong presence in southern Africa, the Middle East and Australia – the combined capabilities of its constituent companies equip it to undertake any project – the Aveng Group is the largest infrastructure development company in South Africa, employs more than 10,000 people, and has the largest market capitalisation of any company within its category on the JSA. The Aveng group played a key role in a number of the key infrastructure projects to host the 2010 FIFA Soccer World Cup. Aveng Grinaker-LTA (in a joint venture) built the Soccer City Stadium in Johannesburg, the Nelson Mandela Multi-purpose Stadium in Port Elizabeth and the Orlando Stadium in Orlando while other group operations supplied structural steel for the Moses Mabhida Stadium in Durban and the Mbombela Stadium in Nelspruit. Already operating in more than 30 countries, Aveng officially opened its office in Maputo, the capital of Mozambique, in May 2013. The move helped the group consolidate its operations in that country, strengthening its overall offering in Mozambique. Aveng Trident Steel, in partnership with Aveng Steeledale, has also

be weekly | 29

Aveng Trident Steel established a newSteel processing the Tete Aveng Trident featureplant text toingo here... provinceipsum of Mozambique serve consectetur coal mining Lorem dolor sit to amet, and relatedelit, infrastructure development adipisicing sed do eiusmod tempor in the province. incididunt ut labore et dolore magna aliqua.

Trident Steel is South Africa’s Ut Today enim Aveng ad minim veniam, quis nostrud leading steelullamco distributor andnisi processor, exercitation laboris ut aliquipand ex lastcommodo year it contributed percent the ea consequat.twelve Duis aute irureof dolor group’s R51 billion consolidated turnover. in reprehenderit in voluptate velit esse cillum With itseu main operation centrally situated in dolore fugiat nulla pariatur.

Excepteur Roodekop, Germiston andnon additional facilities sint occaecat cupidatat proident, sunt Alrode, Port Elizabeth, Rosslyn in culpa quiDurban, officia deserunt mollit anim id and Cape Town, theipsum company a est laborum.

Lorem dolorsupplies sit amet, wide productadipisicing range to the industry in consectetur elit, steel sed do eiusmod South Africa as well internationally from tempor incididunt ut as labore et dolore magna its extensive yards, and quis its modern aliqua.

Ut enimsteel ad minim veniam, nostrud exercitation ullamco laboris nisi ut aliquip ex

ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur. Excepteur sint occaecat cupidatat non proident, sunt in culpa qui officia deserunt mollit anim id est laborum. Lorem ipsum dolor sit amet, consectetur adipisicing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur.

Excepteur sint occaecat cupidatat non proident, sunt in culpa qui officia deserunt mollit anim id est laborum.

HEINRICH GEORG GMBH GEORG goes beyond only designing and manufacturing standard finishing lines. With a passion for technology our lines have been designed and manufactured for sustainable efficiency: with extremely short set-up times, easy operation with low personnel and perfect, process-controlled operations. We at GEORG have been developing technical solutions for generations to meet the technical challenges of tomorrow. Our long term relationship with our customer Aveng Trident Steel also relies on high quality technology from GEORG made in Germany.

During more than several decades Trident continues to invest in high quality lines from GEORG. A foundation of trust is grown and working together leads to success. With forward-looking investments in GEORG equipment we put our customers in the

positions to enter new business areas, to increase their production volume and at the same time set standards on the market.

In order to achieve the high customer demands regarding speed, high strip thickness and tensile strength GEORG develops special line configurations for every application. Slitting, cut-to-length and also edge trimming and inspection lines belong to the GEORG product portfolio. Single aggregates as leveling machines which can be extended by several leveling cassettes to achieve a perfectly flat material and also edge trimming shears even in a double head version for continuous running lines belong to our product range.

E. band@georg.com www.georg.com

be weekly | 31

RĂ–HLIG-GRINDROD Rohlig-Grindrod Pty Ltd, a proudly South Africa company is honoured to be associated with Aveng Trident Steel, a leading steel supplier for automotive and general industry, based in Port Elizabeth.

We have developed a close relationship with Aveng Trident Steel during the last 5 years and have seen our scope of business changed from containerised to project and break-bulk cargo. Our functions involve managing the forwarding, clearing and transportation of a major 650 ton VW parts press machine project and 5000 ton re-enforced bars project to build Port Elizabeth’s prestigious 5 Star Boardwalk Hotel. We have customised our supply chain solution to suit Aveng Trident Steel,

this includes vessel discharge, bar coding and loading of delivery vehicles under roof thus protecting the valuable commodity from water and handling damage.

We also have a warehouse facility where containers containing steel blanks as well as coils are un-packed, stored then delivered as break-bulk to Aveng Trident Steel. We as Rohlig-Grindrod look forward to new endeavours, challenges and growth with Aveng Trident Steel. Thank you Aveng Trident Steel for making us your preferred logistics provider in the Eastern Cape! www.rohlig.co.za

Aveng Trident Steel

and comprehensive processing and service on best practices in operations and safety: centres. Its focus is on areas such as the in fact the group slogan is “Home without steel stock range, whether plate, sections, harm, every one, every day.” The company speciality steels or tube and pipe, and it offers stocks a comprehensive range of carbon, alloy to its customers de-coiling and spring steels. Additional services include automated facilities including slitting band-sawing, cropping, and guillotining. In short, ultrasonic, hardness and it offers a one stop service spectrographic testing as well to the entire spectrum of steel consumers. as heat treatment. Another Aveng Trident Speciality subsidiary, Aveng Trident Steels is a division of Aveng Sterling Tube, is based in Alrode. It manufactures and Trident Steel. Like the other Aveng Trident Steel’s stocks welded tube from companies in the group it is 2013 turnover ISO listed and highly focused 15mm through to 177mm in

R6

Billion

be weekly | 33

PLATE • HOT ROLLED COIL • STRUCTURAL SECTIONS • RAIL • BILLETS • SLABS

The Evraz way is about delivering outstanding value in the steel industry within a safe and sustainable environment Please contact us for further information: Kefilwe Mothupi GM: Marketing and New Business Development | Tel: 013 – 6909003 | www.evrazhighveld.co.za

S P E C I A L I S TS I N HYD R AU L I C S SERVICES Design Repairs & Service Filtration Breakdowns Pumps

FACILITIES MANUFACTURING CNC Power Packs Machining Manifold Blocks Installations Cylinders Fault Finding Hose Assembly Spares Custom Projects

Tricor is a supplier of office tea, coffee, beverages, cleaning products and other items required in the workplace.

Tel: 0027(11) 902-3993/4 germhyd@mweb.co.za www.germistonhyd.co.za

Keep your factory staff motivated and refreshed with our tailor-made tea/coffee portion controlled packs which include toilet paper, soap, soup or chocolates. Ordered on a weekly or monthly basis for easier control. www.tricorbeverages.co.za

Aveng Trident Steel diameter together with an Evraz Highveld Steel extensive range of square and Today, Evraz Highveld Steel & Vanadium are one of South rectangular sections and has Africa’s largest metals producers,. It supplies metal to long been recognised as the high-tech companies across the world operating in areas supplier of choice to a variety such as machine building or energy. of industries, including EVRAZ Highveld Steel & Vanadium is a top South African furniture manufacturers, and global producer of vanadium and flat products. The company is South Africa’s main producer of structural steel automotive equipment, and thick plates, as well as the country’s second largest the conveyor industry and producer of rolled steel. With its head-office in eMalahleni, scaffold manufacturers as Mpumalanga, South Africa, its operations comprise its well as supplying air heater integrated steel works in eMalahleni and its iron ore mine, and condenser tube.

Mapochs, in the Roosenekal area of the Limpopo Province.

In a rationalisation www.evrazhighveld.co.za operation designed to combine the group’s steel business and optimise their collective value, on 1 July 2013 the steel businesses of the group were brought together under the umbrella of Aveng Steel. This now comprises Aveng Trident Steel; Aveng Steeledale, a company primarily engaged in the supply of reinforcing steel to the building and civil engineering industries; and Aveng Steel Fabrication. The new company is led by Managing Director Hercu Aucamp who formerly led Trident Steel. “The combination of the group’s steel businesses under one strong brand will generate immediate benefits in procurement and sales and, by leveraging the synergies between them, will support an ongoing

“The combination of the group’s steel businesses under one strong brand will generate immediate benefits in procurement and sales” be weekly | 35

Aveng Trident Steel improvement in internal Re-Bo efficiencies,” he said. “In Re-Bo is representing more than 65 years of experience the medium- to longer-term in the field of manufacturing metal cutting circular saw Aveng Steel will provide a blades - only “Made in Germany”! stronger distribution network Based on highest performance and longest tool life, by rationalising its presence numerous customers take advantage of the know-how in some market areas and and expertise that has been gained throughout this period for optimizing their cutting process. We are looking forward expanding in others.” to convince you as well!

For the time being www.re-bo.com though Aveng Trident Steel’s performance continues to be reported separately. In the 2013 financial year it recorded a turnover of just over R6 billion, an increase of five percent over the previous year achieved through higher volumes and an improvement in steel prices. This was against a challenging market environment, with demand for steel depressed and global commodity prices declining. A number of decreases in steel prices between April and November 2012 impacted stock valuations as well as sales margins and had a severely negative impact on profit margins, Aucamp reported. “These factors were compounded by unreliable supply of steel by domestic mills and labour disruptions in the steel and transport sectors which resulted in low stock levels.”

Unico (UK) Ltd. But conditions improved Unico has been a world leader in the evolution of drives in 2013. Sales volumes and and systems for the metal coil processing industry since 1967. Applications for Unico drives include uncoilers, steel prices strengthened, recoilers, temper mills, slitters, edge trimmers, flatteners/ while an increase in steel levellers, tension levellers, roll feeders, shears, presses, imports normalised low flying cutoffs, drum shears, eccentric shears, conveyors, stock levels towards the end and stackers. Embedded applications for each drive section of the financial year. “The provide pre-engineered solutions for single- or multiaxis private sector continues to integrated control systems. provide a solid baseload of www.unico.co.uk work for Aveng Trident Steel

be weekly | 37

inspired Your weekly digest of business news and views www.bus-ex.com

Aveng Trident Steel in the absence of the longawaited public infrastructure RETECON, as a leading supplier of machine tools in investment programme and South Africa has in partnership with leading international the business is active in the brands such as TRUMPF, FICEP, DMG/MORI, KOIKE, MAIR automotive sector which has RESEARCH, HEXAGON METROLOGY, OTTO MILLS and been strengthened by the many more, supplies quality machine tools to the South South African government’s African metal working industry.

Our variety of products include: vertical and horizontal programme to incentivise machining centres, turning centres, large boring mills, increased localisation.” The profile cutting and drilling lines, grinding machines, laser company’s capacity to support cutting systems, bending machines, punching and forming the growing South African machinery, automatic sawing equipment, roll forming and motor manufacturing industry tube bending machinery, manufacturing lines for tubes, was boosted in July 2011 presses, measuring equipment and much more. when it unveiled a new 630 RETECON together with RETECON SERVICE offer sales and service, calibration and product training on all ton German made blanking supplied equipment. press line at its Port Elizabeth www.retecon.co.za premises. It can press curved, trapezoidal or straight-edge blanks cost effectively, and has saved on transport costs and increasing associated local activities such imports of special steels through the Port Elizabeth harbour. “The decision to purchase this particular blanking line was to increase flexibility in this growing economic sector thus promoting a more cost effective component,” said Aucamp. The South African automotive industry ranks third among the South African economic sectors, after mining and financial services.

RETECON (PTY) LTD

630 tons Capacity of the Shuler blanking line at Port Elizabeth

be weekly | 39

“The decision to purchase this particular blanking line was to increase flexibility in the growing automotive sector” Aveng, whose value chain spreads itself though all areas of infrastructure, is expected to be a major beneficiary of the South African government’s spending over the coming year. Aveng is already involved in the construction of Eskom’s two new

40 | be weekly

power stations, Medupi and Kusile, and has secured a portion of two renewable energy projects in a second bidding window. As the group’s steel business unit, Aveng Trident Steel is also well-placed to benefit as a provider of specialised steel products to the

Aveng Trident Steel

local construction industry. The business has strengthened its regional network of branches in South Africa and is extending all its offerings into other markets in southern Africa, says Hercu Aucamp.

At the same time it has made strides in its social and environmental performance. In 2013 it achieved B-BBEE Level 3 certification at the same time as progressively implementing the group environmental framework as well as the energy saving project. In June 2013 it completed a successful ISO 14001 recertification audit, he adds.

Looking ahead, the steel industry is likely

to remain under pressure in 2014, with no significant improvement in prices or demand for steel. “There will be an ongoing focus on operational improvements to mitigate the challenging dynamics in the steel industry.

The labour strike in the automotive industry will have a negative impact on revenue and gross earnings in the first half of the 2014 financial year.�

For more information about Aveng Trident Steel visit: www.trident.co.za

be weekly | 41

42 | be weekly

Kansai Plascon

Green is not just a colour Kansai Plascon (Pty) Ltd. produces paints for every imaginable application - a long term player and already the market leader in South Africa it faces a bright future in alliance with its Japanese parent company

written by: John O’Hanlon research by: Jeff Abbott

be weekly | 43

Kansai Plascon

P

lascon is a company with serious continues to drive innovation and excellence clout in South Africa, where it in the retail, trade, industrial and furniture had its origins 125 years ago coatings markets in South and Southern Africa in 1889. Under his own name from three strategically placed manufacturing Herbert Evans, a new arrival to sites in Mobeni, KwaZulu-Natal; Luiperdsvlei South Africa from Wales, set up a business in in Krugersdorp; and Epping in Cape Town.

Johannesburg to produce polishes, varnish – Kansai is itself something of an institution, and ready mixed tinted paints, a first for South having been founded in 1918, and grown Africa. During his lifetime, Evans, as well as to become the world’s sixth largest coatings the paint product introduced an excellent company. However its ethos fits well the floor polish and a revolutionary Best Elastic principles of Plascon and of modern South carriage varnish that could accommodate the Africa. The defining character of Kansai Paint expansion and contraction of wood. takes it well beyond the realm of products and Innovation, quality and customer service technology. Rather, it is something invisible became the hallmark of the to the naked eye, something company and the reason for that stimulates employees, the success of Herbert Evans enhances products, and & Co. Meanwhile, during improves skills – namely the Zen philosophy on which the 1940s another young Kansai Paint’s founder businessman named Solly Start of Plascon’s Katsujiro Iwai based his life.

Rudner was helping build heritage Kansai Plascon continues a company called Chrome to champion the Plascon Chemicals, a manufacturer of Plascon paint. This brand became so brand as it expands into Africa as the popular that in 1945 a new company, Plascon continent’s number one coatings company.

Paint & Chemical Industries was created. By The company already has factories and brand 1969, under Rudner’s management, Plascon presence in Botswana, Namibia, Zambia and had become a wholly owned subsidiary of Malawi – and towards the end of 2013 it took Barsab. A merger between these two leaders an important step to consolidate its regional was inevitable and in 1970, the premier presence by acquiring a controlling interest paint company in the country, Plascon in the Zimbabwean group Astra Industries Evans was formed, a 100 million litre a year including Astra Paints, Astra Industries’ major corporation, ranked amongst the top 20 paint subsidiary, which is Zimbabwe’s leading producers in the world. paint company. The deal, worth about $5.5 Today Plascon is the undisputed leader in million, places Kansai Plascon Africa at the both the decorative and industrial coatings top of Zimbabwe’s coatings market. Hiroshi market in southern Africa. Following its 2012 Ishino, president of Kansai Paint in Japan, merger with the Japanese paint giant Kansai it has said that it’s the group’s intention to

1889

be weekly | 45

Experience Innovation Expertise

Club Travel Corporate, a Level One Contributor, is owned by the Thebe Tourism Group (TTG), the first black empowerment group formed in South Africa.

TTG was incorporated as a company in 2001 by Thebe Investment Corporation to create a uniquely South African tourism group targeting selected tourism opportunities in Southern Africa. www.thebetourism.co.za Club Travel Corporate operates as the South African partner for the GlobalStar travel consortium, providing true global servicing of our clients’ managed travel programmes and resulting in increased savings from global deals, access to the best local knowledge and greater visibility across South African borders. www.globalstartravel.com Jeremy 072 687 4314 • Jeremy@clubtravel.co.za Collin 082 331 0117 • Collin@clubtravel.co.za www.clubtravel.co.za

Kansai Plascon invest in the rest of Africa Club Travel Corporate through its holding in Kansai Club Travel Corporate are proud to have recently had Plascon Africa. their contract to manage Kansai Plascon’s travel account Astra Industries will be expanded to include the whole group. Although other TMC’s re-branding its products were invited to take part in the RFP process, we believe following the acquisition: it Kansai Plascon were drawn to our transparency, dedication operates two divisions, Astra to service and innovation. Our offer of a flat monthly fee has proven cost effective and convenient for budgeting Paints, which is the largest purposes. It also allows them to easily define their spend paint company in Zimbabwe, with a Level 1 AAA supplier allowing them to claim 168% with two factories, one recognition when completing their own submission. in Harare and the other Congratulations Kansai Plascon on reaching this milestone. in Bulawayo, and Astra www.clubtravel.co.za Chemicals, which markets and distributes a diversified range of chemical products to industry.

Zimbabwe is an important market with considerable potential for growth, however the latest acquisition is merely the first in a chain that Kansai Plascon Africa intends to make across the continent as it expands to consolidate its leadership position as the premier coatings company in Africa.

The automotive industry, increasingly established in the country, is an important industrial market for paints and coatings, and Platoon’s leading brand products, service and technical innovations have been the benchmark for automotive paint technology in Southern Africa since the 1950s. The headquarters and manufacturing facility of

$5.5 million Cost of the Astra acquisition

be weekly | 47

Kansai Platoon’s automotive coatings division are based in Port Elizabeth, with marketing and sales offices throughout South Africa’s major financial centres of Johannesburg, Cape Town and Durban.

The company’s manufacturing facility and systems have been certified by the South African Bureau of Standards as being environmentally sustainable through accreditation to ISO 14001 Certification for Environmental Management Systems. On top of that the company has been awarded numerous Original Equipment Manufacturer (OEM) approvals by South Africa’s top motor manufacturers including BMW, DaimlerChrysler, Toyota and Volkswagen.

Plascon has a slogan: ‘green is not just a colour – it is a solution’. The company has successfully implemented Environmental Management Systems in each of its South African manufacturing plants, and attained ISO 14001 certification at all of them and is actively committed to implementing environmentally considerate practices in every aspect of its business. The environmental management programme it has developed would serve as a benchmark for many chemical companies – they are based on three key pillars of compliance, sustainability, and products. Compliance means commitment to

green processes such as the ISO certification.

Sustainability means commitment to green practices to ensure these manufacturing standards through business systems and processes. Products means continuously reviewing and innovating product lines with international legislation and with industry leading, environmentally aware products.

As a company with a proudly South African heritage and a strong sense of social

“The company has successfully implemented environmental management systems in each of its South African manufacturing plants” 48 | be weekly

Kansai Plascon

responsibility, Kansai Plascon is actively committed to investing in local communities and upliftment programmes across the country, as well as providing ongoing employee education on environmental and health issues. In addition to brightening the lives of thousands of children by supplying paint and in some cases, funding, to various schools, Children’s Homes, orphanages and crèches, Plascon’s involvement with the free CID University in Johannesburg has helped to train and employ many students to carry out building and maintenance work on the campus.

The company is also a member of Business and Arts South Africa, an organisation dedicated to ensuring the sustainability of arts across the region, and one of its employees

assists with its mentoring programme.

Furthermore Kansai Plascon’s support for the National Council of the Blind has helped to restore the eyesight of more than 600 people by providing much-needed annual funding for cataract operations. The Wilderness Leadership Foundation, Endangered Wildlife Trust, and the SPCA have also received assistance from Plascon – and there’s a grateful penguin in East London called Molly, who, thanks to Plascon’s sponsorship after she was rescued from an oil spill, enjoys a happy, healthy life at the local aquarium.

For more information about Kansai Plascon visit: www.plascon.co.za

be weekly | 49

50 | be weekly

Spur Steak Ranches

Serving up an experience As Chief Executive Officer, Pierre van Tonder explains, Spur’s commitment to delivering customer satisfaction and its efforts to improve the lives of local communities befit a brand that has become a South African institution

written by: Will Daynes research by: Jeff Abbott

be weekly | 51

Spur Steak Ranches

A

cross the business, we served 53 million meals in the financial year to June 2013,” states Chief Executive Officer, Pierre van Tonder. “That is almost one meal for every person in South Africa.” Such impressive numbers really speak for themselves and highlight just how iconic a brand Spur Steak Ranches has become in South Africa.

Spur Steak Ranches has been a part of the landscape of South Africa since its founder and executive chairman, Allen Ambor, opened the first restaurant in Newlands, Cape Town in 1967. In the 45 plus years since, Spur has grown into an internationally recognised brand with a portfolio of over 237 local and 28 international restaurants.

Spur Corporation meanwhile has expanded in that time to the point where it boasts two further sit-down family restaurant chains, Panarottis Pizza Pasta and John Dory’s Fish Grill Sushi, and the fast food convenience chain, Captain DoRegos.

At home on the African continent business in recent years has been very kind to Spur.

Indeed, if you look at many of the major developing cities in countries such as Kenya, Tanzania and Namibia, they all have in common the fact that new Spur Corporation restaurants have either recently opened or are in the process of being introduced.

At the same time plans are afoot for the business to enter other key markets including Ghana, Angola and Mozambique.

Doing business in Africa is admittedly a logistical challenge, however the company is not one to balk at the slow and steady

be weekly | 53

info@fishonline.co.za • (021) 510 5638 www.fishonline.co.za

think fish

Think Fish On Line.

Fish On Line’s primary focus is in the Foodservice and Wholesale sectors.

To these markets we supply a wide range of fillets, portions, prawn products and speciality Seafoods. We are involved in the process from design to delivery and are able to give the client commitment on price and quality based on their demand forecasts.

Distribution is made on a national level through our appointed transporters and distributors.

Wherever the market is and whatever it needs, we can deliver!

Spur Steak Ranches approach to expansion. risk of losing part of one’s This way of thinking has identity in the process. To also characterised its date this has not been the international growth over the case with Spur. last several years. In January “We have and will always 2013, a new look Spur was be a family orientated unveiled to the UK, a move business, and looking after that has been well received, families from grandparents to while in Australia, where grandchildren will always be growth has been somewhat The Spur Foundation working a big part of what we do,” van more conservative, the in the community Tonder explains. “In addition to that we consistently look company does still plan to open at least two new franchised to deliver value for money. We know as well branches in Perth in 2014. as anyone else that these are difficult times As evidenced in the past with other major for many and as such people understandably restaurant brands, in taking a business and do not have money to waste. It is for this making it multi-national, one does run the reason that we always strive to serve our

FISHONLINE Fish On Line (Pty) Ltd. is a Seafood Trading company registered in the Republic of South Africa established in 1999. However, the combined experience of its shareholders exceeds 65 years. We know fish and we are Passionate about it. Although we offer a wide range of seafood products and services, we have a very specific approach to our business.

Our Values guide our Objectives, and our Supplier and Customer Relationships are key.

The people of Fish On Line are equally important as this is our Essence and Identity. We believe in harnessing each individual’s talents to the best in order to give the service our customers have come to expect from us. Furthermore we subscribe to a code of conduct determined by ourselves, guided by industry regulations and

the Long Term Sustainability of the resource.

As registered Importers and Exporters of Quality Seafood we endeavor to supply only the best quality to our markets by sourcing from the best suppliers. To this end we have joined an international group of companies that are specialist in their individual fields. This gives us an international footprint with all the obvious benefits. For example, this gives us a risk free purchase platform as well as the product and market information from tried and tested ideas and products. Our purchase platform includes South America, Africa, Europe and the Middle and Far East.

E. info@fishonline.co.za www.fishonline.co.za

be weekly | 55

1967 The year that Allen Ambor opened the first Spur restaurant

customer with more than just food, we serve them an experience.”

The experience that van Tonder speaks of begins when the customer enters the restaurant to the moment they leave and incorporates everything from the inclusion of children’s facilities at its locations to the menu itself, with the company making a concerted effort to introduce special promotions for its customers. “In South Africa and several other countries we have introduced the Monday Night Burger Night, the response to which has been phenomenal,” van Tonder says, “while the response to our Breakfast Offering has seen breakfast meals going from 0.4 percent of all meals served to 14 percent.”

Of course the sometimes unsung heroes of a business like Spur and the men and women who make up its staff. Each of these individuals is supported from their first day as part of the Spur team by a comprehensive training programme led by the company’s two training centres, one in Cape Town and the other in Johannesburg.

Extensive training is provided for everyone from new waiters, waitresses and cooks, to franchise managers. “The latters’ training,” van Tonder highlights, “begins with several months of learning everything there is to

56 | be weekly

Spur Steak Ranches

The Spur Foundation’s emphasis is on nourishing and nurturing children

do with running a franchise, from opening up in the morning to closing down at night.

It then extends into the first weeks of the restaurant being opened where a team will be on hand to train both the back and front of house staff.”

Around two years ago Spur Corporation launched a ground breaking initiative called the Spur Training Academy. It is through this that the company takes disadvantaged individuals who display particular skills or potential and puts them through a six month

training and apprenticeship programme. Plans are also in progress for the construction of two test kitchens at the company’s training facilities and what van Tonder describes as an even more audacious goal of creating a twelve month store ownership apprenticeship programme. “We have a saying, which is ‘for the love of food’, and it is that which we want to instil in all those people who attend our training courses or one day venture into our test kitchens.”

On 18 July 2012, Mandela Day, Spur launched an initiative, with the backing of

“Around two years ago Spur Corporation launched a ground breaking initiative called the Spur Training Academy” be weekly | 57

FARM-TO-FORK Et Trading house- is associated with the Englezakis Group of companies. We are importers, manufactures and distributors of various food and beverage, and related products to the retail and food services sectors. We have our own abattoir and cold meat factory.

Not only do we assist our clients by improving their margins with a quality product at a very competitive price to grow their market share, we assist with the product development that sets them apart from their competitors.

Nick Englezakis | nick@et-trading.co.za | +27 (11)763-4999

Spur Steak Ranches R670,000 from its board of directors, that may well go on to define the legacy the business leaves behind for decades to come. I am referring to The Spur Foundation. Under the strapline ‘Nourish, Nurture, Now!’ the primary goal of The Spur Foundation is to uplift and improve the lives of South Africa’s families, with a special emphasis on nourishing and nurturing children. It looks to achieve this by supporting various initiatives that administer feeding schemes and provide basic necessities and amenities to children in impoverished communities.

“Spur as a business, and all of its restaurants, have always been heavily involved with local communities,” van Tonder enthuses, “however it was our desire to make an even bigger difference to people’s lives, and do so in a more focused and coordinated way, that led to the establishing of The Spur Foundation.”

Having first achieved tax exempt status, one of the first goals of the foundation was to identify its beneficiaries, a list of non-profit organisations that has grown in size over the last 18 months. Among the organisations benefiting from the actions of the Spur Foundation are

ET TRADING HOUSE Et Trading is one of the largest producers of cooked pork spare ribs in South Africa, with an extensive international and local network in the food industry. We are in a unique position in that we not only supply large companies with their requirements, but we also own franchises of the groups we supply.

This gives us the perfect understanding of what our customers and, more importantly, their customers’ needs and expectations are. Et Trading serves as this link, offering a complete comprehensive supply chain.

We do not consider ourselves suppliers, rather we see ourselves as partners in our clients businesses. By improving our clients’ margins and assisting them with

their product development it allows both ourselves and them to go from strength to strength, all the while staying one step ahead of the ever changing economic trading environment.

E. nick@et-trading.co.za

be weekly | 59

Spur Steak Ranches Heifer International, a US based non-governmental organisation that has been supporting rural families in South Africa since 2000, and Asha Trust, which supports early childhood development in local townships.

Other beneficiaries include, the Teddy Bear Clinic, a non-profit organisation that provides assistance, support and protection to children who have been abused, Joint Aid Management (JAM), which is currently assisting around 700,000 children through its nutritional needing programme, Creating Change, which teaches

The Spur Foundation supports rural families

environmental education and sustainability through natural gardening, healthy cooking, natural building, product development and environmental awareness activities, and Reach for a Dream, an organisation that fulfils

Parmalat SA Parmalat is one of the major players in the South African dairy industry and has been active in the South African dairy industry since 1998. Parmalat is known for its dairy innovations and quality and the company’s annual top performance at the prestigious SA Dairy Championships is testament to the company’s delivery on its promise of producing products on a par with international best standards. Parmalat’s product basket includes award-winning cheeses under the Parmalat, Simonsberg and Melrose brands, iconic flavoured milks such as Steri Stumpie, a delicious range of yoghurts and long-life milks, as well as butter, ice cream, cream and fruit juices.Parmalat’s focus on quality and innovation means that our various

teams are always on the lookout for new opportunities to launch quality and pioneering dairy products, underlining our position as a leader in the dairy industry. Apart from our South African operations, the company also boasts manufacturing, sales and marketing operations in Mozambique, Botswana, Zambia and Swaziland. Parmalat SA has appointed distributors in certain other key countries on the continent to trade on our behalf. These agreements are exclusive in all cases. In collaboration with trusted distributors on the sub-Saharan continent, Parmalat forms a strong network in Southern Africa, allowing us to continuously expand and export a wide range of quality products. www.parmalat.co.za

be weekly | 61

Spur Steak Ranches the dreams of children between the ages of three and 18 who have been diagnosed as having a life-threatening illness.

On a business level, it is Spur’s goal to continue to develop in other markets, however the company is well aware that the ‘golden goose’, as van Tonder refers to it, will remain South Africa where the Spur Steak Ranch brand has become so iconic.

“We expect to continue growing in South Africa, both through organic growth and by adding new restaurants: that is our primary focus,” van Tonder says. “One of the other goals we will look to achieve is the vertical integration of our core products. Our traditional model involves third party supply of everything that we use in our restaurants, with the exception being our proprietary recipes. Our plan is to begin working on achieving the vertical integration of core products like burgers, ribs and other meat products in the near future.”

As the business continues to grow and prosper, it is van Tonder’s hope that the company’s social activities follow a similar path. “Our second year plan for the Spur Foundation is to bring more involvement from a restaurant level directly into its activities,” he concludes. “Ultimately our aim is to get as many of our people involved in these activities as possible, thereby allowing us to continue to spread a little love to those less fortunate through what I must say is highly recommended and rewarding work.”

For more information about Spur Steak Ranches visit: www.spur.co.za

be weekly | 63

Petroleum Corporation of Jamaica (PCJ)

Securing Jamaica’s future Through its efforts to diversify Jamaica’s energy portfolio, the Petroleum Corporation of Jamaica (PCJ) is helping to secure the long-term sustainable development of the Caribbean island

written by: Will Daynes research by: David Brogan

be weekly | 65

PCJ

I

t was in 1975, two years after the members of the Organization of Arab Petroleum Exporting Countries (OAPEC) proclaimed an oil embargo sparking a five month oil crisis, that the concept of a State Energy Corporation was first mooted within Jamaica.

Four years later in June 1979 the government of the country established the Petroleum Corporation of Jamaica (PCJ), while the Petroleum Act of 1979 established it as a statutory corporation with the exclusive right to explore for oil, develop Jamaica’s petroleum resources, negotiate import contracts and enter all stages of the petroleum industry.

Exploration activities in Jamaica date back to the mid-1955s. It was between 1955 and 1973 that the first of two exploration phases were conducted across the country by private companies, while the second between 1978 and 1982 was conducted by the PCJ. During the first phase a total of seven exploratory wells were drilled, one offshore and six onshore, how it was with the formation of the PCJ that momentum picked up dramatically with an additional three onshore wells and one offshore well being drilled during 1980 and 1981.

Subsequent advances in geological and geophysical sciences and technologies in more recent time have allowed the PCJ to view Jamaica’s potential through a fresh pair of eyes. Indeed, recent studies and tests have shown that structures within the offshore Walton Basin is likely to contain significant economic quantities of hydrocarbons, while other blocks located on the western, eastern and south eastern sides of the nation may also possess similar resources.

be weekly | 67

J. P. MUKHERJI & ASSOCIATES PVT. LTD.

From Concept to Commissioning CONSULTANCY SERVICES FOR

Tendaho Sugar Factory - Ethiopia 26000 TCD Capacity

Sugar Sugar Refinery Cogeneration Ethanol

Finchaa Ethiopia - Hilo Unloader

% Feasibility Study, Agriculture and Integrated Factory Complex % Detailed Project Report % Design Engineering Services

Metahara Ethiopia 50 klpd Ethanol Plant

% Project Management and Implementation % Factory Operation and Performance % Training for Factory Personnel % Financial Analysis Report % Design of Specialized equipments (JPMA Mill Coupling, Mechanical Circulator, Fibrizor, etc.)

Evaporator Station - Baramati Agro - India

Kakira Sugar - Uganda 51.5 MW Cogen

JPMA Mill Coupling

J. P. MUKHERJI & ASSOCIATES PVT. LTD. 'JYOTI HOUSE', 172 DAHANUKAR COLONY, KOTHRUD, PUNE 411 029. INDIA. TEL: +91-20-25397303 FAX: +91-20-25399287 E mail: info@jpma.org.in Web: www.jpma.org.in

PCJ Petroleum Of Jamaica feature Today theCorporation PCJ Group text to go here....Lorem ipsum dolor sit amet, includes the subsidiaries consectetur adipisicingwhich elit, sed do eiusmod Petrojam Limited, tempor incididunt ut labore operates the group’s oilet dolore magna aliqua.

Ut enim ad minim veniam, quis nostrud refinery, Petrojam Ethanol exercitation laboris Limited, theullamco marking andnisi ut aliquip ex ea commodo consequat.

Duis aute irure dolor retailing company Petcom in reprehenderit in voluptate Limited, Jamaica Aircraftvelit esse cillum dolore eu fugiat nulla pariatur.

Excepteur Refuelling Services and Wigton Windfarm Limited. sint occaecat cupidatat non proident, sunt in As culpa officia thequi name of deserunt the last mollit anim id est laborum.

Loremthe ipsum subsidiary suggests, PCJ’s dolor sit amet, consectetur elit,insed dotoeiusmod mandate wasadipisicing expanded back 1995 develop indigenous renewable energyetresources with tempor incididunt ut labore dolore magna aliqua. ad minim veniam, quis nostrud the aimUtofenim preventing adverse effects on the

exercitation ullamco laboris nisi ex environment andut toaliquip assist the ea commodo consequat.

Duisinaute irure dolor government achieving the in reprehenderitaims in voluptate esse cillum set out velit in the Jamaica dolore eu fugiat nullaSector pariatur.

Excepteur Energy Policy.

In its non roleproident, the PCJsunt is sint occaecat cupidatat in culpa qui officia deserunttomollit anim in id committed assisting est laborum. Lorem ipsum sit heavy amet, reducing the dolor nation’s consectetur adipisicing elit, sed eiusmod dependence ondoimported petroleum inet order to meet its tempor incididunt ut labore dolore magna aliqua. Ut enim ad minim veniam, quis energy requirements.

In order nostrud exercitation ullamco laboris ut to achieve this the groupnisi seeks aliquip ex ea commodo consequat.

Duis aute to diversify Jamaica’s energy portfolio has undertaken numerous irure dolorand in reprehenderit in voluptate velit esse cillumsince dolore fugiat nulla initiatives itseuformation.

In pariatur. addition Excepteur sintexploration occaecat these cupidatat non to oil and gas initiatives

J. P. MUKHERJI & ASSOCIATES PVT. LTD J. P. Mukherji & Associates Pvt. Ltd, Pune, India (JPMA) was established in the year 1972. Today JPMA is a globally known company specialising in providing engineering and consultancy services to the cane sugar industry.

JPMA’s main consultancy activities include providing feasibility study services, bankable detailed project reports, management services, assisting with the optimization of factory operations and performance improvement, training and orientation of local personnel, project management and implementation, and problem analysis and amelioration. JPMA also provides services that deliver energy efficiency improvement, optimization and balancing of existing plants for specific capacities.

JPMA was assigned by PCJ the task of studying the five state owned sugar estates in order to achieve the production of at least

73,000KL of fuel grade ethanol for replacing MTBE additive from gasoline. The study covered all five sugar estates owned by the Government of Jamaica and was designed to identify measures to turn around the heavy loss making units and transform them into commercially viable business enterprises on a long term sustainable basis. The solutions and recommendations put forward in study report subsequently defined the ways to enable the estates to operate at full capacity.

To date JPMA has successful completed projects, and has projects under execution, in a number of different countries including India, Ethiopia, Kenya, Uganda, Sudan, Morocco, Nigeria, Tanzania, Fiji, Mauritius, Mozambique, Bangladesh, Philippines, Indonesia and Sri Lanka.

E. info@jpma.org.in | www.jpma.org.in

be weekly | 69

Alternative Power Sources (APS) Limited Alternative Power Sources (APS) Limited is a fully owned Jamaican company dedicated to delivering quality services with the supply and installation of renewable energy equipment to develop the value of alternative energy sources in Jamaica and the Caribbean. APS is the leading company in Jamaica with over 350 installed systems for residential, commercial and

industrial clientele.

Our expertise in energy management encompasses residential, commercial and industrial sectors. As leaders in the field of energy management, we have pioneered the use of LED Lighting, Solar DC Pool and Water Pressure Pumps, Solar Pool Heating, Solar Water Heating and Solar Power Systems.

E. customercare@apsja.com www.apsja.com

PCJ

include extensive studies into the economic threat to its long term economic stability. It viability of peat for fuel, the construction of comes as no surprise therefore that it was hydropower plants, solar energy, biomass deemed necessary to pursue greater energy and wind energy projects, and examining efficiency and conservation opportunities in the potential of Ocean Thermal Energy the residential, commercial, industrial and Conversion (OTEC). public sectors of the economy.

Jamaica possesses one of the highest Over the last five years the PCJ has been energy intensity rates in Latin America tasked with addressing these pressing issues. and the Caribbean, with the country being Its strategy has been to implement energy audit almost totally dependent upon imported oil, recommendations in entities such as hospitals which accounts for over 90 and schools for which energy audits have been done, to percent of its total energy carry out energy audits in use. Between the years of other entities such as the 1998 and 2006 the cost of imported oil to Jamaica rose National Water Commission, astronomically from $334 to continue and enhance the The year the PCJ was million to approximately public education programme established by the on energy efficiency and $1.84 billion, a scenario Jamaican government that unquestionably poses a conservation, and to carry

1979

be weekly | 71

out energy audits in a sample of hotels and encourage hotel owners to implement energy efficiency measures.

For its part the PCJ also remains fully committed to its responsibilities towards sustainable development, a commitment it demonstrates via several means. The first of these is through communication and engagement, whereby the PCJ aims at all times to provide its internal and external clients with timely, accurate, clear objectives and complete information about its policies, programmes, project and objectives.

Public education, particularly when it comes to matters of energy, is always a priority for the group and it achieves this through various media formats, exhibition, workshops, seminars and other direct faceto-face meetings. Fundamental in its themes of communication are the promoting of the culture of energy efficiency and conservation, and educating people in the use and benefits of renewable and alternative energies.

Social responsible, safety and occupational health and environmental awareness are also core pillars of the PCJ. Fully aware of its responsibilities, it plays a significant role in community development through the awarding of scholarships, the promotion of science and technology, its contributions to

charities and its support of children’s homes and health institutions.

The group’s Safety, Health and Environmental Management System is based on the requirements of the Occupational Health and Safety Administration’s Process Safety Management System and of the Jamaica’s National Environment and Planning Agency.

The system has policies and procedures, which include the control of emergency planning

“PCJ also remains fully committed to its responsibilities towards sustainable development” 72 | be weekly

PCJ

and response, safe working practices and Industrial Hygiene Management and natural resources protection.

The latter policy also ties in with the PCJ’s principles of environmental sustainability.

Programs undertaken by the group in the past include the upgrading the Petrojam Refinery to 50,000 barrels per day to include environmental improvements such as lowering the sulphur petroleum fuels and the carbon dioxide emissions from the operations and phasing out Methyl tertiarybutyl ether (MTBE) in gasoline to the more environmental friendly ethanol enhancer.

The PCJ continues to be instrumental in not only sponsoring but also hosting various conferences and seminars that have helped to encourage dialogue among tertiary

institutions, public and private bodies and the general public. These meetings are designed to increase the awareness of the importance of developing sustainable solutions to address Jamaica’s energy situation. The PCJ has also been represented on several committees formed to provide support to national and regional growth and development. Lastly, the PCJ has made invaluable contributions to the development of Jamaica’s Energy Green Paper, 2006-2020, a paper that sets out the plan for a brighter, clean future for the Caribbean island.

For more information about Petroleum Corporation of Jamaica (PCJ) visit: www.pcj.com

be weekly | 73

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