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ACHIEVING BUSINESS EXCELLENCE ONLINE

Transport&Logistics ISSUE 5 | www.bus-ex.com

Yantian International Container Terminals:

Carrying a region forward The future looks bright after a momentous year for Yantian International Container Terminal

INCLUDING

Rwandair: Brenner Base Tunnel: DHL Africa:

ATLAS CARGO SYSTEMS LIMITED carries on

business as clearing, freight forwarding agents, transporters, haulers, packers, hirers, railway shipping and removal contractors or agents and brokers/proprietors of vehicles of all kinds howsoever propelled and aircraft of every description.

Linking the World by Road, Air, Sea & Rail

Email: administration@atlascargo.biz, operations@atlascargo.biz www.atlascargosystems.biz

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BE Transport & Logistics

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issue no.5

8 ports & shipping: 8 Yantian International Container Terminals Carrying a region forward

2013 has been a momentous year for Yantian International Container Terminal and, as Managing Director Patrick Lam explains, the future looks equally bright.

18 30

18 Maersk

Riding the waves of change

As Maersk Line’s Chief Operating Officer, Morten Engelstoft explains, despite being the largest container ship operator in the world, Maersk Group continues to steer itself forward into new areas of growth.

30 Port Everglades All part of the plan

A combination of world-class facilities and innovative leadership has made Port Everglades a powerhouse of international trade, travel and investment.

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contents

38

38 Port Authority of Jamaica Ports in a storm

Jamaica, always in a strategic trading position in the Caribbean, stands to gain importance following the latest expansion of the Panama Canal: we look at the work of the Port Authority of Jamaica (PAJ) and the implications for the strategically vital Kingston Container Terminal.

48 Al Rashed International Shipping Company

In the right place at the right time

48

The successful diversification of its business portfolio and service offering has made Al Rashed International Shipping Company one of the primary contributors towards growth across the Middle East.

logistics: 56 DHL africa

The Logistics company for Africa

DHL is the logistics market leader across Africa supporting businesses large and small in their quest to participate in the continents destiny.

56

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issue no.5

72 aviation: 72 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.

80

98

80 RwandAir

Winging to Africa’s heart

RwandAir is a young airline with a young fleet: it is making full use of Rwanda’s position to link with Africa’s capitals and beyond.

90 Namibia Airports Company Limited ( NAC) The sky is the limit

It is the vision of Namibia Airports Company Limited (NAC) to become a benchmark service provider in airport operations and management.

infrastructure: 98 BBT-SE

Fast track below the Alps

The Brenner Base Tunnel is an infrastructure project that has an historical as well as an engineering dimension.

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contents

112 Hyderabad Metro Rail Metro and more

The Hyderabad Metro Rail has pulled together the experience of cities across the world to create a mass transport system that suits India.

124 MCLI

112

A pathway of prosperity

The Maputo Corridor is just one part of a network that is key to securing Africa’s economic future with private, public, regional and continental interests in the balance.

138 Roads Authority of Namibia The road to prosperity

A non-profit, mission driven organisation, the Roads Authority of Namibia is striving to build and maintain a safe, efficient national road network that benefits the entire country.

124

146 The South African National Road Agency Limited (SANRAL ) Driving South Africa’s development

By working closely with the government, its customers and partners, The South African National Road Agency Limited (SANRAL) keeps the economic arteries of the country in a condition befitting Africa’s largest road network.

transport: 154 Jamaican Urban Transit Company A route to excellence

154

A major pillar of economic development on the Caribbean island, with passengers today making in excess of 70 million journeys on its vehicles each year.

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Carrying a reg

2013 has been a momentous y Container Terminals and, as Lam explains, the futu

written by: research by:

8 | BE Transport & Logistics

Yantian International Container Terminals

gion forward

year for Yantian International s Managing Director Patrick ure looks equally bright

Will Daynes : James Boyle

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YICT

“I

n the early 1990s, a period of time now recognised as being the dawn of China’s economic take-off, the country’s import and export industries were very much in their infantile days,” explains Patrick Lam, Managing Director of Yantian International Container Terminals (YICT). “It was against this backdrop that the Central Government and the Shenzhen Municipal Government resolved to develop a large container port at Yantian, in Guangdong Province, China.

This would become a reality when, in October 1993, the State Council approved the founding of YICT, a joint venture between Hutchison Ports Yantian Limited and Shenzhen Dongpeng Industry Company Limited, now the Yantian Port Group, which would be responsible for the construction and operations of Yantian Port.”

Now, twenty years on, YICT has developed into one of the most innovative and technologically advanced container handling facilities in the world. A natural deep-water port, it exists as the leading gateway serving import and export container traffic generated by its immediate cargo hinterlands. With a total of 16 berths and a yard area of 373 hectares, YICT has built up an extensive cargo base which attracts some 40 major shipping lines that provide approximately 100 weekly services linking to major ports worldwide.

Over the last two decades, Yantian Port’s annual throughput has risen consistently and in Lam’s opinion this can be put down to a number of key factors that continue to drive business growth. “There are a number of factors that have contributed to our success since 1993,” he continues. “These include

BE Transport & Logistics | 11

373 hectares Size of YICT’s yard area

internal qualities that we possess as well as external factors, from the fact that Yantian Port boasts the longest contiguous berth in the region and strive to deliver excellent service based on state-of-the-art terminal facilities, IT systems and a skilled workforce, to our on-going strategy to serve megavessels incorporated in port construction, facility design and terminal management system. Furthermore, we cannot forget that Yantian Port represents the gateway to the Guangdong Province trade catchment area, one of the densest manufacturing regions in the world.�

Of course more recent years have also brought with them a wildly unpredictable economic climate. One by-product of this has resulted in shipping lines widening their efforts to reduce costs and achieve economies of scale. They have attempted to do so by deploying more mega-vessels, entering into more vessel sharing agreements with other companies, and consolidating levels of traffic at large ports. So while traffic volumes through Yantian Port have steadily increased, it has not been immune to an economic climate that has helped create several unique challenges for YICT that it needs to overcome. “The trend of deploying ever large vessels is increasingly becoming the norm, presenting

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YICT

a challenge to all terminal operators,” Lam states. “YICT, however, is well-positioned for the challenge. Not only are we physically capable of servicing mega-vessels, thanks to our technical expertise, operational efficiency, state-of-the-art systems, and skilled workforce but we are also able to provide these vessels with the fast turnarounds they demand.”

YICT’s ability to respond to changing

market conditions and customer demand not only shines through in its ability to sustain high traffic volumes, but also in the countless awards and honours it has been presented with over the years.

In 2005 it was presented with the award for Best Global Container Port of the Year for 2005-2006 by the Global Institute of Logistics (GIL) in London. What made this

“YICT has developed into one of the most innovative and technologically advanced container handling facilities in the world” BE Transport & Logistics | 13

“Looking ahead, we remain convinced that southern China is still one of the most dynamic regions in the global economy�

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YICT particular award so special was that it meant that YICT was recognised by GIL as the first port operator to be awarded such an accolade, and it represented the first ever international award to be granted to a Chinese port.

In recent times YICT has been proud to accept a number of other titles and has been recognised as being among the top ten container terminals in China, the top six container terminals in intermodal services in China, and for its technical innovation in the utilisation of LNG tractors at the terminal to create sustainable tractor operations. The latter award was presented by the Container Branch of the China Ports Association.

One other award of particular note was presented to YICT in 2008. Presented by the World Health Organization and General Administration of Quality Supervision, Inspection and Quarantine of the People’s Republic of China, the International Sanitary Port award is proof positive of the standards that YICT has achieved in its efforts to become a green operator.

“Care for the environment remains a core priority for us and as such we continually review our sustainability and green practices,” Lam enthuses. “As well as being a pioneer when it comes to the use of LNG to power 260 container tractors, we have also set out to

reduce port emissions and save fuel through the use of electric power rubber-tyre gantry cranes (RTGCs). Today we have 150 of these RTGCs in use, as well as a further 19 hybrid RTGCs, which run both on both electricity and diesel, helping to reduce fuel and carbon emissions by 40 percent.”

YICT also considers itself to be something of a catalyst for community vitality. In this role it continues to contribute towards a number of worthy causes, including caring for the elderly within the community, offering summer camp placements for students from the rural areas of Southwest China’s Yunnan Province and organising summer internship programmes for local university students.

2013 has been another year of milestones for YICT, beginning on 8 January when it

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YICT officially handled its 100 millionth twentyfoot equivalent unit (TEU). Achieved in the space of 18.5 years, this feat set a new record in container port history. “This milestone follows YICT’s 2007 performance when we became the world’s first container terminal to reach an annual throughput exceeding ten million TEU,” Lam highlights.

“With ‘100 Million TEU and beyond’ as our slogan, YICT is committed to overcoming all challenges and reaching new heights in the years to come.”

YICT followed up this achievement in July 2013 when it welcomed the inaugural call of the world’s largest container vessel, the 18,000 TEU Maersk Mc-Kinney Møller. This marked the beginning of a new phase for the port, which to date has seen approximately 95 percent of the world’s super mega-vessels with carrying capacity in excess of 10,000 TEU calling in on a regular basis.

“Looking ahead,” Lam concludes, “we remain convinced that southern China is still one of the most dynamic regions in the global economy, and that the port sector, as one of the key drivers of economic growth and a gateway for exchange and communication, will remain robust for the foreseeable future.

For our part, we will continue to harness our strengths as the preferred-port-of-call for super mega-vessels and constantly create customer values through service excellence and innovations.”

For more information about Yantian International Container Terminals visit: www.yict.com.cn

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Riding the waves of change As Maersk Line’s Chief Operating Officer, Morten Engelstoft explains, despite being the largest container ship operator in the world, Maersk Group continues to steer itself forward into new areas of growth

written by: Will Daynes research by: Peter Rowlston

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Maersk

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Maersk

F

or some companies their very name has come to be synonymous with their particular area of industry.

Think mobile phones or tablets and Apple springs to mind. For oil and gas it will be BP or Royal Dutch Shell, while mention of the fast food sector immediately conjures up images of McDonalds or Burger King. While these businesses are hugely different when it comes to what they do, what they share is the fact that their strong history and track records of success have made them the leaders in their field.

The same holds true for Maersk Group, arguably the most recognisable name in the global maritime world. Made up of four core business, Maersk Line, APM Terminals, Maersk Oil and Maersk Drilling, with Services and Other Shipping set to become its fifth core business unit from 2014, the group today employs around 121,000 people across 130 countries and generated some $59 billion in revenue in 2012 alone, a figure that is all the more astounding when one considers the challenging environment the group finds itself in at present.

“Our market as it exists today is unquestionably tougher than it has been in the past,” states Maersk Line’s Chief Operating Officer, Morten Engelstoft. “At present we are witnessing a trend whereby our more mature markets are experiencing flat development, while emerging markets are slightly better, giving us a global annual growth rate of between three and four percent.”

While growth of any kind is of course welcomed, it does pale in comparison to the ten-plus percent yearly growth that the industry

BE Transport & Logistics | 21

NUTEP – Russian growth success story NUTEP (situated in Novorossiysk and owned

by DELOPORTS) is the most modern container terminal in the South of Russia • Constructed greenfield in 2004-2005 with several completed expansion projects since inception • Modern technological equipment and infrastructure • Own 5-track railway park • Throughput capacity – 350 thous. TEUs • Container turnover in 2012 – 215 thous. TEUs • 32% of container turnover of Russian ports in the Azov and Black sea basin • Plans to launch construction of a unique deepwater berth for ocean container vessels

DELOPORTS Tel.: +357 25 591 501 E-mail: deloports.com E-mail: post@deloports.com www.deloports.com

Maersk regularly experienced in the deloports years between 2002 and DELOPORTS owns and operates container, grain, oil 2007. Nevertheless, where products terminals and a bunkering services company in there is growth today there Novorossiysk. Total turnover in 2012 - 4.7 million tons. is opportunity, particularly if NUTEP is DELOPORTS’ specialized container terminal you happen to be the largest (throughput capacity - 350 thous. TEUs), which was container vessel operator built greenfield in 2000’s and thus benefits from modern equipment and infrastructure, offering a unique client on the planet. service. Execution of NUTEP’s development plans will secure “Emerging markets are its leading positions in the Russian container market. definitely the source of any MAERSK has been a partner for NUTEP since 2006. In 2011 green shoots we are coming MAERSK launched ECUMED via NUTEP - its first direct link across at the moment,” between Latin America and the Black Sea. Engelstoft continues, “with www.deloports.com Latin American, African and Intra-Asia freights all experiencing strong growth characteristics in recent years. Meanwhile, what we term our back haul business, meaning business moving from regions such as Europe into China, is also picking up well, which is a reflection on the fact that China is importing more now than it has previously.”

The reality of the situation that the container industry finds itself in today is that it is a highly fragmented market in which a vast number of players are essentially competing to offer very similar products and services. Understanding the necessity to stand out amongst such a

“Maersk Group today employs around 121,000 people across 130 countries” BE Transport & Logistics | 23

$59 Billion In revenue achieved by Maersk in 2012

crowd Maersk has focused a great deal of effort on the service it provides its clients by creating its own Customer Charter. Made up of eight key components of services that its customers themselves highlight as being most important to them, the Customer Charter provides a transparent overview of how the business is performing in these areas and what its long term targets are for improving itself further.

Another area in which Maersk is very much taking the lead is energy efficiency. The drive towards this actually began in 2007 when the group set itself a target of reducing CO2 emissions per container kilometre by 25 percent before 2020. Remarkably this figure was actually achieved eight years ahead of schedule in 2012. Maersk Line would then go on to raise the bar further by setting itself a 40 percent reduction target by 2020.

One of the more impressive examples of Maersk’s work in this field is without doubt its new Triple E class of vessels, launched in July 2013. Measuring 400 metres in length and boasting a capacity of 18,000 TEU, the Triple E vessel is the largest ever built. It will also represent one of the most energy efficient vessels on the planet, reducing CO2 emissions by around 50 percent per container moved, compared to the industry average CO2 performance on Asia-Europe trade routes.

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Maersk

“In many ways the Triple E vessel showcases the way Maersk Group undertakes a continuous process of innovation when building for the future,” Engelstoft enthuses. “It also highlights how we do not shy away from ploughing considerable amounts of capital into better, more fuel efficient vessels, what with each Triple E vessel representing $185 million in investment, $30 million of which has been spent on environment and efficiency improvements.”

By mid-2015 Maersk expects to have received delivery of the 20 Triple E vessels it has on order, each of which will be periodically deployed into the group’s network where they will replace older vessels that are operating along the Asia to Europe trade lines where much of the group’s business is currently emanating from.

Interest in these massive new additions to Maersk’s fleet has been impressive. More than 250 customers and government officials, and

“Measuring 400 metres in length and boasting a capacity of 18,000 TEU, the Triple E vessel is the largest ever built” BE Transport & Logistics | 25

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Maersk thousands of people, have participated in events in the maiden voyage ports of call; however Maersk’s attention is already turning towards applying the Triple E’s fuel and energy efficiency learnings to other Maersk Line vessels, and replicating it across the group’s different business divisions.

“Looking at the Triple E it should be immediately clear that they are built upon industry leading experience, innovation and confidence in our abilities,” Engelstoft says.

“A good example of this is the vessel’s Waste Heat Recovery System, the installation of which costs approximately $10 million per vessel alone.

The purpose of the Waste Heat Recovery System is to reduce the engine’s need for fuel and therefore its CO2 footprint. The effect is a reduction in the engine’s fuel consumption and CO2 emissions by approximately nine percent.”

This system was actually developed and perfected on earliest vessel classes, before being upgraded to become a key feature of the Triple E’s energy efficient design. It is this methodology

of building upon Maersk’s achievements that will ultimately see it further improving on the successes of the Triple E in the years ahead.

A separate development that has occurred in recent months took place in June of this year. It was then that news broke that Maersk Line, MSC Mediterranean Shipping Company and CMA CGM has agreed, subject to regulatory approval, to establish a long

“This methodology of building upon Maersk’s achievements will ultimately see it further improving on the successes of the Triple E in the years ahead” BE Transport & Logistics | 27

Maersk term operational alliance on East-West trades, called the P3 Network.

“If and when we get regulatory approval, we will operate a joint network of approximately 250 vessels with a total capacity of around 2.6 million TEU,” Engelstoft highlights. “The creation of this network will benefit all parties by providing increased cost efficiency and will also provide our customers with better frequency, increased coverage, lower CO2 footprint, and ultimately a better product.”

While 2013 will go down as a year of big achievements for Maersk Line; longer term we know that the coming months will remain challenging, with annual market growth expected to reach between four and five percent. One of the primary reasons for this will be the increase in vessel capacity set to be delivered throughout the world’s major markets. This trend however is expected to subside during 2015, meaning that the sector does still possess encouraging growth potential in the long-term.

“Our own business approach revolves around the fact that we want to grow with the market, retaining our market share,” Engelstoft concludes. “In the meantime we will continue to work to improve our bottom line by working to reduce our cost levels to among the lowest in the industry, and to deliver best-in-class customer service, all while carefully watching how the industry performs so that we can grow accordingly as the environment evolves.”

For more information about Maersk visit: www.maersk.com

BE Transport & Logistics | 29

All part of

A combination of world-class facilities Port Everglades a powerhouse of inter

written by: Will Daynes r

30 | BE Transport & Logistics

Port Everglades

f the plan

s and innovative leadership has made rnational trade, travel and investment

research by: David Brogan

BE Transport & Logistics | 31

Port Everglades

T

hough the name suggests Port Everglades has rapidly established otherwise, Port Everglades does itself as Florida leading seaport for not actually form part of the containerized cargo. Situated within the Florida Everglades, rather is it epicentre of a region that thrives on trade located on the south-eastern and tourism, it is the perfect hub and point of coast of the Florida peninsula within the entry for companies that conduct business in cities of Fort Lauderdale, Hollywood and Central and South America, the Caribbean, Dania Beach. Situated in close proximity Europe, and the Far East.

Every year more than 5.2 million tonnes to the Atlantic Ocean shipping lanes, the Florida East Coast railway, the state’s of containerized cargo moves through Port highway system and the Fort Lauderdale- Everglades and it is the port’s position that Hollywood International Airport, it serves nobody moves said cargo in and out faster. all of South Florida from Miami to Palm The reason for this is that the port is part of a Beach and Orlando. thriving global transportation Dubbed South Florida’s network, while an aggressive expansion of its facilities “powerhouse port”, Port through a multi-million Everglades is one of the most diverse seaports in the dollar capital improvements United States, among the programme has also been most active containerized key to recent growth. This cargo ports in the United programme has to date Total value of Port States and South Florida’s resulted in the port adding Everglades’ economic main seaport for petroleum new and expanded marine activity products such as gasoline cargo terminals, become the and jet fuel, and among the first in the nation to have top three cruise ports in the world. an ELMO system installed and achieving Port Everglades leverages its world- 99 percent uptime on its gantry cranes.

Ships and cargo are not Port Everglades recognized South Florida facilities and innovative leadership to drive the region’s only source of business however. Covering a economic vitality and provide the highest jurisdictional area of some 2,190 acres the port levels of service, safety, environmental also boasts office space, real estate, warehousing, stewardship and community accountability. a foreign-trade zone and more than 25,000 lineal The total value of economic activity at the feet of docks. Also, and in addition to major port is approximately $26 billion, while cruise lines, cargo and petroleum companies, more than 201,000 jobs in Florida are other ancillary industries including security impacted by it, including 11,700 individuals companies, import and export companies, who work for the companies that provide it food suppliers and steamship agents continue with direct services. to benefit from the port’s success.

$26

Billion

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Port Everglades Port Everglades Behind the growth feature of Port textEverglades to go here... is what it ipsum Lorem refers to dolor as itssit20-year amet, Master consectetur Plan, one that it updates adipisicing elit, sed every dotwo eiusmod years. The tempor plan incididunt ut labore et dolore magna aliqua. calls for on-going capital improvements that ultimately Ut enim adbenefit minimthe veniam, port’s customers quis nostrud in the cruise, cargo exercitation ullamco andlaboris petroleum nisi utindustries, aliquip ex while ea commodo 2014’sconsequat. update Duis re-emphasises aute irure dolor its determination in reprehenderit toin plot voluptate a course velit for esse expanding cillum and enhancing dolore eu fugiat existing nulla facilities pariatur.inExcepteur a manner that occaecat is economical and efficient, as well as sint cupidatat non proident, sunt environmentally in culpa qui officia responsible. deserunt mollit anim id estThe laborum.

Lorem ipsum dolor sit amet, most recent update to the Master Plan consectetur adipisicing elit, sed do eiusmod identifies a number of key parameters of port development.

These have the magna ability tempor incididunt ut include labore et dolore

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. 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

SWC SWC has served as the environmental consultant team member for master planning at Port Everglades since 2006. Work has included: • site recognizance of upland and marine Port facilities; • collecting current data on all existing submerged and emergent wetland habitats in and near the Port and entrance channel, including mangroves, seagrasses and corals; • collecting current data regarding all listed species in and near the Port, including Acropora corals, manatees, smalltooth sawfish, and wood storks; • collecting current data regarding existing and potential contamination sources on the Port property; • analyzing existing conditions and proposed Port and entrance channel expansion plans in relation to environmental impacts and permitting requirements; • assessing alternative plans for moving the conservation easement associated with expansion of the Turning Notch that includes 8.7 acres of

mangrove impacts, as well as mitigation plans; • assessing the impacts of sea level rise to future Port plans, • preparing text and illustrative figures for relevant sections of master plan documents; • extensive agency coordination and participating in agency and public involvement meetings; • addressing questions and comments from agencies and the public regarding environmental elements of plans and updates; and • preparing text to incorporate environmental sections of the finally-adopted Plan Update into the Broward County Comprehensive Plan.

Currently, SWC is assessing new proposed projects at the Port in regard to impacts on natural systems and contamination sources, and is preparing estimated pricing associated with mitigation and remediation required to accomplish these projects. www.swcinc.net

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“Behind the growth of Port Everglades is what it refers to as its 20-year Master Plan, one that it updates every two years� to berth fully laden Post-Panamax vessels carrying up to 7,000 twenty-foot equivalent container units, being able to support more and longer cargo berths with appropriate cranes, cruise berths able to handle 1,100-foot

36 | BE Transport & Logistics

ships and larger cruise terminals as well as the reconfiguration of slips to enhance efficiency and safety, upland improvements to terminals and intermodal access, and the adding of a new berth for a crushed rock/aggregate ships.

Port Everglades

Port Everglades recognizes the impact the port has, not only on its tenants and users, but also on the surrounding communities.

Addressing and resolving issues and concerns throughout the planning process have fostered an effective working relationship and consensus between the various stakeholders’ interests. It also recognises that the Master Plan is a living document and will continue to be updated accordingly in the future.

In the meantime Port Everglades is embarking on three critical expansion

projects that are projected to create as many as 7,000 new jobs regionally and support some 135,000 jobs state-wide over the next 15 years. These key expansion projects are expected to be completed over the next six years and will add up to five berths, widen and deepen the channel to 50 feet and bring freight rail into the Port.

For more information about Port Everglades visit: www.porteverglades.net

BE Transport & Logistics | 37

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Port Authority of Jamaica

Ports in

a storm

We look at the work of the Port Authority of Jamaica (PAJ) and the implications for the strategically vital Kingston Container Terminal

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

BE Transport & Logistics | 39

Port Authority of Jamaica

W

ith limited natural resources and not much in the way of large manufacturing industries Jamaica is reliant on its tourist trade, the agricultural products, notably bananas, for which it has become famous, and its service industries. Its ports are naturally the focal point of the tourist industry, however the capital Kingston is also the main trading port of the country. It is home to the strategically important Kingston Container Terminal (KCT), a facility that is expected to boost Jamaica’s importance in the region at precisely the time the regional shipping trade is being transformed by major expansion of the Panama Canal.

Within PAJ’s remit there are three major international ports - the Kingston Container Terminal, the Port of Montego Bay and the Port of Ocho Rios. The Port Authority of Jamaica acquired the Port of Montego Bay in 1986.

It is the island’s second international port.

Port Handlers Limited, a private company, manages the port through a management contract. This fiscal year the company is expected to turn over $108 million.

Owned by the Authority itself and operated by its subsidiary Kingston Container Terminal Services Ltd, the Kingston Container Terminal has established an enviable position as the premier container transhipment hub in the Caribbean. It lies on the main shipping route for traffic entering and exiting the Panama Canal. Already a major contributor to GDP growth, KCT is the feather in the Port Authority’s cap.

The Port of Kingston, as well as being

BE Transport & Logistics | 41

Coloured Fin Limited In 1989 Coloured Fin Limited was established and registered as a limited liability company in accordance with the Laws of the Republic of Trinidad and Tobago, in recognition of the growing need for towage and other services in the shipping industry in Trinidad and Tobago in particular and the wider Caribbean in general.

Coloured Fin Ltd was established with six employees headed by Chairman Capt. Stanley S. Mathurin a Master Mariner. The Company now has 300 permanent and 38 contracted employees consisting a cadre of qualified and highly experienced Masters, Navigating Officers, Engineers and Crew.

The Company, in addition to its towage, water delivery, passenger and Courier services (supplies etc.) to vessels outside the territorial waters of Trinidad and Tobago, provides line handling launches and crews at the LNG terminals at Point Fortin and Point Lisas.

The Company’s goal is to be the foremost provider of ship management, towage, passenger, water delivery, courier and sale and purchase services in the Caribbean, with a fleet of well maintained, equipped and professionally operated vessels at competitive prices.

E. info@colouredfin.com www.colouredfin.com

COLOURED FIN LIMITED Coloured Fin Limited’s services include the following: • Berthing and Unberthing • Towing and salvaging services • Line handling / Crew boats • Drill / potable water deliveries • Courier services- Charts, stores, spares etc delivered outside of territorial waters • Marine Management • Slops Removal Tel: 868 634-4834 Email: info@colouredfin.com www.colouredfin.com

Port Authority of Jamaica

the gateway to Jamaica’s capital city, is the seventh largest natural harbour in the world.

Kingston Harbour consists of an almost completely landlocked area of water, roughly ten miles long and two miles wide. Much of this water, even close to shore, is deep enough to accommodate large ships. As a result of this, over the years following its establishment in the early 17th century very many wharves and finger piers – jetties built

at right angles to the shore - were constructed within the Port of Kingston.

One of the great disadvantages of the old finger-piers was that they concentrated a large number of ships on a relatively small area of shoreline. This might have been advantageous in a harbour short of deep berths and adequate access routes, but it proved a crippling disadvantage to Kingston, whose roads leading to the harbour had not

“The widening of the Panama Canal will have a transformative effect on the regional port and shipping industry” BE Transport & Logistics | 43

Cilect Engineering Ltd

Seen

Cilect Engineering Limited began trading in 1998.

Our work today is primarily on behalf of Bauxite and Aluminia companies in Jamaica, however we have also completed work for various government agencies and private companies in the past.

We specialise in the fields of building construction, civil engineering works, rail track maintenance and consultancy. Our skilled employees are experts in carrying out crane rail thermite welding and installation, as well as other welding and fabrication based tasks.

E: cilectengineering@gmail.com

Contact us today and put your company in the spotlight!

vincent@bus-ex.com

Port Authority of Jamaica

been designed to take this kind of traffic. of which was completed in 2009. With a By the mid-1950s it was obvious that some current capacity of 2.8 million TEUs (twenty solutions would have to be found for the foot equivalent container units) the port is problems of Kingston’s port, which was ready for expansion up to 3.2 million TEUs becoming increasingly inadequate for the in its current configuration by converting rising quantity of goods flowing through it. available land into further container storage Work on the new port began in 1964. space. The site has three operating terminals, Engineering work went on throughout 1965. each of them dredged to a depth of 13 metres The first ship docked at Newport West in and equipped with the latest materials 1966 and by 1971, the old piers had mostly handling gear as well as a computer-aided been abandoned. To open Newport West, the management system for both operations and SS United States, one of the maintenance. Equipment largest ships to visit Jamaica includes 19 ship-to-shore up to that time, docked there gantry cranes, with four on February 14 1966. super Post-Panamax KCT has gone through cranes among them; 30 a number of expansions stevedoring chassis; 28 Moves at KCT in FY 2011/12 and improvements, the last yard tractors; 30 yard

977,144

BE Transport & Logistics | 45

trailers; two 4,000 horse-power tugboats; 73 straddle carriers; 24 trailer trains; four train tractors, and nine forklifts.

In 2011/12 the terminal handled a total of 977,144 moves, around ten percent short of its target and of the previous year’s performance, and this brought the opportunities to be derived from the impending Panama Canal Expansion were brought into sharp focus, said PAJ chairman Noel Hylton.

“The expansion is of seminal importance as it stands to change the characteristics of the regional containerised cargo trade.”

It will result, he predicted, in realignment of trade routes serving key markets in the western hemisphere, as shipping lines consolidate operations to seize the benefits from economies of scale and shift operating capacity to all-water services as a means of serving the North American markets. “The widening of the Panama Canal will have a transformative effect on the regional port and shipping industry and will result in the introduction of ultra-large ships and the emergence of a regional mega-hub. The expansion project will enable large vessels of up to 12,000 TEUs to access the Central America and Caribbean Region from the Far East via the Panama Canal.”

Hylton is convinced that this will result

in an increase in the average size of vessels operating across the region, with shipping lines calling at fewer ports so as to maximise the cost advantages from the enlarged ships.

“The lines have already begun to undertake steps to rationalise their operations into a single hub,” he says. “Given the Port of Kingston’s strategic geographical position, there is an immense opportunity for it to become a mega hub.”

“Given the Port of Kingston’s strategic geographical position, there is an immense opportunity for the port to become a mega hub” 46 | BE Transport & Logistics

Port Authority of Jamaica

The Port of Kingston has several strategic advantages. It is the only port in the Central American and Caribbean region that has experience in handling 10,000 TEU ships. Strategic investment over the years means that KCT in particular is now ahead of its regional competitors with larger terminal area, more ship-toshore gantry cranes and greater berthing capacity. “Kingston offers less deviation as it is ideally located on major shipping routes, specifically the North-South course from Panama to the US East Coast.” Hylton points out. “The Caribbean Transhipment Triangle – from Freeport in the North to Kingston in the West and Port of Spain in the East, indicates our strategic position for cargo exiting the Canal.”

All major works under the Fifth Phase Expansion project to lift KCT’s capacity from 1.5 million to 3.2 million TEUs have now been completed. And more land will be acquired as it is needed for operations. The expansion project that will double Panama Canal’s capacity from its current 300 million tonnes a year is due to be completed in the first half of 2015. It will boost not only PAJ’s container business but also its very important cruise market, which remained more profitable during the recession period than did its cargo volumes.

For more information about Port Authority of Jamaica visit: www.portjam.com

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In the right place a The successful diversification of its business portfolio and service offering has made Al Rashed International Shipping Company one of the primary contributors towards growth across the Middle East

written by: Will Daynes research by: James Boyle

48 | BE Transport & Logistics

Al Rashed International Shipping Company

at the right time

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Al Rashed International Shipping Company

P

roudly boasting a free and thriving economy, Kuwait stands tall amongst the top twenty richest nations on the planet. Among a number of other achievements, the Middle Eastern country has developed one of the largest shipping industries in the Arabian Gulf, within which exists Al Rashed International Shipping Company, one of, if not the leading player in the Kuwaiti marine sector.

Following the Iraqi invasion that prompted the first Gulf War, Kuwait faced the challenge of having to rebuild its infrastructure network. It was around this time that Al Rashed International Shipping Company grasped the opportunity to diversify as a business. Since then it has grown into a company which promotes itself not only as a shipping/port agent but also as freight forwarders, charterers and contractors, capable of taking on all manner of shipping requirements from specialised vessels to passenger ferries, freighters, container ships, bulk carriers and oil tankers.

“Over the last couple of years we have worked hard to increase our market share not only in Kuwait, but also in Iraq, where we were the first transport and logistics company to establish a proven freight delivery system into the country following the removal of the old regime, and into Saudi Arabia,” explains General Manager, Ravi Varrier. “Today we have some 220 people working for us in Kuwait, 300 in Iraq, and a small set of individuals operating in Saudi Arabia.”

As Varrier goes on to tell me, the company has become increasingly involved with

BE Transport & Logistics | 51

several major oil projects currently ongoing in Iraq, working alongside many of the leading international oil companies present in the region. Simultaneously, the company is handling the increasing levels of several big bulk vessels’ traffic to Iraq port(s), bringing supplies and materials from Far East and the UAE, predominantly, for use on projects currently underway in the country.

Meanwhile the company is playing a supporting role in several major projects in Kuwait, one being the construction of the new Bubiyan Port in the north-east of the country, while a contract signed eight months ago has seen Al Rashed International Shipping Company become a principal player involved in the building of Kuwait’s largest causeway bridge. These massive individual

“by being able to conduct work in many different fields at the same time we find ourselves in increasingly high demand”

52 | BE Transport & Logistics

Al Rashed International Shipping Company

undertakings are the latest to “While the growth join a Kuwait based portfolio w it ne s s e d in t he which also includes a number aforementioned countries of offshore projects. has contributed to our own Kuwait is perhaps the success, arguably the biggest perfect example of a country reason in my opinion is that is determined to spend the diversification of our Estimated offshore what is necessary to create a business and our ability to and infrastructure take on work across different brighter future for itself and investment in Kuwait its citizens, be it through business sectors,” Varrier over the next five years providing better services or by continues. “Our flexibility ensuring strong employment as a business is what makes us stand out as a company opportunities. As a matter of fact, it is estimated that over the course of and by being able to conduct work in many the next five years alone some $20 billion different fields at the same time we find will be spent in Kuwait on major offshore, ourselves in increasingly high demand. In infrastructure and other projects. turn we always strive to establish strong,

$20

Billion

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“We aim to carry on doing what we do best, whilst always looking at ways that we can expand into other key areas” long-lasting relationships with all our clients, whatever their background may be, and this gives them the confidence that we are the service provider best suited to their needs.”

The idea that the company needed to diversify was one that Varrier immediately began pursuing upon taking over the role of General Manager, however he is the first to recognise that even with a strong plan in place to expand the business it would

54 | BE Transport & Logistics

not have been possible without both the support of the company’s owners who gave a free hand to pursue this business in the right direction, and the dedicated service provided by its workforce.

“Take Saudi Arabia for example, where we have only recently started establishing a presence alongside our partners in the region with the aim of becoming more involved in the big oil and gas projects

Al Rashed International Shipping Company

occurring there,” Varrier says. “It represents a hugely exciting and growing market for us to operate and one that has such great potential for future business. Therefore it is clearly a country we hope to expand within and we can only do so by having the right people in place, after all no matter what line of work a business specialises in, it cannot hope to succeed without having the best people to drive it forward.”

Ongoing developments in Kuwait, Iraq and Saudi Arabia will no doubt continue to provide much of Al Rashed International Shipping Company’s work over the coming months, with each country requiring the support of experienced partners in the construction and delivery of ever more important oil and gas, power generation and infrastructure projects.

“In the months ahead our strategy is simple, and that is to become an increasingly important contributor to these major projects,” Varrier concludes. “Positioning yourself as a vital service provider, and subsequently maintaining said position, is a fundamental requirement for any big business wanting to grow in this part of the world. From there we aim to carry on doing what we do best, whilst always looking at ways that we can expand into other key areas. That will be key to maintaining our own success and achieving our own growth over the long-term.”

For more information about Al Rashed International Shipping Company visit: www.al-rashedgroup.com

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The Logistics com

This decade will belong to Africa, home t economies globally: DHL is the logistic supporting businesses large and small in th

written by: John O’Hanlon

56 | BE Transport & Logistics

DHL

mpany for Africa

to six of the last decade’s fastest growing cs market leader across the continent heir quest to participate in Africa’s destiny

| research by: Jeff Abbott

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DHL

W

ith its headquarters in heralded a more integrated approach to Bonn, Germany DHL Africa. As well as looking after the South is part of the massive African business division and ensuring that Deutsche Post DHL the region lives up to the brand’s service Group, which in 2012 standards he will be preparing to grow generated revenues of over €55 billion. DHL market share in the continent as a whole. is the global market leader in the logistics South Africa will continue to lead the way, industry acting as a supply chain partner acting as a benchmark for regional business to its customers in international express growth, but it needs to take a proactive stance delivery, air and ocean freight, road and rail in easing the way for new entrants to African markets, and to that it needs to consolidate its transportation and contract logistics.

DHL is rapidly becoming a household name existing continent-wide distribution networks in the over 220 countries and territories in and know how, he believes. which it has a presence, offering customers Not many MDs publicly plead insanity but superior service quality Heymans promises just that.

“When I took over the business and local knowledge to at the beginning of the year satisfy their supply chain there were two big challenges requirements. There is facing the business. The first no vertical or horizontal market these days in which was more from a cultural Aircraft operated by outsourced logistics does not and behavioural perspective DHL globally play a central role, however and that was to make sure a company like DHL plays that as an organisation we a uniquely strategic role on the African become insanely customer-centric, not just continent with its unique challenges and in South Africa but across the DHL network!” opportunities. The challenges include a lack Talk is cheap, he says. A company is judged of infrastructure and the difficulties of cross- by how it behaves. border business between a very diverse group No half measures there. The second big of countries separated by language, tradition change he wasn’t to see affects how people and different manifestations of red tape: the perceive DHL in Africa. There remains opportunity is to participate in the world’s a tendency among people to have low fastest-growing economic community. expectations of Africa, being prepared to put Earlier this year DHL appointed one of its up with a second rate standard of service, from most experienced executives to head up the creaky facilities and delivered by staff who South African business division. It was no can’t really be expected to perform as well accident that Hennie Heymans had previously as their European or American counterparts. been responsible for Central Africa and the “From our perspective the undoubted Indian Ocean Islands – the appointment difficulties of working in a developing

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Hatfield VW Commercial delivers again.

Another custom-made solution for DHL’s unique business demands.

Building on an exceptional 10-year relationship with DHL Express, Hatfield Volkswagen Commercial proves once again that service is at the heart of everything we do. With a decade of innovative vehicles, tailormade solutions and customer-service excellence, we not only meet our customers’ unique business demands, but constantly strive to exceed them.

A FORMIDABLE PARTNERSHIP As the leader in international shipping, DHL Express strives to offer the mostefficient express delivery service on the planet.

Currently holding a 48% market share, DHL Express South Africa is no exception. Having provided the majority of the DHL Express fleet over the past 10 years, Hatfield Volkswagen Commercial is proud to have played a key part in delivering the service excellence DHL is renowned for. This relationship began 10

60 | BE Transport & Logistics

years ago with Richard Whitehead, General Manager at Hatfield Volkswagen Commercial. “I picked up the yellow pages, called DHL Express and met with them around a table to discuss the opportunity of doing business together. In the meeting our Volkswagen business partners and I met Norman George, who is today Operations Director for DHL Express. We committed to a set of service level agreements and soon after that we delivered our very first order ofVolkswagen Caddy Panel Vans to DHL Express and this formed the basis of our business partnership,” states Richard. Today, Caddy Panel Vans, Crafters and Transporters make up over 95% of DHL’s courier fleet operating countrywide. In addition to providing quality vehicles, an honest relationship and delivering service excellence are the pillars of this partnership. “It’s been a privilege to be a supplier to DHL over such a long period of time, in an industry that is not always known for loyalty. I have always been frank and honest

DHL

with customers and I firmly believe that we are still doing business based on our ability and desire to maintain the service levels we committed to when we first met with DHL Express 10 years ago.

A commitment that was probably met with some scepticism,” Richard adds. Recently the DHL group implemented a global growth strategy and looked at ways to optimise a key part of the value chain - its courier fleet. Factors such as fuel efficiency, a safe and reliable vehicle, increased load capacity, ease of packing and delivery, as well as a comfortable driving cabin were key requirements to achieve its business goals. A completely customised approach was required, and once again Hatfield Volkswagen Commercial exceeded expectations.

THE CUSTOM SOLUTION Speaking to DHL Express Operations Director, Norman George, he points out, “Our decision to choose Hatfield Volkswagen Commercial was based on their service offering. We have received fantastic service from them. Since the first day that I met Richard 10 years ago, he has not changed his service or commitment. He is responsive; he exceeds what is required – his follow up is excellent – and this project was no exception.

They once again went above and beyond expectations to deliver and of course, we love their vehicles!” A fleet of 32 specially converted Volkswagen Crafter 35s in addition to 10 Crafter 50s were ordered for the new global fleet requirements for DHL Express South Africa. In addition to a host of standard features that distinguish the Volkswagen Crafter as a rugged, reliable and versatile van, the vehicles were ordered with a unique execution to accommodate many different load sizes and the specialised needs of the courier work station on the road.

A CLOSE COLLABORAT ION Working closely with the approved body builders, Sommer, based in Germany, a demo model was customised and delivered to South Africa to be assessed. Norman George outlines, “The Crafter offered a larger load space, with customised foldable shelves for stacking of parcels and an internal door between the cabin and cargo area. This means the driver will not even have to get out of the vehicle. They can simply slide open the door, walk into the load compartment, easily find the parcel stacked according to the route and make the delivery hassle free. “Based on the demo model we received, we were able to put our new optimised system through its paces. We put the demo Crafter into the field to assess how effective the customisations would be. Our drivers found that the additional space, foldable shelving system and the internal door, helped improve their time dramatically. Our drivers were able

“Hatfield Volkswagen Commercial once again went above and beyond expectations to deliver and of course, we love their vehicles!”

to meet the new target of three runs per day. We also found that the more efficient stacking of parcels on foldable shelves meant that queries about parcels en route could be answered much easier by the drivers.”

A NEW FLEET DELIVERED On 2 November 2013, the first customised Crafter 35s, complete with full customised specifications, landed in South Africa. The vehicles with full DHL Express branding were officially handed over to DHL Express in Isando and by the end of January 2014 the entire fleet of 42 Crafters were delivered to DHL Express depots in Cape Town, Durban and Gauteng.

Hatfield Volkswagen Commercial in partnership with Volkswagen South Africa and Sommer delivered this custommade fleet in just five months. Always professional and dedicated, Hatfield Volkswagen Commercial successfully provided a large scale tailormade solution, proving once again that outstanding service comes standard.

Hatfield VW Commercial Division of Hatfield Holdings Pty (Ltd) 1177 Pretorius Street Cnr Jan Shoba (formerlyDuncan Street), PO Box 13643, Hatfield, Pretoria.

Telephone +27 (0) 12 431 6400 Fax +27 (0) 86 683 0238 Mobile +27 (0) 82 443 6626

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Employment Law, Benefits and Industrial Relations Tel: 011 783 8711 | Fax: 011 783 8716 Email: rharper@wecan.co.za | www.cowanharper.co.za

• Drafting of Restraint of Trade and Confidentiality Agreements as well as dealing with disputes and litigation on those issues • Executive disputes and executive separation agreements and litigation • Strategic advice on collective bargaining issues, including the managing of difficult unions • Restructuring and retrenchment exercises • Transfers of undertaking / services agreements including advice on the strategic aspects of section 197 arrangements • Employment equity and affirmative action strategies and compliance and discrimination disputes as well as litigation and strategic advice on those issues • Drafting of Contracts of Employment and resolution of disputes on those contracts and fixed term contracts and Labour Broker arrangements • Labour Court Reviews and Appeals in the various courts • Unfair dismissal disputes and litigation • Performance management issues and disputes • Employment law banking issues including FAIS and legislative inter-relationships • Drafting of Recognition and Collective Agreements • Drafting of advanced disciplinary codes and procedures, grievance, performance and other policies and procedures and recruitment policies • Drafting of private dispute resolution agreements • Drafting of Labour Broker, service and sub-contractor agreements • Advice on application of Occupational Health and Safety Act and the Health and Safety Regulations including the Construction Regulations and representing clients at Health and Safety enquiries • Drafting of Project Labour Agreements • CCMA and Bargaining Council dispute resolution • Labour arbitrations • Advise on retirement fund, medical and other benefits and restructuring of benefits • Unfair Labour practices and Benefits disputes and litigation; • Advice on all labour statutes including the LRA, BCEA, EEA, Protected Disclosures Act, Pension Funds Act and Workmen’s Compensation Act • Incapacity disputes and litigation; • Fraud and dishonesty investigations where we work closely with forensic units • Executive employment contracts and company bonus, incentive and productivity schemes and agreements • On inter-related tax issues we work with leading tax advisors • General Employment law advice on strategy, tactics, employment statutes and disputes in the SADEC countries • Facilitation and mediation services

DHL continent is not an excuse.

Cowan-Harper Attorneys We must make sure our Employment Law, Benefits and Industrial Relations facilities across Africa are of Department Profile. first world standards.” This Cowan-Harper Attorneys led by its employment law year alone, he reveals, DHL partners, Rod Harper and Osborne Molatudi, and other has in South Africa invested members of the employment law and benefits team have more than in the five had a highly successful working relationship with DHL. Over a period of 25 years in litigious matters and as a result preceding years together. of that association, DHL has never suffered a defeat during “We have really put our legal proceedings. money where our mouth is.”

Cowan-Harper Attorneys have also assisted DHL in relation Some of this money has to establishing sound industrial relations structures and gone into upgrading DHL’s appropriate collective bargaining agreements and contracts African fleet and making of employment and when necessary directly assisted DHL sure the facilities are all when dealing with Unions.

We believe that the employment law policies and equipped with the newest procedures and industrial systems implemented at technology. One of the key DHL have assisted in promoting a productive working measurables for a logistics environment conducive to the overall success of DHL. We company is transit time, and are proud of our association with DHL. the efficacy of investment www.cowenharper.co.za and technology is whether it improves the customer experience in this important respect, but don’t forget that DHL has more capacity on the ground, whether in the form of trucks or the 250-plus aircraft operated

by DHL Aviation globally. There has been investment to make sure we have enough capacity to serve the growing African markets, and that investment will continue, promises Heymans.

220 Territories where DHL is present

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DHL

It’s widely agreed that the small and medium enterprises are the ones that have pegged back unemployment and driven the economic recovery in Europe, and the same is true of South Africa. One of his priorities is to grow DHL’s penetration and market share in the crucial SME sector, which is at once the most dynamic but also the fastest growing, with many businesses champing at the opportunity to expand into Africa. “These

customers are looking for a reliable partner and they are looking for experience.” DHL certainly has the experience, having been on the continent for more than 30 years, says Heymans. “Nobody knows Africa like we do. Nobody has the relationships and the understanding that we have at a local level ‘thinking globally and acting locally.’ We take that experience and expertise across to our customers as their logistics partner: we sit

“Nobody has the relationships and the understanding that we have at a local level ‘thinking globally and acting locally’” BE Transport & Logistics | 65

“Our role is to be a responsible logistics partner, taking much of the pain out of the process of exporting” down in think tank sessions, we share that experience and come up with the best possible advice on how to expand their markets.”

While they are keen to expand, many SMEs are held back by fear of the unknown.

Expansion can be daunting, and there are cautionary tales of companies that have overextended themselves and failed. What should

66 | BE Transport & Logistics

you think about when you start exporting?

Which countries do you go into first? And how do you go about identifying the key customer groups in that market? “Our role is to be a responsible logistics partner, taking much of the pain out of the process of exporting. We try to play a role as a thought leader in these conversations,” he says.

DHL

With DHL on board as their partner, companies that don’t have the in-house expertise to handle forwarding, customs paperwork and the different ways things are done in different jurisdictions can gain that expertise as part of the package and become part of wider trade networks at the same time. For example, he and his DHL UK counterpart MD Phil Couchman have been having discussions with the Chambers of Commerce in both countries with the common goal of adding value for the SMEs. Of course DHL is not the only player in this market. It is in a privileged position being the market leader by a wide margin, but that does not mean the company can rest on its laurels,

he acknowledges: “We have to work hard all the time to deliver a shorter transit time and better service than those competitors.”

The latest new entrant, aggressively seeking to capture market share was Dubai-based Aramex, which entered South Africa via acquisition of local company Berco Express.

For Heymans this just serves to confirm his conviction that the market is buoyant. “We will carry on putting in the investment to increase the gap between us and our nearest competitors.”

Meanwhile some sectors are doing better than other. Manufacturing continues to languish, but healthcare is booming as is technology. “We will make sure we continue

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CuraFin ManCo creates, delivers and managed Business Partner Programmes using traditional asset finance tools, fleet and fuel management technology and our in-house, Go-Motion, online, interactive billing platform.

Our focus is to assist corporations unlock efficiencies, potential and maximum productivity through innovative application of our empowerment model.

Telephone: 011-708 1007 | Email: info@curafinmanco.co.za | www.curafinmanco.co.za

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

DHL with our investment in Curafin Manco knowledge and infrastructure Our core business centres on providing profitable and cost relating to these sectors and effective solutions to our customers (the sponsor company) growing them aggressively.” through combining all aspects of total outsourced A little less predictably, fleet management. We provide business solutions and South Africa’s agricultural management support to our customers regarding the businesses have stimulated a various elements when dealing with and structuring OwnerDriver Programmes. CuraFin ManCo is based in Fourways, spike in new enquiries as they Gauteng, but our reach spreads to Pretoria, Bloemfontein, look to establish businesses in Mpumalanga, Polokwane, Durban, Port Elizabeth, East neighbouring countries and London and Cape Town. further afield. Many countries www.curafinmanco.co.za seek to protect their industry by restricting imports. That means a company wanting to expand has to build operations with an indigenous partner, creating a whole new supply chain involving both countries.

However resources are currently the big driver for inward investment. DHL may not be exporting bulk ore but the supporting services round the mining, and O&G industries is a huge business in its own right. “Many of the operations are in remote places, often with only seasonal roads or no roads at all,” says Hennie Heymans.

“Our ability to fly into these places is a big differentiator for us in sub-Saharan Africa.”

With its hub at Johannesburg’s OR Tambo International Airport DHL can support year round operations in resource rich areas like

“Our ability to fly into remote places is a big differentiator for us in sub-Saharan Africa” BE Transport & Logistics | 69

“To get the border crossings open 24/7 would represent a paradigm shift that does not require much investment” northern Mozambique. “The infrastructure north of Maputo is nonexistent, and the ability to fly an aircraft in becomes critical – it is one of our biggest differentiators and one we guard jealously!”

It’s one thing to be insanely customercentric oneself, but it would be a great

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Christmas present for him if the customs authorities in Africa could lose their senses in the same direction! On the one hand these agencies play a critical role in safeguarding the jurisdiction they serve but if they want business to invest they need to balance that role with that of becoming an enabler

DHL

as much as a gatekeeper. He says it with feeling: “If we could change that mindset it would make a huge difference and see Africa’s economy leap forward. If your goods are still in transit for five to twelve days because of customs delays, it feeds back into cash flow and cost of investment. To get the border crossings open 24/7 would represent a paradigm shift that does not require much investment.”

The red tape holding up trucks and goods awaiting clearance at airports are one reason that transportation in Africa can cost up to six times as much as in Europe. Nevertheless he looks forward to 2014 and to his job of

making sure this year’s significant financial investment translates into yet better service and a better customer experience. In 2013 DHL South Africa was named by Deloitte the best company to work for, at the same time achieving double-digit growth in a sluggish economic environment. “I am immensely proud of that and I have no doubt that as we continue the journey from good to great that achievement will benefit our customers.”

For more information about DHL visit: www.dhl.com

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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

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American General Supplies ( AGS)

flying

General re parts

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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

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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” 76 | BE Transport & Logistics

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

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“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”

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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

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Winging to Africa’s heart RwandAir is a young airline with a young fleet: it is making full use of Rwanda’s position to link with Africa’s capitals and beyond

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

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RwandAir

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R

wanda may be one of Africa’s smallest nations, and one with an unenviable recent history to say the least, but since its now President Paul Kagame was elected in 2003 it has experienced a decade of relative peace and security. This has enabled Rwanda to take advantage of its strategic location within the African continent. ‘Landlocked’ can also mean ‘central’: Rwanda is situated at the heart of Africa, and therefore well placed to act as a hub for regional air traffic

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The country’s new national carrier began operations on 1st December 2002 under the name RwandAir Express, with passenger transportation as its primary activity though it held a concession to carry out airport ground handling of freight at Kigali International airport, Kanombe, as an ancillary activity.

In March 2009, following a tragic accident at Kanombe, it was decided that the airline would stop being a fleet borrower and become a fleet owner and operator. To mark the change of direction the company changed its name to RwandAir.

RwandAir

Since 2009, RwandAir has built a reputation as a reliable timekeeper that offers affordable fares to most capital cities in eastern Africa while operating a young, state-of-the-art fleet. Passenger numbers have just about doubled each year as the airline acquired new aircraft and opened new destinations. Today the airline operates a fleet of seven aeroplanes made up of two Boeing 737-800 NG series planes with a capacity for 154 business and economy class passengers, two Boeing 737-700s seating 120, two Bombardier 75-seater CRJ900

NextGen and a Bombardier Dash 8-200.

RwandAir was the first African carrier to fly the 737-800 NG with its interior mood lighting and enhanced ‘Sky’ interior design.

This aircraft offers a much higher operating range capability than was previously available, in the region of 6,000 kilometres.

RwandAir is now able to offer direct flights to south-western Europe, Asia Minor and Southeast Asia as well as the Middle East and any number of West African destinations.

In April this year Bombardier Aerospace and RwandAir announced that a purchase

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RwandAir agreement for one Q400 Oando Marketing NextGen turboprop airliner Oando Marketing is Nigeria’s leading petroleum retailer, at a cost of approximately distributing 1-in-5 litres of petroleum products sold in $33 million. “As demand Nigeria. It also supplies jet fuel to local and international for domestic and regional airlines in search of efficient aircraft refueling services. travel in Africa accelerates, A subsidiary of Oando PLC, Oando Marketing delivers our 67-seat, dual-class Q400 excellent service by leveraging a variety of operational strengths. These include skilled staff, presence at Nigeria’s NextGen aircraft will ensure key international airports, fleet of ultra-modern aircraft RwandAir is well positioned refuellers and strategic partnerships to provide services to offer increased capacity across West Africa, most recently with GOIL in Ghana. on popular routes that are Oando is ISO 9001: 2008 certified, a member of Joint being opened and serviced Inspection Group (JIG) and a Strategic Partner of IATA. with our 37-seat Bombardier www.oandopic.com Dash 8-200 aircraft,” said John Mirenge, RwandAir’s Chief Executive Officer. “The Q400 NextGen turboprop is the right aircraft to develop our domestic and regional market and to firmly support RwandAir on our path towards growth and increased profitability.”

Stressing the importance of getting fleet selection right for the passenger profile that RwandAir is targeting, he added: “We are also complementing our new dual-class Bombardier CRJ900 NextGen regional jets by offering similar cabin amenities on the Q400 NextGen aircraft, providing for a seamless passenger service between the two aircraft models and aligning our total fleet strategy towards a unified passenger experience. We

“Africa is not short of people who want to fly” BE Transport & Logistics | 85

As pioneers in oil trading, we are constantly expanding our scope of operations to provide fuel, consultation and related support services to our global client base. Major services provided by Royal Petrol are listed below: • Royal Aviation • Royal Lubricants • Oil and Petroleum Trading • Consultation Service • Financial Solutions • Into Plane Negotiation and Inventory Fuel Programs www.royalpetrolco.com

DO THE RIGHT THING RIGHT THE FIRST TIME AND ON TIME!

Kenya Airways Technical offers maintenance services to Kenya Airways and third party airline aircrafts and aircraft components guaranteeing world class service, quality and on time performance.

We provide the following services: • Base Maintenance for A and C-checks and aircraft modifications • Line Maintenance for

Transit, Daily, 48Hour and weekly checks • Components maintenance in Technical Workshops • Technical Services including Engineering, Planning, Training and Quality Assurance.

Kenya Airways Technical is currently responsible for the maintenance of RwandAir aircrafts in Nairobi, Mombasa, Lagos and Accra stations.

Email: technical.sales@kenya-airways.com Telephone: +254-20-6422097 | www.kqmro.com

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RwandAir are developing the RwandAir brand and we are gaining Royal Petrol is a worldwide fuel service company, which momentum in the region has proven itself as the leader in the industry for trading of through selection of the right lubricants and various petroleum products,bunkering and aircraft and right services for aircraft refueling. After being the preferred fuel provider our growing market.� in the Middle East, Africa and Asia for years, Royal Petrol This is a well-tried plane. is today globally recognized for its distinguished service standards and worldwide reach. As pioneers in oil trading, RwandAir will become the we are constantly expanding our scope of operations to 12th operator of Q400 and provide fuel, consultation and related support services to Q400 NextGen aircraft in our global client base.

Africa, and its Q400 NextGen www.royalpetrolco.com aircraft will join more than 40 Q400 and Q400 NextGen aircraft that are already in service with, or have been ordered by, eleven operators in nine countries in Africa. Now RwandAir serves most East African Community (EAC) capital cities with daily flights and flies to Johannesburg and Dubai three times a week.

Recently it introduced flights to Lagos in Nigeria, Libreville in Gabon and to Brazzaville in the Republic of Congo. Current destinations include Nairobi, Entebbe, Mombasa, Bujumbura, Dar es Salaam, Kilimanjaro, Johannesburg, Brazzaville and Dubai.

In 2012 RwandAir launched direct flights to Mwanza, Tanzania’s second largest city and a key centre for the mining and minerals industry. Until then there were no direct flights between Kigali and Mwanza and passengers

Royal Petrol

$33 million Cost of new Bombardier Q400

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“We are in the heart of Africa and almost every other African country is between three and four hours’ flight time from Kigali” had to travel via Dar es Salaam. Additionally the company has codeshare agreements (a form of aviation industry arrangement where two or more airlines share the same flight) with SN Brussels on the Kigali-Brussels sector and Ethiopian Airlines on the Kigali-Addis Ababa sector. In February 2013, Mirenge announced that the airline would soon add Accra, Cape Town, Harare, Juba and Zanzibar to its list of destinations.

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John Mirenge, himself a Rwandan citizen, was appointed CEO of RwandAir in October 2010. A graduate of Uganda’s Makerere University he is also Chairman of Tristar Investments and Prime Holdings, a government-owned investment company, and a director of The Rwanda Investment Promotion Agency. From 2008 until 2011 he also served as a non-executive director of the South African power

RwandAir

utility Eskom. Under his leadership the company has broadened its horizons.

Keeping up passenger numbers is not the primary problem for a growing carrier like RwandAir, he says. “Africa is not short of people who want to fly. But over the last 18 months we have developed our strategy and stopped thinking like a small airline.

We have decided that rather than just meeting existing demand we need to go out and create it. We want to be a catalyst for air transport in the region, stimulating the market and demonstrating that flying is not something reserved for the well-off.”

He would like to see Kigali become a mini-hub within Africa; and this is no fanciful vision. “We are in the heart of Africa and almost every other African country is

between three and four hours’ flight time from Kigali,” he points out. Apart from the codeshares it already has in place, RwandAir signed an agreement with Turkish Airlines two years ago that extends the African carrier’s reach into Asia, particularly South East Asia, as well as other international destinations including North America. With a young and competitive fleet, RwandAir is now in a much better position to realise Kigali’s potential and its aspiration to become what has been describes as the economic turntable where east meets west.

For more information about RwandAir visit: www.rwandair.com

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Namibia Airports Company Limited (NAC)

The sky is the limit Existing at the heart of one of Africa’s most exciting epicentres of aviation growth, it is the vision of Namibia Airports Company Limited (NAC) to become a benchmark service provider in airport operations and management

written by: Will Daynes research by: Robert Hodgson

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Namibia Airports Company Limited (NAC)

S

haring its borders with the is the country’s only international airport Kalahari Desert and the South serving more than 640,000 passengers and Atlantic Ocean, Namibia is one handling 14,000 aircraft movements a year. of the youngest countries in Each of NAC’s other airports all contribute Africa and as such enjoys vast something special to Namibia’s economic potential for future prosperity. Since gaining growth, with Eros Airport recognised as independence in March 1990, Namibia has the country’s hub for general and leisure successful transitioned into a multiparty aviation, Keetmanshoop Airport being the democracy with an estimated annual GDP home of the Namibia Aviation Training per capita of $5,828.

Academy (NATA) and Katima Mulilo Airport Despite the remote nature of the much of representing the gateway to the tropical the country, Namibia is unique in comparison Caprivi region, a huge area of interest for to other developing African nations in tourists, to name a few examples.

A mong it s key that it boasts world-class responsibilities the NAC aviation facilities, with oversees the provision and airports, admittedly many of them unpaved, in almost maintenance of all terminal buildings, check-in counters, every major city.

In the pursuit of building flight information display one of the continent’s most boards, baggage conveyor efficient and advanced belts and sorting systems, Served annually by aviation sectors, Namibia airfield navigational and Hosea Kutako Airports Company Limited visual aids equipment, International Airport (NAC) was created. A baggage trolleys and even public car parking.

100 percent state owned enterprise, which functions autonomously The company’s revenue streams come under a Board of Directors, appointed from two basic sources, these being by the Minister of Works and Transport aeronautical revenue and non-aeronautical in his capacity as the portfolio Minister, revenue. The former refers to the airside and the vision of the NAC is to recognised as aircraft related revenue that is derived from a world-class service provider in airport landing and parking fees, passenger fees operations and management. and ground handling fees. Meanwhile, nonToday the NAC owns and manages eight aeronautical revenues come from landside airports, Hosea Kutako International Airport, and commercial activities such as property Eros Airport, Walvis Bay Airport, Lüderitz and land leases or rents, concessionaires and Airport, Keetmanshoop Airport, Ondangwa motor-vehicle parking charges.

Airport, Rundu Airport and Katima Mulilo The NAC develops and manages its Airport. Hosea Kutako International Airport airports on sound business principles with

640,000 passengers

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Contact us: +26 461 222067/222111

Namibia Airports Company Limited (NAC) due consideration paid to the Windhoek Transfers, Tours and Rentals interest of its stakeholders.

We take you away from your daily routine, to experience a Its main operational truly African Transport/Tours with our friendly drivers. We partners and clientele also organize ‘design-your-own’ private safaris for small comprise airlines or aircraft groups and individuals depending on duration and interest, operators, ground handling for you to discover and experience the timeless beauty agents, gover n ment of our landscapes and scenery and the great variety of indigenous wildlife of Namibia. agencies, private retailers We offer Transport/Tours to the Western, Northern and concessionaires licensed and Southern regions of Namibia for pairs and groups to operate at its airports. throughout Namibia.

A member of the www.namibiatours.com.na International Civil Aviation Orga n isat ion (IC AO), Airports Council International (ACI) and the International Air Cargo Association (TIACA), the NAC is also a national corporate member of the Namibia Chamber of Commerce & Industry (NCCI), and given its central role in the tourism sector, the NAC has representation on the Marketing Committee of the Namibia Tourism Board.

The NAC recognises the need for a strategic corporate focus to better enable it to serve its clients and improve its financial sustainability. The company is guided by a high standard of ethics and integrity in dealing with its stakeholders. Consequently the Airports Company Act, Act 25 of 1998, Namibia’s Vision 2030 and Performance Agreement with the shareholder guide

“Namibia is unique in comparison to other developing African nations in that it boasts world-class aviation facilities” BE Transport & Logistics | 95

its strategy, in addition to other industry benchmarks and guidelines.

Key focus areas for the NAC now and for the immediate future include the on-going modernisation of its infrastructure and technologies, achieving both aeronautical and commercial revenue growth, bringing in cost efficient processes and the

continuous development of human capital.

The coming months and years will no doubt also see the company improving further still its impressive corporate social responsibility (CSR) efforts. The NAC has long recognised the considerable role it has to play in the socio-economic growth of Namibia as a whole and as such it has

“The NAC values the importance of developing and maintaining good infrastructure and facilities to maintain world-class standards�

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Namibia Airports Company Limited (NAC)

initiated a comprehensive CSR programme targeting a number of key themes. These include environmental protection, the promoting of tourism, providing educational improvement, industry-related social investment and nation building endeavours.

The NAC values the importance of developing and maintaining good infrastructure and facilities at its airports to maintain world-class standards. In line with its long-term growth strategy, the company has been undertaking several

strategic infrastructure and commercial development projects with the aim of improving its overall service delivery. As these projects are completed they will add yet another dimension to the upward growth of one of the country’s more important industries.

For more information about Namibia Airports Company Limited (NAC) visit: www.airports.com.na

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BBT-SE

Fast track below the Alps The Brenner Base Tunnel is one of those infrastructure projects that has an historical as well as an engineering dimension – symbolizing cross border collaboration as much as a free market in Europe

written by: John O’Hanlon research by: Abi Abagun

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BBT-SE

T

he Alps are Europe’s great natural boundary, cutting Italy off from the rest of the continent. Getting from one side to the other whether for purposes of travel, war or trade has been a headache ever since ‘the iceman’ Ötzi lost his life 5,000 years ago on the Fineilspitze, not 20 miles to the east of the Brenner pass.

The Brenner was not used for regular traffic until the second century AD and remained a very minor crossing right up to the late 18th century when Maria Theresa caused a road to be built. It is however the lowest of the six major Alpine passes, which is why it was chosen as the route for the Brenner Railway from Innsbruck in Austria to Bolzano and Verona in Italy. However the railway still has to climb to fairly dizzying heights, reaching 1,371 metres at its highest point, on the border between Italy and Austria and overcoming the gradient by means of two spiral tunnels.

That means it is a slow route, exacerbated by the need to change engines.

Goods traffic between northern and southern Europe is constantly increasing and it is the goal for much of this traffic to be transferred from road to rail to protect the sensitive Alpine environment, which is a global heritage. The case for creating a ‘flat’ rail link, along which more of this freight can travel became compelling as long ago as 1971 when the International Union of Railways (UIC) commissioned a study for a new Brenner railway with a ‘base tunnel’ – a term which is a direct translation of the German ‘Basistunnel.’ By 1989 three feasibility studies had been drawn up which formed the basis

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Technological Partners:

BRENNERCOM. THE CLOUD REVOLUTION YOU CAN TOUCH. 3 SERVER FARMS 3 COUNTRIES ITALY, AUSTRIA, GERMANY 6 CITIES BOLZANO, TRENTO, VERONA, MILAN, INNSBRUCK, MUNICH

www.bcloud.brennercom.it

Südtirol • Alto Adige

Brennercom A fiber-optic network straddling the Alps: Brennercom brings high-speed data to BBT

the most dynamic in the European economy.

Thanks to this transmission “backbone”, the offices and construction site of the BBT can “Lighting up” the work in the Brenner Basis use a fiber-optic access network (FTTH) Tunnel (BBT) is a fiber-optic data network, with a speed of 100 Mbit/s or a radio link at provided by Brennercom that allows 30 Mbit/s, achieved with MPLS technology, communications between the south side and which optimises the flow of administrative and the north side along the route between Bolzano technical information. and Innsbruck, where the offices of BBT are Brennercom has been present in the regional (voice connection is also provided in Bolzano) market since 1998 and is now increasing and between the two tunnel portals of Fortezza the range of services it offers to a wider / Franzensfeste and the intermediate one of geographical area. Optical networks, DSL Stafflach - Wolf. The operator of reference or, in areas with more difficult accessibility, for the enterprise market in Trentino - Alto radio links allow broadband services and the Adige as well as the Cloud Service Provider, necessary data infrastructure to be given to Brennercom has its head offices in Bolzano a large customer base, which numbers over and other offices in Trento, Verona, Milan, as 7,000 companies and government agencies, well as subsidiaries in Austria (Innsbruck) and providing, amongst other things, several Germany (Munich): all “nodes” in a high-speed business parks. fiber-optic transmission network that connects Top-level communication networks and IT a large transnational area which is one of services find a new synergy in Brennercom.

The three new-generation data centres in Bolzano, Trento and Innsbruck, connected by one of the fastest transmission networks in the whole of Europe, are at the base of the innovative range of solutions based on the cloud computing model. Company clients can thus access data processing and storage as well as connectivity resources in a flexible and “tailored” way, with the additional guarantee of having information totally protected, thanks to top-level technology platforms, partnerships with the most authoritative international brands, international certifications and support by qualified personnel.

Dr. Karl Manfredi, CEO

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www.brennercom.it

BBT-SE

for further planning of the Brenner Base under construction or actually operational.

Tunnel, however it wasn’t until 2004 that The only way to create a high-speed line BBT-SE, the Austro-Italian company that is across the Alps was to tunnel below them: building the tunnel, was formed. the maximum elevation above sea level is just The BBT is much more than just a tunnel 794 metres and the steepest incline just 6.7 through a mountain. The ₏8.5 billion degrees. The BBT is 55 kilometres long from Fortezza in Italy to Innsbruck project, funded by the EU and the Austrian and Italian North, however if you add it governments, is the main to an existing section built element of the new Brenner in 1994 that bypasses the railway from Munich to city emerging at Tulfes, Verona. It is a key link in the the tunnel is 64 kilometres priority EU project to create a in length, making it the 2,200-kilometre railway axis longest underground railway between Berlin in Germany connection in the world.

Cubic feet of soil and Palermo in Sicily. Three Professor Konrad extracted quarters of this axis is already Bergmeister was appointed

17

million

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RENAISSANCE Construction - INFRASTRUKTUR: Untertagebau | Kraftwerksbau | Bahnbau

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RENAISSANCE CONSTRUCTION

The RENAISSANCE Group was founded in 1993 in St. Petersburg and has delivered more than 430 turnkey projects with more than seven million square feet of enclosed space and is one of the leading construction companies in Europe. The current order backlog exceeds five billion dollars with a workforce of over 30’000 employees in eleven countries.

The focus of the RENAISSANCE is the construction of shopping centers, office buildings, hotels, chemical and petrochemical plants as well as hydro and wind power plants. The youngest division of the RENAISSANCE Group

is the infrastructure sector (mining, railway construction).

The RENAISSANCE Construction GmbH Hergiswil with about 130 employees, has been instrumental participating since 2001 in the construction of the longest railway tunnel in the world – the Gotthard Base Tunnel in Switzerland, and since 2008 also the railway equipment of this century project is running significantly.This provides the basis for the development in the area of infrastructure.

E. info@rencons.ch www.rencons.ch

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Management and design Offering integrated engineering services to the most demanding and qualified clients who are acutely aware of the need for careful design and planning to complete the work within budget and on time.

T. +390471099521 E. info@3m-engineering.it www.3m-engineering.it

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vincent@bus-ex.com 108 | BE Transport & Logistics

of the other two. Connecting tunnels link the main tubes ever 330 metres, providing a high level of accessibility-and security.

The exploration tunnel will be valuable as a drainage and service asset (it lies twelve metres below the main tunnels) once the other two have been built using a combination of blasting and tunnel boring, depending on circumstances, though 70 percent will be excavated using TBMs. The main reason for driving a pilot tunnel was a geological one, Bergmeister explains. “Though we know a lot about the geology of the Alps, it was impossible to know exactly what rock conditions we would encounter. The tunnel has to cross something called the periadriatic fault, or seam: we know it is there but at that depth we don’t know exactly how it behaves.�

BBT-SE

“We have turned to the most innovative technologies and materials in designing this tunnel for a lifetime of more than 200 years!”

The exploratory tunnel is important to obtain further information about the inside of the mountain and therefore plan the construction of the main tubes with a higher degree of precision, he emphasises. “Such geological information as we started with was based on preliminary studies that have been going on for decades. More than 34 kilometres of drilling was done, in which over 27,000 cubic metres of stone were removed

from the mountain, to evaluate the rock mass along the planned tunnel route.”

During construction the spoil from the main tunnels will be removed through the exploratory tunnel, speeding up the latter stages considerably. “We are removing all the spoil from the main tunnels through the exploratory: it is moved all the way to the discharge site using a series of conveyors and no trucking will be involved,” says

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BBT-SE Bergmeister. In all there will be 17 million cubic feet of spoil to be disposed of, and this will come out through four access tunnels, of which the ones nearest the Austrian and Italian ends are already complete. The 1.3 kilometre Ampass access tunnel and the 2.4 kilometre Ahrental access, together with about a quarter of the exploratory tunnel on the Austrian side, have been completed.

The Wolf access tunnel was the last to be put out for tender for an estimated contract sum of 140 million earlier this year, and is now progressing well. This is also the longest, at four kilometres.

Currently, completion of the exploratory tunnel early in 2014 is a priority. TBMs capable of advancing 30 metres a day stabilise the ground as they go using piles and special grouting, and the tunnel is lined with 20 centimetre thick segments manufactured off site using a steam system that accelerates setting. The cutters mounted on the face of the TBM cut the rock into chips which go into a hopper that drops them onto a conveyor belt at speeds up to 700 cubic metres per hour.

The Brenner Base Tunnel will change the face of Europe’s infrastructure forever, says Konrad Bergmeister. “We have turned to the most innovative technologies and materials in designing this tunnel for a lifetime of more than 200 years!� he says. As a world authority in concrete engineering, his word is to be believed.

For more information about BBT-SE visit: www.bbt-se.com

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Met

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Hyderabad Metro Rail

Metro and more The Hyderabad Metro Rail has pulled together the experience of cities across the world to create a mass transport system that suits India

written by: John O’Hanlon research by: Abi Abagun

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Aesthetic construction of Hyderabad Metro Rail elevated viaduct

Hyderabad Metro Rail

H

yderabad, the capital city of Andhra Pradesh, sits on the banks of the Musi River to the north of the Deccan Plateau.

With a metropolitan population approaching eight million people it is the fifth most populous city in India. India’s cities generally experience the same challenges of traffic, pollution, pressure on services and the like as those in other parts of the world, but they have their unique characteristics as well according to the Managing Director of Hyderabad Metro Rail Limited NVS Reddy.

For one thing, they tend not to have sidewalks – life at ground level can be chaotic!

That’s why it was a good idea to devise an elevated rapid transit system for the city.

Congestion was bad, and the lack of transport efficiency of this city, which is a powerhouse of India’s burgeoning pharmaceutical and IT sectors, was holding it back. The project was initially launched in 2008 as a pubicprivate partnership (PPP), the largest in the world. In 2010 following an abortive initial bidding round, the Concessionaire (Design, Fund, Build, Operate & Transfer) contract was awarded to Larsen and Toubro, India’s largest, most respected and diverse engineering, construction and infrastructure organisation. Chief Executive & Managing Director of L&T Metro Rail (Hyderabad) Ltd (LTMHRL) is Vivek Bhaskar Gadgil, who is clear about the challenges of delivering such a massive project but along with Mr Reddy, delighted that it was awarded the accolade of “Global Engineering Project of the Year” at the Global Infrastructure Forum in New York earlier this year.

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vossloh India has developed Rapid Transit systems to make travel easier for commuters across the Mega cities of the Sub-continent to cater to the increasing needs of people. Metro rail is successfully running across 4 cities (New Delhi, Chennai, Bangalore and Mumbai) and VOSSLOH has been a partner in the development of those systems from day one. By supplying its maintenance-free and well proven fastening system (Type 336), VOSSLOH has shown to be a reliable source for making rail travel fast and safe. This partnership is now going to continue in the development of Hyderabad Metro Rail (MRTS)

project, which will span over a length of 72 km (Phase 1) and will cover 3 high density traffic corridors. The Metro Rail system under construction is a completely elevated system using a Standard Gauge (1435 mm) track and the electrical traction is 25 kV AC, 50 Hz overhead traction system. www.vossloh.com

Hyderabad Metro Rail

Hyderabad Metro Rail cantilever type station

The project is based on the public-private fares, rental from developments around the partnership Model (PPP) and uses a highly stations, and advertising. It will enjoy this innovative financial structure that calls for for a concession period of 35 years, which is very little in the way of public funds. Out of extensible by another 25 years after which the a total investment of the equivalent of $2.6 entire project will revert to the government.

NVS Reddy is the driving force behind the billion the Indian government provided ten percent in the form of viability gap funding, project from the government side. A financial the remainder coming from equity put in heavyweight with many infrastructure

by L&T and bank loans. The government of projects under his belt, Reddy has travelled Andhra Pradesh through its Public Sector the globe to assess the success or failure of Enterprise (PSE) is spending their solutions to similar problems. “We are not simply another $33 million on land acquisition, road widening, building a metro here in Hyderabad: I want to make relief and rehabilitation.

Apart from that there will be use of this opportunity to no more public funds: L&T redesign Indian cities as eco-friendly, people-friendly is carrying the remaining Track length in Phase 1 risk, its return coming from cities. We have the latecomer

72km

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advantage: I am able to avoid the mistakes and emulate the best practices!”

He was deeply impressed by the work of Mayor Enrique Peñalosa in Bogotá. “He completely transformed what used to be one of the worst cities in the world and made it one of the best. He created quality public space, provided good connectivity and introduced bicycle stations at the bus stops. I am going to do that in Hyderabad.” He went to London (where you are never more than five minutes’ walk from the tube) and Paris to see what can be done about congestion, but found closer benchmarks in Singapore, Hong Kong, Taipei and Bangkok, where he learned lessons from the BTS Skytrain, an elevated metro like the one being built at Hyderabad. “Having built it they saw its full potential was not being realised: then, taking advantage of the height above road level they built skywalks below the tracks that straightaway became a landing to connect the stations with adjacent facilities, whether retail, entertainment or educational.

It made Bangkok an efficient city.”

Hyderabad’s Metro Rail grasps that concept from the outset. The tracks are approximately 8.5 metres above road level; the clearance required for road traffic is 5.5 metres. The remaining three metres is people space, he says. “In that gap I am going

Lau

to build skywalks giving access to schools, colleges, hospitals, residential complexes and commercial complexes so one does not have to go down into the roads.” Unlike many of the other 200 or so mass transit systems in the world Hyderabad will have built in intermodal connectivity, rather than having to have it retrofitted.

Because the Metro, he points out, is just part of a much larger vision for the city. “Phase I,

“We have the latecomer advantage: I am able to avoid the mistakes and emulate the best practices!”

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Hyderabad Metro Rail

unching Girder – State of the art construction equipment used to build elevated viaducts of Hyderabad Metro Rail

the current work in progress, The depots and stations is a 72 kilometre stretch, with will become hubs of economic, 66 stations and three depots, social and educational while Phase 2 will see a activity in their own right. further 75 kilometres built.

“I am building a symbiotic The system connects with relationship between the property developers and the existing main line stations, Overall investment and bus depots, and will link ridership,” says Reddy. “The in the project stations and surroundings to a new bus rapid transport become destinations. Malls, (BRT) system throughout the city as well as being supported multiplexes, t heatres, by bicycle lanes – and of course the skyways. restaurants and food courts, social spaces – Far from a simple metro it is part of a complete everything people want should be available urban redesign that will transform Hyderabad near a metro station. It will bring down into a people-friendly, green city. Reddy has congestion at road level.” one eye on Singapore’s ‘one-hour city’ concept Now that it is fully under way, the whole where no journey within the metropolis should project should be complete by 2017. More take longer than that time. than a third of the 2,500 single pillars rising

$2.6

Billion

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“Every city has its ‘appetite’ and we have to get the balance right between offices, malls, multiplexes and the like” from the central reservation of the roads have been built. The eight kilometre test track and the ‘mother depot’, the eventual control hub at Uppal, should be completed by the end of 2013 ready for the rolling stock and advanced signalling systems to be trialled by the end of 2014.

The Concessionaire’s task has been as onerous as that of redesigning an old and intractable Indian city. L&T’s first achievement

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though was in securing the contractual and financial arrangements in record time, says Vivek Gadgil. In this L&T’s clout with the ten nationalised banks involved was a key element. He then had to bring together a team of consultants from around the world, something that was negotiated with resounding success. The last major contract signed earlier this year was with Otis Elevator Company (India) Limited, for 670 elevators

Hyderabad Metro Rail

Aerial view of the Hyderabad Metro Rail Mother Depot

and escalators, its largest ever contract. Now 96 percent of contracts have been granted.

Almost all the high tech equipment has to be imported, making procurement a risky business, much of it outside of L&T’s control.

Nevertheless he has made some smart moves. “We were lucky in that I was able to close two large contracts in Indian Rupees.� This gives greater predictability on two large, fixed price contracts from Korean suppliers Hyundai Rotem and Samsung. These companies are responsible for the rolling stock and the automatic fare collection system (AFC) respectively. Other key suppliers now on board are Thales Canada for the signalling and communications equipment, Tata Corus for the rails, Vossloh for the rail fastenings and Voestalpine for the points and crossings.

Engineering challenges included untracked underground utilities and the selection of the best signalling systems. The Metro will run on the latest communication base train control (CBTC) signalling system, the first time a purely wireless system is being installed in India. Since this is the first time the Commissioner of Railways, who has to permit the system for commercial use, has seen it, it has been necessary to support that office every step of the way with information and data says Gadgil.

Actually, all this is great stuff for Larsen &Toubro, whose engineering ability has been proved time and again since its foundation in Mumbai in 1938. Delivering a megaproject like this will only enhance its reputation and bring in more infrastructure

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Hyderabad Metro Rail work in the region. But the PPP model carries more risk than cash contracts. In theory ‘transit oriented development’, the construction and lease of a huge portfolio of commercial property on land provided by the government should pay back handsomely over the concession period: in practice, this is notoriously unpredictable territory.

For example if more office space than the market can bear suddenly becomes available, rental levels will fall. “It makes it different; it also makes it difficult. We are going to construct the Metro over five years but 18.5 million square feet of commercial development takes much longer. I am not talking about the physical constraint but the business constraint: every city has its ‘appetite’ and we have to get the balance right between offices, malls, multiplexes and the like.”

Whatever the problems though, VB Gadgil and NVS Reddy share the palpable excitement of making Hyderabad one of the world’s most efficient cities. It’s a nettle that must be grasped, Reddy emphasises: “India is still only 35 percent urbanised. Even in the towns only about two percent of the people have cars. So the car will be a nightmare for Indian cities: we need to advance the public transportation model and make all the human needs available near the metro stations and depots to have any hope of controlling congestion.”

Top view of the Hyderabad Metro Rail elevated viaduct construction

For more information about Hyderabad Metro Rail visit: www.ltmetro.in | www.hmr.gov.in

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MCLI

A pathway of prosperity The Maputo Corridor is just one part of a network that is key to securing Africa’s economic future

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

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Image credit: Grindrod SA & Maputo Port Development Company

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he Maputo Corridor is a great African success story in terms of regional integration between the regions of Swaziland, southern Mozambique and the industrialised regions of Mpumalanga, Gauteng and Limpopo. And it is a traditional route for people and goods to take when they want to get from South Africa to the sea. In the 1970s 40 percent of South Africa’s exports went out through Lourenço Marques, as the capital of Mozambique was then called. The situation has changed out of recognition since then. South Africa has developed specialised hubs at Durban, Richards Bay, Port Elizabeth and Coega that take much of its bulk exports, cars, container traffic and the like, but Maputo has invested too, and has developed as a multiterminal port that suits many freight carriers.

And it retains its geographical advantage for anyone situated in the north of South Africa.

The number of businesses and people wanting to use the corridor is growing at a rapid rate as Africa’s economy expands.

In 2004 eight interested parties came together to form the Maputo Corridor Logistics Initiative (MCLI). It is a non-profit organisation designed to present to the interested governments the case for sustained investment in the corridor to keep pace with the growing pressure on the infrastructure, and work together to anticipate and plan for future growth. It was inaugurated to support the Maputo Development Corridor (MDC), launched as a ‘spatial development initiative’ (SDI) in 1996, as the governments of South Africa and Mozambique sought to rebuild their economies and restore trade and

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MCLI

Mozambique Community Network S.A..

What is it?

Mozambique Community Network (MCNet), is a Public Private Partnership, with the main objective to facilitate international trade and enhance the business environment in Mozambique with innovative solutions designed to facilitate international trade.

The major objectives of MCNet are the design, implementation and operation of the Single Electronic Window (SeW) in Mozambique.

A SeW is a complete trade facilitation solution that includes all infrastructure and resources necessary for an efficient, effective, sustainable and continuous operation of a system for the clearance and monitoring of goods movements.

E.mail: info@mcnet.co.mz | www.mcnet.co.mz

MCLI MCNET & CUSTOMS CLEARANCE EFFICIENCY SINCE SEPTEMBER 2011 Mozambique Community Network (MCNet), was created on 2009 within the context of improving the business environment, following a Public and Private Partnership (PPP) model in accordance with current Mozambican legislation.

The company was created as a joint venture between the public and private sector, with the Government holding 20% of the total shares, another 20% held by CTA (Confederation of Business Associations of Mozambique) and 60% held by Escopil, with SGS as a strategic partner responsible for the implementation and operation of the Single Electronic Window (SeW).

The system observes the best practices and international standards established by such organizations as the UN Economic Commission for Europe (UNECE) and embraces the principles established by the Revised Kyoto Convention.

The system is a complete trade facilitation solution customized to take account of the conditions pertaining in the Mozambique business environment, involving 2 components, namely Tradenet, working as a messaging tool for data submission by the trade community to Customs and Customs Management System (CMS), a closed network for declarations process by Customs.

The SeW system boasts a number of advantages, including reducing the time and cost involved in the clearance process, the fact that operations are performed faster and safer with the use of computers, that the amendment of errors can be made faster and that it enables an increase in competitively.

MCNet provides since September 2011 two systems for information exchange that enables a faster sharing of information among the users, government entities and others that depend on this information for their operation.

Mozambique TradeNet (TradeNet) is the SeW server that contains a platform that allows the sharing of information among several parts involved in the processing of commercial documents for the clearance of goods. Mozambique Customs Management System (MCMS) is a Customs Management System for the processing of goods clearance operations.

These two systems bring benefits to Mozambique Customs and to the Trading Community, such as the submission of declarations, 24 hours a day, 7 days a week, the validation of declarations performed automatically by the system, integrated risk assessment module for customs, the automatic clearance of goods, a powerful monitoring tool for customs and an integrated database enabling accurate trade statistics.

E. support@mcnet.co.mz Call centre +258 21 34 11 10

Official launch of SeW by former prime Minister and Minister of finance

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$204 million Investment needed to upgrade Mozambique rail link

Maputo car terminal

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investment ties. Today MCLI has more than a hundred members. “We see ourselves as part of the African Union’s push to increase regional trade and also inter-African trade,” says Barbara Mommen, the organisation’s Chief Executive Officer. “But also we see more and more from the AU and the United Nations Economic Commission for Africa (UNECA) that the corridors are being used to push at a greater speed the implementation of a truly continent-wide free trade area.”

The Maputo Corridor links to the transKalahari and trans-Oranje corridors and the much longer North-South Corridor that links Dar es Salaam with Durban through them to a pan-African network that will be the key to the continent’s economic growth. She sees it as one of her tasks to sell this broader vision to the members, who naturally focus on day to day issues connected with getting their cargoes through the congested border crossings and thence to the ports at Maputo and Matola.

It is becoming increasingly evident that the corridors will play an important role in the social as well as the economic development of Africa. And not just in making them efficient tools to allow mining companies to rush Africa’s wealth to the ports. Mozambique in particular has to be prudent about its

MCLI

Lebombo border dry port

exploding coal industry. “How do you derive benefits for the man on the ground in such a big picture?” she asks. “We have always assumed that if we can ensure that goods and people move and at the same time create the environment for economic development along the routes so these benefits trickle down. But we don’t really know that.”

Barbara Mommen is determined that MCLI

should be more than a lobbying group for the transport industry but should engage all the stakeholders in a true public-private partnership whose aim is to improve living standards, and the economy of the region as a whole. “My grand vision for the Corridor is to have a special economic zone from Ressano Garcia to Matola.” There’s plenty of opportunity, she points out, for support

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DISTINCTLY THE BEST AT DELIVERING ON CLEARING SERVICES

Distinctive Clearing is a personalized and professional Clearing Agent that has risen above the rest with “Sky is the Limit� approach.

The full spectrum of services we offer is as follows: We specialize in cargo clearance via road, rail, air and sea freight across africa and all over the world. We specialize in repair and returns and special attendance on bonded cargo to be acquitted.

We obtain SADC and EUR1 certificates.

Telephone: +27 (0)1379 38475 | Cell phone 082 924 7295 | Email: alda@telkomsa.net

MCLI industries, tourism, mineral distinctive clearing beneficiation activities and We specialise in cargo transported via air, road, rail and sea the like to grow. Just as much freight. With over 14 years of experience we attend to all as the large corporations, procedures, delivering personal “hands on’ service in the she asks how MCLI can be shortest possible time to avoid costly delays at the borders. relevant to the small traders An open door policy is in place for all our customers (mostly women) carrying meaning we are available 24/7 all year around to assist with custom processing of shipments. goods on their back or their Guaranteed service satisfaction is the basis of our business head between Komatipoort making us DISTINCTLY the best clearing agent at the and Ressano Garcia. “We Komatipoort/Lebombo border. need to ask that increasingly E alda@telkomsa.net as we see the growth of bulk cargo driven by demand from India and China. I wonder are we doing any real service to the poorest? I believe we need to start broadening the scope of our organisation, not so much into social issues as to understanding the underlying dynamics we are facing.”

Of course these concerns have to go hand in hand with the need to ensure that Corridor traffic is economically viable, efficient and corruption-free. MCLI has been spending a lot of time lobbying the three governments of South Africa, Swaziland and Mozambique to engage them in a memorandum of understanding with the South African Revenue Service (SARS), representing the public sector and MCLI the private sector, to work closely on advancing the economic Maputo ship loader

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trajectory of the region. To do this will require a shift in her organisation’s role. “At the moment this is not possible because of our pure freight focus so I think it important that we get the balance right. We can do that by involving the governments and understanding their policies on economic growth and see how we might leverage their work to benefit the corridor from an

efficiency, economic growth and a research point of view. That way you create a balance of accountability which does not exist in our present arrangement.”

Though MCLI is in fact a coalition of private and public sector partners it runs on goodwill. That will always be needed but the goals need to be hardened up. “We have the multinationals pushing coal and magnetite and

“Our key message is that it is vital to create the environment for borderless trade”

Loading of sized coal

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MCLI

Maputo Port

other commodities through the ports at a rate of knots but where does that leave the man on the street in those communities along the corridor? We need to balance the exports with manufacturing beneficiation and want to move towards providing or facilitating research on the corridor that can be passed on to government agencies to work with us. We have a moral obligation to answer these questions.”

Meanwhile there are plenty of headaches to be faced if Maputo is not to lose traffic to the alternative ports to the south. The creakiness of the rail link, which is double track electrified on the South African side but single track and not electrified on the Mozambican side. A bad crash closed that line earlier this year. The loss was great. Before

the accident the Ressano Garcia line carried seven goods trains and two passenger trains a day. Each month it carried 30 trainloads of coal and iron ore from South Africa to Maputo port. “It was something of a wake up call for the corridor,” says Mommen. “Now there’s a plan to spend $204 million on upgrading the track and rolling stock.” The three operators in the corridor, MCLI partners Transnet Freight Rail (TFR), Swazi Rail and Portos e Caminhos de Ferro de Moçambique (CSM) have formed a joint operations centre that, she feels, will offer a more robust approach to future needs.

The pressure for rail to function efficiently needs to be kept up though. Road capacity is bursting at the seams with up to 600 trucks

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MCLI trying to get through the border crossing daily. For an African border post it copes quite efficiently, she concedes, but so much more could be done quickly if the political will was there. “We need the implementation of the one stop border post which was agreed by the governments in 2007 and still has not been implemented. Without that we are not going to be able to compete with Durban.”

And though the port itself is open 24/7/365 the crossing shuts overnight except at peak periods over Christmas and Easter. “This is a short corridor and you want to maximize turnaround times,” she says.

MCLI has made good progress on issues like corruption, which will decline as the trade environment gets fairer and the goals of trade facilitation and customs modernisation are advanced, Barbara Mommen believes. “Our key message is that it is vital to create the environment for borderless trade: I think the political will is there now. SADC, COMESA and the EAC have agreed to implement a free trade area in 2014. The African Union was looking to that tripartite free trade area to be the precursor to a continent-wide FTA. It is a complex situation and I may be over simplifying it, but smaller countries are still seeing their revenues running the wrong way. Nevertheless I believe that if you see the bigger picture the benefits of vibrant intraAfrican trade are far greater than the loss of customs duties.”

For more information about MCLI visit: www.mcli.co.za

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Roads Authority of Namibia

The road to prosperity A non-profit, mission driven organisation, the Roads Authority of Namibia is striving to build and maintain a safe, efficient national road network that benefits the entire country

written by: Will Daynes research by: Robert Hodgson

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Roads Authority of Namibia

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ith its stable, multi- two sister organisations, Road Fund party parliamentary Administrators and Roads Contractor democracy and an Company. Together these three organisations economy buoyed by where tasked with spearheading what was strong agricultural, then known at the Ministry of Works, tourism and mining sectors, Namibia has Transport and Communications Project. a lot going for it as a nation. This fact was Said project was established with a reaffirmed this year when Bloomberg named view to commercialise the functions of the Namibia the top emerging market economy in then Department of Transport in order to Africa and the 13th best in the world. improve the efficiency and effectiveness of Despite the remote nature of much of the the management of road construction and country, Namibia boasts seaports, airports, road maintenance in Namibia. To this day narrow-gauge railways and highways, and is the Roads Authority continues to carry out actively seeking to become recognised as a the tasks it was originally mandated to, to regional transportation hub. the best of its ability.

One of the major players The Authority’s vision of responsible for making this maintaining a sustainable vision a reality is the Roads road sector that meets, and Authority of Namibia. even exceeds, national and The core business of the regional socio-economic The year the Roads Authority is to construct and needs runs parallel to Vision Authority of Namibia maintain the country’s road 2030, a document issued was established sector, while also playing in 2004 that clearly spells a pivotal role in improving out Namibia’s development and maintaining road safety in Namibia programmes and strategies to achieve its along a network that has been ranked among national objectives. In helping to pursue the safest, most efficient and sustainable in Vision 2030, the Authority accepts that it the developing world. In order to achieve has to go beyond its statutory objective of its aims the Roads Authority has adopted managing a safe and efficient network. The several distinct strategic goals. These include result has seen the Authority pursue additional delivering safe, sustainable and efficient improvements to road infrastructure and management of the national road network, road user support systems. improving organisation process, making In its quest to make itself among the very itself a strategic partner and ensuring its own best companies to work for in Namibia, the financial sustainability. need to establish a value driven workforce Fully owned by the Namibian government has been identified as one of the Authority’s under the Ministry of Works and Transport, strategic priorities. Today the Authority the Roads Authority was formed alongside has a well-articulated Corporate Charter

1999

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Roads Authority of Namibia

outlining its Vision, Mission, Values and Brand promise. This, it feels, helps provide a sound base for collective action and synergy toward excellence and optimal performance amongst its workforce.

A further recent development within the organisation has seen the rollout of its “Values our Pride” initiative, which represents a strategic approach aimed to encourage all

members of management and supervisors to lead by example and guide staff to live and enact the corporate values in their day-today working life.

This initiative will be a biannual event during which employees celebrate, reflect and take pride in the Authority’s values. The objectives of this initiative are to establish coherence and congruence between personal

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“To this day the Roads Authority continues to carry out the tasks it was originally mandated to, to the best of its ability” values and the core values espoused by the Authority’s Corporate Charter, for management to “walk the talk” by enacting the values through their conduct, to build synergy and creative co-operation among employees and to raise the level

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of organizational trust and performance throughout the business.

More recently the Roads Authority was successful in completing a new six-point corporate strategy, a part of which has seen it commence with an organisation-wide

Roads Authority of Namibia

rebranding exercise. In the time since it has also embarked on creating a new six-point growth strategy. As part of this growth strategy, the Roads Authority has taken it upon itself to become more responsive to public demands and has begun investing in the revitalization and extension of the country’s road infrastructure.

The growth of said infrastructure and the on-going expansion of the country’s road net work has unquestionably contributed immensely to the economic development of Namibia and the Southern African Development Community (SADC)

sub-region as a whole. Going forward, the road construction projects that the Roads Authority will oversee will be geared towards expanding the road network to the more neglected and marginalised communities as part of the government’s long-term goal of bringing the linked economic benefits to as much of Namibia’s population as possible.

For more information about Roads Authority of Namibia visit: www.ra.org.na

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Driving Sout development

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SANRAL

th Africa’s t By working closely with the government, its customers and partners, The South African National Road Agency Limited (SANRAL) keeps the economic arteries of the country in a condition befitting Africa’s largest road network

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T

here are of course a number of reasons behind South Africa’s growing competitiveness amongst global markets in the last decade or more, however one that stands out in particular is the country’s modern transportation sector. South Africa’s roads, railways and ports are already regarded as a crucial engine for economic growth and social development, and stand to develop further still through the government’s stated intent to invest billions of Rand in the years to come.

Measuring some 747,000 kilometres South Africa’s road network is the largest found anywhere on the continent, with the drive from Musina on the country’s northern border to Cape Town in the south representing a 2,000 kilometre journey alone.

While South Africa’s Department of Transport is responsible for overall policy, road building and maintenance falls under the remit of the South African National Roads Agency Limited (SANRAL), as well as nine provinces and local governments.

SANRAL was established as an independent statutory company, operating along commercial lines, through an Act of Parliament in April 1998. The purpose of the company is to maintain and develop South Africa’s expanding national road network and to manage assets with a depreciated replacement value of 238 billion Rand, excluding land.

Operating under the terms of its founding legislation, The South African National Roads Agency Limited and National Roads Act (Act No. 7, 1998), SANRAL is governed by a board of eight people, six of whom are appointed by the Minister of Transport; the Chief Executive

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SANRAL

E N V I R O N M E N TA L

Bridging the gap between road infrastructure and environmental sustainability CCA Environmental (Pty) Ltd is a firm of environmental consultants based in Cape Town, South Africa. The company provides a broad range of environmental consulting services to the private and public sectors for projects relating to:

• Roads and related infrastructure • Oil and gas exploration and production • Water and sewer infrastructure • Solid waste and wastewater management • Renewable energy • Housing developments • General commercial and industrial developments • Rail and related infrastructure • Tourism and resort developments • Miscellaneous

+27 21 461 1118/9 | info@ccaenvironmental.co.za | www.ccaenvironmental.co.za

SANRAL Officer, who is appointed by the Board; and a representative of the Minister of Finance.

SANRAL has proactively sought alternative sources of finance for road infrastructure and opportunities to reduce dependence on taxbased revenues. It has done so be harnessing the core skills and experience in road development and management of a highly motivated, professional and passionate team of people.

SANRAL’s principal tasks are to strategically plan, design, construct, operate, rehabilitate and maintain South Africa’s national roads

in order to mobilise the country’s economy, generate revenues from the development and management of its assets, and undertake research and development to enhance the quality of life of all South African citizens.

Further to this, the agency exists to advise the Minister of Transport on matters relating to South Africa’s roads, and finance, plan, construct, provide, operate and maintain roads in neighbouring countries upon request from the Minister of Transport and in agreement with the respective countries.

These tasks are in line with the strategic

CCA EnviroNmental (PTY) LTD The highly professional and experienced staff of CCA Environmental has, collectively, been involved in providing environmental consulting services for over 300 projects. Clients include various authorities, parastatals and private sector businesses such as large industry and private developers. CCA Environmental has, since 2000, provided environmental consulting services to SANRAL for various road projects in the Western Cape, Northern Cape, Eastern Cape and KwaZulu-Natal. These services range from comprehensive Scoping studies and Environmental Impact Assessments for highly complex and controversial projects, such as the N2 Wild Coast Toll Highway between East London and Durban, to Basic Assessments for small-scale projects such as community access roads in rural areas in the Eastern Cape. Other services provided to SANRAL include the compilation of Construction Environmental Management Programmes, formulation of Environmental

Management Programme Reports for the use of borrow pits and quarries and provision of Environmental Control Officer services during the construction phase of projects. For all projects, CCA Environmental ultimately ensures compliance with all applicable legislative and regulatory environmental requirements and the delivery of high quality information to decisionmakers. Our highly motivated team brings the following benefits to our project involvement: a strong base of specialist sub-consultants; proven experience in public participation; and sound project management skills. Experience gained on SANRAL projects has enabled CCA Environmental to successfully procure and provide similar environmental consulting services abroad, such as the Environmental Impact Assessment currently being completed for a road decongestion programme in Mauritius.

E. info@ccaenvironmental.co.za www.ccaenvironmental.co.za

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objectives of SANRAL, as defined in its strategic vision. These include the management of a national road network ensuring best value for money, to continuously improve the efficiency of business practices, to maintain market confidence, to carry out the government’s targeted programmes to better the life of all citizens, and to work in co-operative partnership with road users, transport providers, relevant authorities and the private sector.

The agency has two primary sources of income that help fund its activities. Non-toll roads are funded from allocations made by South Africa’s National Treasury, while toll roads are funded from borrowings on the capital and money markets – bonds issued on the Bond Exchange of South Africa (BESA) in the name of the South African National Roads Agency Limited, or through the concession of roads to private sector consortia. SANRAL actually introduced and consolidated the concept of Public Private Partnerships in South Africa, a move that culminated in the internationally acclaimed Maputo Development Corridor.

In meeting the objectives set by the government, SANRAL leverages its procurement process to empower people,

strengthening the capacity of individuals and communities to enable them to better the course of their lives. This form of economic empowerment is critical to meeting the Millennium Development Goals as set out by the United Nations in 2000.

Furthermore, SANRAL is committed to eradicating poverty through the creation of

“SANRAL is committed to eradicating poverty through the creation of opportunities for engagement in productive activities by poor people” 152 | BE Transport & Logistics

SANRAL

opportunities for engagement in productive activities by poor people, especially those residing in rural areas. This takes the form of targeted procurement of works and services, training people to become economically active and the promotion of small, medium and micro enterprises (SMMEs).

This particular strategy enhances the provision of basic services, builds capacity, advances gender equity, acts as a catalyst for development in other growth areas, creates employment, and develops small and medium enterprises which alleviates poverty and improves the status of women. This brings women into the mainstream of the economy, which is particularly important in respect to

unemployed rural women who are the most disadvantaged sector of our society.

Since it was established, SANRAL has been an active participant in communities throughout South Africa. The national road network itself makes a vital contribution towards security, safety, economic growth and social development, while also influencing both the cost and flexibility of the country’s economy, and the business and recreational opportunities of South Africa’s citizens.

For more information about SANRAL visit: www.nra.co.za

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Jamaica Urban Transit Company (JUTC)

A route to excellence The Jamaica Urban Transit Company (JUTC) has become a major pillar of economic development on the Caribbean island, with passengers today making in excess of 70 million journeys on its vehicles each year

written by: Will Daynes research by: Jeff Abbott

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Jamaica Urban Transit Company (JUTC)

I

t was in 1995 that the government of efficient and reliable public transport is essential Jamaica took the decision to restructure to the economic well-being and productivity of its public transportation industry, one Jamaica’s inhabitants, the JUTC has successfully which saw the formation of Metropolitan brought about major changes in the quality and Management Transport Holdings which image of public transport in the Caribbean. It was tasked with bringing order to a sector is proud to have improved on the comfort and lacking in the required infrastructure. convenience of the service for passengers with Three years later, in response to the demands a menu of services never before seen in public from the Jamaican people for a strong, reliable transport in Jamaica. This includes services service, the Jamaica Urban Transit Company for physically challenged, premium express (JUTC) was established to provide a centrally services, and charter services. managed, state-of-the-art public bus service.

The JUTC Charter Service offers a personal This was done so at a cost of $6 billion, a large approach in organising and managing a sum of money by anyone’s standards but one that customer’s transportation itinerary. As the highlights the government’s leading transit operator within the Kingston Metropolitan commitment to bringing an Transport Region (KMTR), efficient transport system to the Caribbean island. the JUTC is able to arrange The JUTC was always flexible arrangements, that fit into a wide range of needs designed to be a safe, The year that the JUTC modern and reliable system that include support for VIPs was established of transport, efficiently services, corporate event operated at a reasonable shuttles, regional church cost to commuters. In achieving this aim conventions, school outings, community five depots were constructed within the excursions, fun days, beach parties, performing within the Kingston, Portmore and Spanish groups, spectator support for team away-games, Town areas. The subsequent growth of the graduation ceremonies, and family events. company has seen it acquire some 648 Volvo The company’s support system includes and Mercedes-Benz buses, at prices ranging on-going contact between the bus and central from $3.3 million to $11.5 million per unit, a control, giving a higher level of comfort for number of special buses for the handicapped, passenger safety and security. Meanwhile, the 30 single operates MAN buses for hilly features of the buses themselves include air routes and 20 luxury coaches. In addition conditioning, reclining seats, extended luggage to this investment in its fleet the JUTC has compartments, on-board bathroom facilities also brought in an electronic fare collection and public address systems. system and continues to improve upon a It goes without saying also that the company comprehensive training programme for staff. prides itself on having proven professionals Operating on the principle that a safe, behind the wheel of all of its buses, to ensure

1998

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Rubis Energy Rubis Caribbean’s head office is located in Barbados and the Managing Director is Mauricio Nicholls. Over 200 persons are employed across the English speaking Caribbean. Our various departments include Shipping, Supply and Trading, Aviation, Finance, Sales, Marketing, Operations and Information Technology.

Our highly qualified teams are strongly motivated by Rubis’ entrepreneurial approach in which the employees are encouraged to think local and constantly seek opportunities to grow the business.

We are always looking to grow our business and have created new positions, growing our regional head count since assuming business in the Caribbean. We

We offer a fresh, all-inclusive package of high quality products like our newly modernised RUBIS service stations; great friendly service; Ultra Tec, a long-lasting advanced fuel additive; and new green RubiGas cylinders.

Visit a RUBIS station today, our staff are looking forward to serving you!

Tel: (246) 417-6300 www.rubis-caribbean.com

have a strong commitment to the local communities in which we operate and have supported various social and charitable organisations in all our markets.

Rubis Aviation is a leading supplier of premium aviation fuels in the Caribbean, supplying high quality jet fuel and aviation gasoline at the 11 Caribbean airports in which we operate. The Rubis Shipping, Supply and Trading function is based in Barbados and supports the core business by trading refined fuels. Our products are shipped to various destinations across the Caribbean and we pride ourselves in being a safe and reliable fuel supplier for many countries in the region. www.rubis-caribbean.com

Jamaica Urban Transit Company (JUTC) a high degree of passenger safety on charters. As a matter of course, it periodically runs refresher training for all of its drivers.

As it continues to pursue self-improvement, the JUTC has announced several major developments in recent months, the first being the centralisation of its maintenance services at its Ashenheim Road service buses have also been acquired depot. The centralisation of major repairs and the general by the JUTC to serve the preventative maintenance disabled community. The functions at the Ashenheim three new units, which Road Depot is aimed at not are equipped with ramps Million journeys made on only improving the quality and other facilities to JUTC buses in 2012 of repair works generally, accommodate wheelchairbut also promoting greater bound commuters, will augment three others which efficiency in the overall maintenance operations. It is intended to were previously in the company’s fleet.

The bus network in Jamaica has well and achieve this through the centralisation of the best available team of technicians truly established itself as being the principle and supervisors to undertake preventative means of transport for the island’s workforce, maintenance and major repair works. its students and the vast majority of the This year has also seen the company add commuting public. Last year alone the people two further consignments of 50 buses each to of the KMTR took more than 74 million its fleet, taking the number of Volvo and VDL journeys on JUTC buses, a figure which helps Jonckheere buses from Belgium that have explain why the company believes that its been added to its ranks to 200 since January vehicles are to economic productivity what 2009. The new buses are all air-conditioned airlines are to the tourism sector. and come complete with state-of-the-art equipment including surveillance facilities For more information about Jamaica and other public safety features.

Urban Transit Company (JUTC) visit: Further to the above additions to JUTC’s www.jutc.com fleet, a batch of new and highly specialised

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