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BusinessExcellence Weekly

ISSUE No. 42 |

canada Fluorspar:

a most exciting Vying to become a major player in what is fast becoming a hugely important market eldorado gold:

african minerals:

vodacom SA:

Included The BE Mining Directory showcases leading mining organisations from across the world, ranging from big corporations to junior mines and their supply chains. Be seen throughout our portfolio of magazines: •BE Mining Directory •BE Mining •BE Weekly •BE Monthly •

Go to page 86 to see this week’s listings To find out how to get involved contact:

business excellence Design Matt Johnson Art Director Louise Culling Production Designer

business Richard Turner Director of sales Vince Kielty Director of Editorial Research Sharon Rooke Administration & Operations Matt Day Head of technology Andy Turner Chief Executive


editorial Martin Ashcroft Editor In Chief

Martin has edited business magazines for 15 years and has been editor-in-chief since Business Excellence began in 2006.

Will Daynes Editor

Will has been a business writer for three years. He joined the Business Excellence team in September 2012.

John O’Hanlon Editor

John has contributed to Business Excellence since its inception: he joined the in-house editorial team in February 2013.

CONTRIBUTORS José Luis Gutiérrez-García

Corporate and Environmental Sustainability Consultant and Co-founder of Vancouver- based Upcycle the Gyres Society.

Michael Houlihan and Bonnie Harvey

Founders of the Barefoot Wine brand, authors and business consultants.

Infinity Business Media Ltd

Suite 22, St Francis House, Queens Road, Norwich, NR1 3PN Tel: +44 (0) 203 137 7100 Fax: +44 (0) 1603 666466 The content of this magazine is copyright of Infinity Business Media Ltd. Redistribution or reproduction of any content is prohibited.

Tell us your stor y If your company has something to talk about then get in touch and find out how to BE seen.

© Copyright 2013 Infinity Business Media Ltd.

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issue No.42 6 comment: plastic waste

are we eating trash from your mine?

How plastic waste can leak into the food chain with some simple solutions mining houses could adopt to reduce their impact on the environment.

10 operations

Five Ways Your Business Can Improve by Admitting to Mistakes How mistakes can actually help to improve your company’s effectiveness and reputation if you handle them well.



18 canada fluorspar inc (CFI)

A most exciting prospect Canada Fluorspar vies to become a major player in what is fast becoming a hugely important market.

26 east asia minerals



The Vancouver based mineral exploration company has located major gold and silver deposits in Indonesia.

36 Eldorado Gold

Adding value through exploration Vice-president and general manager for Greece, Eduardo Moura, discusses how the company’s activities in the country are playing a fundamental part in helping to achieve its goal.

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contents 52 African Minerals


AFRICAN MINERALS STRIKES IRON The start of an enterprise that will be a major resource for the global steel industry throughout the 21st century.

60 Coca-Cola Sabco A thirst for growth

Simon Everest discusses the future potential of Mozambique and the company’s expansion plans.


70 Vodacom SA

Networking the nation The strides Vodacom continues to make in order to remain a leading network in an increasingly competitive sector.

78 Pakistan Software Houses Association for IT & ITES A passion for P@SHA

The role of P@SHA in developing the technology sector in Pakistan.

BE Directory 86 C.C. JENSEN

cleaning up the competition

88 motor plan S.A. leading car rental


90 Simulation Engineering Technologies computer simulation

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Are we eating trash from your mine? by: José Luis Gutiérrez-García

comment: plastic waste


arbage was always fond of travel and the invention of pl a s t ic containers was like offering it air miles. Plastics are light and durable, can be carried on the wind or along streams, and even the tiny proportion of them that is designed to be biodegradable is long-last i ng. Non biodegradable plastic can last for centuries while so called biodegradables last long enough to migrate to places where they aren’t wanted before breaking dow n into poly mers. They all pollute. There are places in the ocean where plastics concentrate because of oceanic currents. The biggest is the Pacific Trash Vortex, also called the North Pacific Gyre. The chemicals and bits of plastic they eat are ingested by wildlife. If these fish or birds can digest the material it disrupts their metabolism as well as entering the food chain – it ends up on our dinner plate. If they can’t, it kills them. A lot of this stuff is dumped off ships but to

blame the marine industry would be unfair, as it has been estimated that as much as 80 percent of the junk in the sea is land-generated. While the mining industry is very conscious of the need to meet environmental standards, the focus is often on things like groundwater f lows a nd ta i li ngs management, refurbishment. The waste stream from mining operations is often less well managed and sites generate a considerable outflow of plastic containers, bottles and the like. W hile improvements have been made for training personnel to bring-in & take-out their garbage, there is still much to be done to educate field workers about not throwing their empty water or drink bottles in the bush. Some of them do not care. If plastic waste is not found or picked up, it will remain there for decades, hundreds, or even thousands of years, or it may travel an amazing journey from very far inland into the ocean. In remote operations where it is neither easy nor cost effective to ship

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do you have something to talk about? We’re always looking for industry experts with an opinion.

Get in touch to share your thoughts with us...

comment: plastic waste out plastic waste, burning permits are set in place. In this case, plastic from mineral exploration or mining activities becomes a direct contributor of CO2 and other toxic and noxious emissions into the atmosphere. Because burning plastic in more established camps and mine sites is not permitted any longer due to better and stricter environmental regulations, mining managers truck camp plastic refuse to nearby towns or cities to be recycled or disposed in landfills or incinerators. Mining op e r at ion s take very little notice or attention at the disposal and transportation costs, and the contribution of plastic waste to their overall operational CO2 footprint. Camp managers chuck these costs into the business as usual category or into the “free” backhaul advantage. Once their plastic waste arrives into town, especially in countries where they do not have recycling programs, their plastic waste contribution ends up in landfills or worse, in waterways.

Mining camps can do much benefit to their operational cost savings by providing reusable containers for drillers and equipment operators instead of constantly buying disposable plastic or aluminum containers and plastic bags for workers to carry their lunches. Mining camps can provide staff with company-logoed swag in the form of reusable

bottles and strategically placed water fountains to refill them instead of spending enormous monthly amounts of money on bottled water. In many cases both water, and bottle go to waste when people just take one sip and forget it in the trucks or workshops. All mining stages will benefit from creating a bin program for waste-stream management to separate their garbage at source in the maintenance shop, at the diamond drill, workshop, and in the lunchroom. Larger mining companies, if so inclined and forward thinking, can cut fuel costs by implementing Refuse Derived Fuel practices and operations into their claims or in partnerships with local landfills where the economic returns are seen in the offset fuel costs when the company uses the fuel internally.

José Luis Gutiérrez-García, Corporate and Environmental Sustainability Consultant and Co-founder of Vancouverbased Upcycle the Gyres Society. 2011 Chair of the Sustainability Committee for a remote gold mining operation in the Arctic. Proponent of Zero Waste-Zero Emission Mining.

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t seems our society has turned dodging responsibility into an art form. From celebrities who insist that a brush with the law was all a big misunderstanding to political figures who use spin and double-speak to blame everything on the other side, no one wants to admit it when they mess up. If you’re a business leader, the temptation to use this strategy is huge. After all, your customers are paying you to get it right, so the last thing you want is for them to know that you’ve made a mistake, right? Maybe not. According to Michael Houlihan, when your company admits to mistakes in a constructive way, you won’t damage your brand in the way you feared. In fact, you have a valuable opportunity to gain respect and loyalty. “You and your company

are not judged by how well you do when you’re good, but by how well you do when you’re bad,” shares Houlihan, “The fact is, everyone—and every company—makes mistakes. Denying that they have happened usually exacerbates and magnifies an already awkward situation, because chances are, you aren’t fooling anyone and you appear insincere. “In fact, in a very real way, trying to dodge responsibility can hurt your reputation more than simply owning up to the mistake in the first place,” he adds. Houlihan speaks from experience. He and Bonnie Harvey are the founders of Barefoot Cellars, the company that transformed the image of American wine from staid and unimaginative to fun, lighthearted, and hip. And when they started the company in the laundry room of a rented Sonoma County

farmhouse, they knew almost nothing about winemaking or the wine business. “As you might imagine, we made many mistakes over the years as the business grew,” admits Houlihan. “Some of them even caused us to worry that Barefoot might not survive. So early on, Bonnie and I made a conscious decision to confront our mistakes, and to view them as opportunities to learn and grow. I believe that attitude is part of what ultimately made Barefoot Cellars successful.” Honestly and humbly admitting to missteps, Houlihan and Harvey found, often diffuses a tense situation instead of exacerbating it. And as time passes, they say, people tend to remember more clearly how you handled the mistake as opposed to what it was. If you’re ready to face up to your company’s mistakes and turn them into building

“You and your company are not judged by how well you do when you’re good, but by how well you do when you’re bad” Be weekly | 13

blocks, read on for five of Houlihan’s suggestions on handling your next business “my bad”: 1. Cop to it Yes, it’s uncomfortable to admit that your company did something wrong. Uttering that mea culpa involves swallowing your pride and acknowledging that you are not, in fact, perfect (which is an illusion that our culture encourages us to zealously cultivate). But the sooner you admit to the error, the more

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you reduce the drama…and the faster you can move on to the next, more important stage: what you are going to do about the situation. “People actually like a little imperfection now and then,” points out Houlihan. “It demonstrates a level of authenticity, vulnerability, and humanity with which we all can identify. Plus, it’s harder to be angry with someone who says, ‘You’re right—I messed up,’ than with someone who insists the fault doesn’t lie with

him…even though you know it does. And it’s difficult—if not downright impossible— to make any constructive progress if the responsible party refuses to admit there’s a problem.” 2. Recognize how it happened If you admit fault but then put the incident behind you, guess what? You’ve just increased the chances that it will happen again. It’s very important to investigate how and why an error occurred,


“if it happened on your watch and you are accountable for the finished product, you ultimately share the blame in the customer’s eyes” so that you can fix the faulty procedure or process. That’s why Barefoot made sure employees weren’t afraid to make or report mistakes (those involving technical errors, that is—Houlihan is adamant that bad behavior or an inability to perform should not be overlooked). “Basically, our approach to mistakes was to say, ‘Congratulations! You found a new way to screw up, and that’s a good thing. We didn’t know that this could happen, but now that it has, we can keep it from happening again,’” recounts Houlihan. “Then we would brainstorm what went wrong and make technical adjustments. Honestly, I think that large siloed organizations where you can be demoted, passed over, or even fired for a mistake are missing the boat. That’s because real progress in progressive companies is often built on

the backs of mistakes and the improvements they spark.” 3. Aim, don’t blame What happens when a mistake involving your company really can be traced to someone else? While it’s easy (and temporarily satisfying) to point your finger and say, “Not my fault!” the truth is, if it happened on your watch and you are accountable for the finished product, you ultimately share the blame in the customer’s eyes. In this situation, get to the bottom of what happened and aim your focus on what you and your company can do on your end to prevent the situation from reoccurring. “This lesson was driven home to me during a business trip to Chicago,” recalls Houlihan. “I was supposed to show some new wines to retailers, and the samples had been shipped to my hotel. However, when the

package arrived, the hotel didn’t check to see that I was on the reservation list— they noticed only that I wasn’t currently occupying a room—and they sent the package back. Technically, my lack of samples wasn’t my fault, because the hotel didn’t do their due diligence. But to my buyers, all that mattered was that the new wines weren’t there. “From that point on, we at Barefoot worked to make sure that no package would ever be refused in error again,” he continues. “After some trial and error, every box of wine was ultimately decorated on all six sides with instructions to the hotel not to return the box, and details of when I would be arriving. We also included Barefoot’s contact information and instructed the reader to get in touch with the hotel manager, whom we had told to expect the package,

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“if you don’t write down what happened and how to avoid it, you are in danger of making the same mistake again” before sending it back. Overkill? Not really. Because the problem was solved.” 4. Write it down If you successfully resolve a negative situation that was sparked by an error, then rub your hands together and continue with business as usual as if to say, “Yes, it happened, but it’s all cleaned up now,” then you’re making a second misstep. According to Houlihan, if you don’t write down what happened and how to avoid it, even you are in danger of making the same mistake again, and the same is doubly true of others. “When you are still smarting in the immediate aftermath of a fiasco, it’s easy to assume that you will always remember what you did wrong and that it will never, ever happen a second time,” Houlihan points out. “But

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often, as life goes on and your focus inevitably shifts to other things, your memory can get fuzzy. Or you might fall back onto old habits unconsciously. And you certainly can’t pass your own experiences to everyone else in your company through osmosis. That’s why it’s crucial to take the lessons you learn and physically make them part of your company’s policies. This might mean writing a new procedure, checklist, or sign-off sheet, or drafting a new clause in a contract. But whatever you do, write it down!” 5. Resolve that it won’t reoccur Along with your apology, assure the injured parties that it—whatever “it” was—won’t happen again. Voluntarily describe how the mistake happened and what changes you are implementing to

operations prevent its reoccurrence. And most importantly, tell the other guy, gal, or group how you and your company are going to make things right. Most people will appreciate your thoughtfulness, resolve, and the action you are taking. And often, handling an error in this way will reinforce the fact that you are, ultimately, a trustworthy company that can be relied upon. “I remember one situation in which Barefoot had put the wrong bar code on a store’s shipment of cabernet, which meant that the wine rang up for less than it should have,” shares Houlihan. “In this instance, it was us who caught the mistake, not the customer. But as soon as possible, I showed up at the store’s corporate office with a check for the store’s loss, plus the time and expense of dealing with the mistake. Then I described to the manager in detail how

we at Barefoot were changing our internal processes to make sure that the bar code problem would never happen again. And guess what? That store thanked us for doing the right thing, and it didn’t stop ordering from us.” “Once again, mistakes are bound to happen—even if you’re an established company, and especially if you’re a newer one,” reiterates Houlihan. “So don’t waste time and energy beating yourself up, and especially don’t try to create the illusion that you’re perfect. “Remember, what people recall most of all is how you handle missteps and errors, not what they were,” he concludes. “So don’t miss out on these golden opportunities to show your integrity, reduce the drama, and improve the way your business operates. That is how you make mistakes right.”

Michael Houlihan and Bonnie Harvey’s book The Barefoot Spirit: How Hardship, Hustle, and Heart Built a Bestselling Wine, chronicles the history and lessons learned building the popular Barefoot Wine brand. They now share their experience and innovative approach to business as consultants, authors, speakers, mentors, and workshop leaders.

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Canada Fluorspar Inc (CFI)

A most exciting

prospect The release of a Preliminary Feasibility Study of its St Lawrence fluorspar project in Newfoundland has provided Canada Fluorspar Inc (CFI) with even greater cause for optimism as it vies to become a major player in what is fast becoming a hugely important market

written by: Will Daynes research by: Marcus Lewis

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View of the facilities

Canada Fluorspar Inc (CFI)


ednesday 30th January 2013 was a particularly significant date for Canada Fluorspar Inc (CFI). It was on this day that the company proudly announced the results of a newly completed Preliminary Feasibility Study (PFS) for its St Lawrence fluorspar project in Newfoundland. Historically used in aluminium production, protective clothing containing Kevlar, Teflon for non-stick frying pans, and refrigerants and air conditioning, fluorspar is a halide mineral of increasing importance, specifically when it comes to new manufacturing technologies. In the last decade the fluorspar sector has become largely vertically integrated as more major chemical companies have sought to secure supply. While not by any means a scarce resource, fluorspar projects of significant scale do remain rare, and as China continues to reduce its exports and cut supply as consumption in China continues to grow, the rest of the world is increasingly being forced to develop limited new fluorspar resources. An essential component in lithium batteries, fluorspar currently has a global consumption rate of over six million tonnes a year, a figure that is predicted to increase rapidly to over seven million tonnes by 2015, as the market for smart phones and tablet PCs continues to expand unabated. CFI has formed a 50/50 partnership called Newspar with French chemical giant Arkema Inc. Together they own the mineral rights to the extensive St Lawrence fluorspar veins next to the town of St Lawrence, one

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kilometre from the Atlantic Ocean. It is here that the company benefits from the existence of substantial infrastructure, including access to the provincial power grid, a mill, tailings pond and a range of buildings. Prepared by independent engineering firm Roscoe Postle, the PFS conducted on the St Lawrence project is based on updated capital and operating costs, as well as the existing resource estimate. Taking these figures into account, the PFS estimates that CFI is looking at a 131,000 tonnes per annum fluorspar production, which is an increase from its previous estimate of 122,000 tonnes per annum. “The results of this PFS,” states President and Chief Executive Officer, Lindsay Gorrill, “highlight the economics of the project, which combined with the size, quality, logistical and infrastructure advantages make this a hugely significant fluorspar asset. In addition to this, we are bullish on the long term demand of fluorspar as world consumption continues to grow.” The PFS base case pre-tax NPV is $124 million, while the pre-tax IRR is set at 16.4 percent, assuming a 5.0 percent discount rate. The capital costs associated with the preproduction phase are estimated to be $154 million with on-going capital costs expected

to be $72.5 million, which will be paid from cash flow generated by the project. The base case has been constructed under the assumption that the long term price of fluorspar will average around $500 per tonne. This prediction is supported by long-term demand estimates and the relatively stable prices that the mineral enjoys compared to others.

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Canada Fluorspar Inc (CFI)

Core samples from the drilling programme

The PFS proposes that for the ore body geometry of CFI’s assets as it is believed initial production from the Blue Beach North mine will to provide the safest, more provide the first six-and-aefficient and cost effective half years of production, method of extraction. The Estimated lifespan followed by an additional actual processing operation of the project seven-and-a-half years of will initially require the production from the Tarefare upgrading of the mill feed No. 2 mine. via a dense media separation The run of mine (ROM) production over plant, followed by grinding and floatation, the mine life is anticipated to average around to produce a high quality concentrate. The 386,000 tonnes per annum of ore, 412,000 company will benefit from the significant cost at Blue Beach and 365,000 at Tarefare, advantage of being within close proximity providing an average concentrate production to tide water less than two kilometres away of 131,000 tonnes per annum. from the mill site. In developing the PFS it was decided that the Given the size of the resource estimate, Alimak mining method would be the suitable the project is expected to have a mine life of

14 years

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Flotation reagent area, upstairs

“Based on the positive results that CFI has received, it now begins work on its 2013 drilling programme with renewed optimism” approximately 14 years, however there are significant resources in addition to currently defined mineral reserves which will provide the opportunity to extend the mine life further still. In addition to the PFS, as previously announced, an additional review is currently being undertaken by Newspar, in order to

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establish a more precise understanding of the St Lawrence project’s anticipated cost and scope. That review process is considering of a range of mining, milling and infrastructure options that may be applicable to the project. As a result, no final decision on the project’s cost and scope has been made as of yet, nor will it be made

Canada Fluorspar Inc (CFI)

Flotation area

until such time that the review process has been completed in full. Following on from the positive results the company collected from the samples it took from one of its trenches within the Director Vein of the St Lawrence project during the early part of 2012, results that revealed CFI was standing on top of a 90.7 percent fluorspar vein measuring approximately 9.4 metres in width, it carried out surface trenching of the vein during its 2012 exploration programme. At press time, this had led to the uncovering of fluorspar mineralisation at eight locations. The trenches are located over an area that extends more than 1,050 metres to the south of the old workings of the Director

Vein, and indicate surface mineralisation with widths varying from 3.4 metres to a massive 23 metres. Based on the positive results that CFI has received from both its PFS and from its surface trenching operations, it now begins work on its 2013 drilling programme on the southern extension of the Director Vein with renewed optimism and an even greater sense of excitement for what the years ahead will hold. For more information about Canada Fluorspar Inc (CFI) visit:

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East Asia Minerals


INDONESIA East Asia Minerals has come through the rapids and is now headed into smoother waters: the Vancouver based mineral exploration company has located major gold and silver deposits in Indonesia and has cleared the route to develop them

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

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A scenic view from the mountain on the Island of Sangihe

East Asia Minerals


ne year can make a big difference: when Ed Rochette, accepted his current role as chairman of East Asia Minerals (EAS) his burden seemed heavy. Today it is a lot lighter. Let us recap. When Rochette came in as the chairman of the company in 2010 he was alarmed by the heavy burn rate of capital. When he saw that $2.5 million a month was being spent and the share price had fallen dramatically he decided to take on the role of CEO and set about the task of making sense out of this fundamentally sound mining company, with its potentially world class gold deposits in Indonesia as well as some uranium and phosphate assets in Mongolia. He stopped all drilling activities and cut staff levels by 60 percent. With the management team’s efforts thereafter focused on resolving the permitting impasse the Indonesian operations had reached, the shareholders and the market were expected to respond positively. Once he was able to reduce the monthly burn rate down to $400,000 by the end of 2011, he was able to raise $13 million in a private placement. By the time the third quarter of 2012 had arrived things were looking up and the situation then was captured in the Business Excellence article that we published in October. Basically EAS was by then focused strongly on Indonesia, where Rochette was spending most of his time. The two main projects the company has there are located far apart from one another. One is on the small island of Sangihe at the north-eastern tip of the Indonesian archipelago in Sulawesi

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province, while the larger Miwah project is in the province of Aceh in westernmost Sumatra, the largest of Indonesia’s 17,000-odd islands. However both projects promise to yield richly, with Sangihe currently estimated to contain nearly a million ounces of gold plus eleven million of silver and Miwah thought to have more than three million ounces of gold and almost nine million of silver. These are truly potential world class deposits even without taking their considerable development upside potential into consideration. Through the efforts of the strengthened management team that Rochette has brought on, work at Sangihe has been progressing smoothly, with a 4,600 metre drilling programme that started in late 2012, bang on Rochette’s predicted schedule and directed towards increasing the inferred reserve. “Look out for the preliminary results from that drilling programme,” he advises. “We will be announcing those during the last week in February.” The work is being carried out under the eye of Frank Rocca, appointed VP of Exploration in September 2012 and a key member of the strong team now being built. That team will be further cemented shortly with the appointment of a new COO to replace Dave Anthony, whose move to the Board of Directors was announced at Christmas.

Miwah presented more problems, as we noted last year. While Sangihe has been permitted under Indonesia’s pre-2009 Contract of Work (CoW) system with a 27year licence, the work at Miwah is governed by an eight-year exploration IUP, the local licensing format that was adopted by the government more recently. The IUPs at Miwah were due to expire at the end of 2012. Had it not been possible

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East Asia Minerals

Local ship transporting relief supplies to earthquake victims across Sangihe Harbour

to renew them there would when it comes to securing be a danger not only that operating licences and the concession would revert negotiating terms. Even so, to the government but that had he not had the invaluable support of his management all of the data and IP that Current drilling team coupled with the local had been accrued would programme at Sangihe partner, the strategic advisors be forfeit. Closer spaced drilling is needed to confirm and the officials in Aceh, the the findings and upgrade the resource from result might have been different. ‘inferred’ to ‘indicated’. Additionally, Miwah There was cause for celebration when on is what is called an ‘open’ resource which 8 January 2013 EAS was able to announce means that drilling outside the area already that it had obtained agreements, signed by the explored could add significantly to the ore elected Bupati, or Regent of Pidie confirming body that has already been defined. his verbal assent to renewing the licences for It was a delicate situation, and retaining the an additional two years until 30 November, good will of the authorities at all levels was 2014. “This signed extension was the result crucial. Fortunately Ed Rochette is a lawyer of a sustained effort by the Company over with one of the best records in the industry the past year,” said Rochette. “The tenure


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“I am a great believer in making the local people ambassadors for the company right from the start” issues at Miwah are now behind us. We can immediately re-start our exploration programme for the project and our team can move forward to seek removal of the surface use restrictions imposed by the Ministry of Forestry.” The deforestation of Indonesia, which since 1900 has lost millions of hectares of some of the world’s most diverse rain forest in the world, is a matter of global importance.

A collection of recent core smaples

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However the main threat has been the paper and pulp industry, plantation agriculture and logging. The strict regulations that have been rightly introduced are aimed at saving the remaining trees and wildlife habitat for posterity. But mining has a light footprint compared with other industries: drilling requires very few trees to be removed and any mining project comes with a robust rehabilitation plan. Compared to the palm oil

East Asia Minerals

EAS management team at ceremony for donation of supplies for earthquake victims. (Left to right) Mike McAllister-Manager IR, Dave Anthony-Chief Operating Officer, Edward Rochette-Chairman & CEO

plantations that change the landscape for all time, mining is environmentally sustainable. Nevertheless permission for any surface disturbance activity in the areas classified as “protected forest” has to be obtained from the Ministry of Forestry, and this process can easily take two years. Ed Rochette is sympathetic with the principles behind the regulations, however it is as much in the Indonesian government’s interest to facilitate the development of a major gold mine as of any of EAS’s other stakeholders involved with the project. “We believe we may have been able to identify a way forward, working with the government officials, that will bring the

time-scale well below six months,” he says diplomatically. “The new drilling programme, which has already started in areas without surface restrictions, will confirm the viability of this project, and it should also demonstrate significant extension to the resource.” As well as contributing positively to Indonesia’s GDP, EAS’s activities will benefit local communities. “I am a great believer in making the local people ambassadors for the company right from the start,” he says. “If you get them on your side before something happens or someone organises a protest it is a lot better than having to make amends after the event.” This is an extension of the

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Core sample detail from 120m

East Asia Minerals person-to-person principle that was crucial in resolving the tenure problems and is well illustrated at Sangihe where at Christmas 300 children and their parents were given a dinner hosted by EAS, the first time any overseas company has done this on that island. Now a clean water scheme has been initiated for villagers living near the operation, and 42 local jobs have been created. Already 500 bags of cement have been given to villagers to help them repair houses damaged in a recent earthquake. Equipment has been purchased for the local medical clinic; sports equipment has been obtained for the local team; fertiliser has been purchased and distributed for local farmers; and other community engagement projects are currently being implemented which are geared towards local content objectives. Miwah will benefit in a similar way as the project matures. East Asia Minerals is no longer a turnaround case, but a lean company, well organised and financed, with an aggressive exploration, acquisition and growth strategy. Monthly expenditure has been maintained at around $400,000, and the company had $10 million in the bank at the end of last year. Above all, it has achieved 90 percent of the goals that Ed Rochette set out for himself and East Asia Minerals just a year ago. The next challenge is “to grow the company�, a goal that the management team, along with its strategic advisors, are currently working on. For more information about East Asia Minerals visit:

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Eldorado Gold

Adding value through exploration Vice-president and general manager for Greece, Eduardo Moura, discusses how the company’s activities in the country are playing a fundamental part in helping to achieve its goal

written by: Will Daynes research by: Jeff Abbott

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Eldorado Gold


Rehabilitation of Olympias tailings pond

n the same way that it had a hugely symbolic meaning to ancient Egyptian culture, gold was just as central to ancient Greeks, in this case as a financial commodity. In fact it was as early as 550 BC that the Greeks had begun mining for gold across the Mediterranean and into Middle Eastern territory. By 325 BC, the Greeks had successfully mined across an area spanning from Gibraltar to Asia Minor and Egypt. While not quite at its pre-Christianity levels, gold mining has certainly gained some serious momentum since Greece began a fasttrack approvals programme several years ago. One of the companies leading the gold inflow is today Eldorado Gold. A Vancouver-based, mid-tier producer with operations in Asia, South America and Europe, Eldorado Gold was founded in the early 1990s and boasts seven operating mines, as well as a pipeline of projects in different stages of construction and development, and an extensive exploration programme. “Eldorado Gold has been present in Greece since 2008, when we acquired the Perama Hill Gold Project in Thrace, a project that is now in its final stages of permitting,” explains Eduardo Moura, vice-president and general manager for Greece. “In February 2012, we completed the acquisition of the Kassandra Mines from European Goldfields, which included the Stratoni Mine, the Olympias Mine and the Skouries Project, and we now plan to invest approximately $1 billion over the next five years in Greece.” Northern Greece is an area of particular interest for Eldorado Gold, with its

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ANDRIOPOULOI BROS S.A. Since 1989, ADM is one of the largest Electrical Engineering and Panel Manufacturing firms in South-East Europe. We specialize in the design, construction, installation, commissioning and maintenance of integrated power, control and automation systems. Certified by EN ISO 9001/2000 we manufacture a range of fully certified M.V. Switchboards, PCC/MCC & Main LV Switchboards, Indoor & Outdoor Distribution Boards, Pillars, Automation & Control Panels and MV/LV substations, following all respective standards and based on our experience as Original Equipment Manufacturers. Our solutions find a wide array of applications in Industry, Power Generation, Renewable Energy, Buildings & Infrastructure. Our products and services are made available throughout South East Europe, the Middle East and North Africa having implemented a very strong portfolio of projects including Power Generation Plants, Cement, Oil & Mining Industries, Airports, Railways & Roads for both Public and Private sector. Having a highly educated and motivated staff, we deal with every new project as a new creative challenge, answering back with a mix of knowledge and flexibility. Based on our experience we offer project and system management services throughout the lifecycle of a project: from concept/systems design to commissioning and long-term maintenance. Looking to future strong partnerships we invest on innovation and expertise since we fill that our duty is continuous improvement.

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110, Dekelias Ave., Acharnes, Athens - Greece,. GR - 13 178 Tel.: +30 210 2461616 +30 210 2461673 Fax: +30 210 2423560 Email:

FREDERIKOS S.A is an engineering firm located in Kavala, North Greece. FREDERIKOS S.A premises, covering an area of 6000 sq. meters, have the capability to produce high quality castings and demanding machine works. Field of expertise includes mining, oil, renewable energy and chemical industries. T: 0030 2510316793 0030 2510316968 F: 00302510316967 E:


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




ELDORADO Eldorado GOLD Gold reputation Eldorado Gold for feature beingtext a in culpa qui officia deserunt to go here...Lorem ipsum mollit anim id est laborum. highly prospective region Lorem ipsum dolor sit amet, dolor sit amet, driving the consectetur company’s consectetur adipisicing elit, adipisicing elit, sed do plans to spend around sed do eiusmod tempor eiusmod tempor incididunt $23 million in exploration incididunt ut labore et dolore ut labore et dolore expenditure here inmagna 2013 alone. firstad attracted magna aliqua. Ut enim ad aliqua. What Ut enim minim the company Greece, minim veniam, quis nostrud veniam, quisto nostrud exercitation laboris exercitation ullamco laboris and what itullamco continues to nisi ut aliquip ex ea commodo Exteriornisi photo ut aliquip of Stratoni ex ea flotation commodo plant benefit greatly from, is its consequat. Duis aute wellirure consequat. Duis aute irure solid infrastructure, educated force, reliable legal is system a caption this a caption dolor in labour reprehenderit in This dolormillion in reprehenderit in in isexcess of eight ounces of gold and consolidated democratic voluptate velit esse cillum institutions. voluptate velit esse cillum in Greece,” Moura continues, “as well as “We eu have proven andpariatur. probableExcepteur reserves significant dolore fugiat nulla dolore eu fugiat nullaof pariatur. Excepteur amounts copper, lead, zinc sint occaecat cupidatat non proident, sunt sint occaecat cupidatat non proident, sunt

FREDERIKOS SA FREDERIKOS SA, was established in 1972 . Today it is a modern unit able to provide high quality services by investing in cutting edge technologies and by having a comprehensive selection of equipment. The company is divided in two divisions; the machine shop and the foundry. The combination of the foundry and the machine shop gives the flexibility to fulfil difficult tasks and bring innovative ideas to life. FREDERIKOS SA philosophy is simple; “Treat all our clients with the dignity and courtesy they expect, from small business to the largest industry”. This includes the exemplary customer service, combining lasting and effective support at all levels. FREDERIKOS SA has managed through the years, to build strong ties with partners like HELLAS GOLD (member of the EL DORADO GOLD family), AKTOR (the leading

construction company in Greece), ROKAS renewable ( a subsidiary company of IBERDOLA, Spain’s largest energy group), KAVALA OIL (the only oil extraction company in Greece) EL.FE(one of the largest fertilizer industries) and a long list of large and small industries throughout the Greek territory and abroad. FREDERIKOS SA is at the top of the industry and undertakes large projects. Quality is a prime importance in the engineering industry in general. FREDERIKOS S.A. highlights the quality control system by highly qualified staff performing inspections, disciplined quality control of all equipment, continuous training of staff, and the availability to quality control by our customers. E.

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Presence in 12 countries 60 years of expertise Wide areas of expertise -Buildings -Infrastructure -Industrial -Waste Water Treatment -Mining/Quarrying -Facility Management -Project Management 859 ml turnover 2011 2.8 bn total construction backlog (May 2012) 9,000 collaborators in Greece and abroad Rank 103 (ELLAKTOR Group) in the TOP 225 Global Contractors list by ENR (August 2011) Rank 138 (ELLAKTOR Group) in the TOP 225 International Contractors list by ENR (August 2011) Various awards for sustainable construction & development from 2003-2010

EL DORADO GOLD Eldorado Gold

AKTOR The leading position held by AKTOR in the construction sector and particularly in the construction of underground projects (road tunnels, etc.) along with the continuous growing demand for minerals and ores from countries like China, India, Russia led AKTOR to also become involved in the mining sector. Today it possesses experience, executives and technicians, together with equipment customized for the above activities.

• the renovation of the Olympias mine by widening and deepening the galleries and permanent re-supporting them up. • the improvement of the existing concentration plant at Olympias in order to make use of the existing marshes. • a concentration plant for the ‘Skouries’ porphyry deposit and lastly • two earthen dams near the Madem-Lakko mine.

AKTOR S.A., shareholder in Hellas Gold S.A. operates on the polymetallic deposits at “Cassandra Mines” (Cu, Au, Pb, Zn, Ag) and the total reserves per ore amount to: • Stratoni, total reserves 10Moz silver, 0.3Mt lead and zinc • Skouries, total reserves 3.59Moz gold and 0.736Mt copper • Olympias, total reserves 4.06Moz gold, 58.8Moz silver, 0.6Mt lead and 0.8Mt zinc. As a contractor, it is constructing: • a tunnel connecting the mines Madem-Lakko (Pb, Zn, Ag) & Olympias (Pb, Zn, Ag) ~ 10km in length, with a cross-section of 42 m2. • a tunnel for mucking raw from the Olympias mine to the Olympias enrichment plant, 1 km long with a cross-section of 27 m2. • a hydraulic stream diversion tunnel near the Madem-Lakko mine, 1 km long with a crosssection of 16 m2. • a vertical access shaft to the ‘Skouries’ porphyry deposit (Cu, Au), 700 m in length and 6 meters in diameter. • a helical access ramp to the ‘Skouries’ porphyry deposit (Cu, Au), 5.5 km in length and with a cross-section of 35 m2.

The special equipment employed for the execution of these projects include Road Header, Jumbo, Tunnel Loader & Dumpers, etc. AKTOR S.A., with its subsidiary HELLENIC QUARRIES S.A., has also undertaken to engineer the exploitation, extraction, processing and sale of powdered calcium carbonate (industrial mineral) a suitable raw material for use as a filler in the paint, fertilizer, animal fodder and pharmaceutical industries in a site in North of Greece. The annual production amounts to about 100,000 tons of top-quality calcium carbonate, of high purity and whiteness. The same subsidiary, as a nominated subcontractor of the company Silver and Baryte Ore Mining S.A. (S&B), is constructing two galleries accessing bauxite deposits, gallery S580 with a length of 1,550 m and gallery S627, 1,350 m in length, each with a cross-section of 25m2, filling opened stop bauxite mines with waste rock excavated when building the galleries. It has also undertaken to extract 170,000 tons of bauxite.

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CRE ATIVE YE AR S FROM 198 4 MAN-AiR was founded in February 1984, initially to supply industry with compressed-air equipment. Very soon the company’s activities expanded in the area of drilling rigs for civil works and tunnelling, mines and quarries, where it acquired the biggest market share with the Finnish company TAMROCK. To maintain its position in the Greek market, and in order to confront the vast changes in the market requirements, Man-AiR invests in human resources. Thus, the company’s Sales Department comprises of highly experienced Mechanical and Mining Engineers, who with continuous training, locally and abroad, as well as with visits to all the major international fairs, are informed about all the improvements in the product range, in order to help the customer choose the right equipment according to his needs. The company’s Spare Parts Department is on-line with the suppliers’s spare parts departments, thus making sure of the availability of spare parts, as well as the ordering progress. Finally, the Technical support team is equipped with the most suitable and contemporary tools, and combined with perfectly trained personnel is in position to face any problem, either locally in our workshop or with our mobile workshops and through a network of associates. Man-Air through its many-year experience can offer solutions and equipment covering most of the needs of the construction and mining market, by being the sole distributor of the following companies:

16, 46th Str. & 7th Str. 133 41 ATTICA Industrial Zone, ANO LIOSIA GREECE Tel.: +30 210 5150415, Fax: +30 210 5151832 | E-mail: |

EL DORADO GOLD Eldorado Gold El silver. Dorado feature Lorem ipsum dolor sit amet, and In Gold Skouries, for text to go here...Lorem ipsum consectetur adipisicing elit, example, we have a copperdolorporphyry sit amet, deposit consectetur sed do eiusmod tempor gold with incididunt ut labore et dolore adipisicing elit, sed do 3.6 million ounces of gold eiusmod tempor incididunt ut magna aliqua. Ut enim ad and 738,000 tonnes of copper labore et dolore magna aliqua. minim veniam, quis nostrud in proven and probable Ut enim ad minim veniam, exercitation ullamco laboris reserves. This project will nisi ut aliquip ex ea commodo quisfully nostrud exercitation be operational in 2015 ullamco consequat. Duis aute irure and we laboris expectnisi it ut to aliquip be in ex ea commodo consequat. dolor in reprehenderit in Olympias flotation plant: employees at work operation for more than 25 Duis in aute irure dolor in voluptate velit esse cillum years total.� This Eldorado is a caption this is a caption reprehenderit in voluptate dolore eu fugiat Elsewhere within the country, proven and probable reserves. Olympiasnulla also velit esse cillum dolore euis a replacement contains 270,000 pariatur. sint Gold’s ore body in Olympias ounces ofExcepteur gold in tailings fugiat nulla pariatur. Excepteur sint occaecat non proident, in mixed sulphide body with 3.8 million ounces occaecat placed by cupidatat former operators. These sunt tailings cupidatat non proident, in culpa qui culpa qui officia deseruntinmollit anim id of gold, 57.7 million ouncessunt of silver, 599,000 are being re-processed the recently officia deserunt mollit anim idtonnes est laborum. laborum.flotation Lorem plant ipsumofdolor sit amet, tonnes of lead, and 796,000 zinc in est refurbished Olympias. The

MAN-AIR S.A. Man-Air S.A. is activated in supplying machinery for surface and underground works; since 1985 as the exclusive distributor of SANDVIK MINING AND CONSTRUCTION. Man-Air S.A. has the biggest market share in Greece. Man-Air S.A. has a successful presence since 1996 in the Gold mine of Chalkidiki when Man Air delivered to TVX, 7 Underground drilling jumbos which operate until today in the toughest environment and feature market-leading productivity rates and excellent reliability. Man-Air S.A. with the unbeaten customer support, ensuring that you get the right parts on time and providing experienced field engineers, manage to continue the collaboration with the new owner

Hellas Gold Sa since 2004. New robust and reliable machinery, coming from the product range of Sandvik, join the mine in 2012. This new group consists of 2 underground drilling jumbos, 2 Loaders, 2 underground trucks, a rock support drill rig which is capable to do all the needed type of bolts and a sturdy universal concrete spraying machine Sika-PM407. All this equipment with the after-market support systems of Man-Air S.A. will give added customer value. With decades of experience and in-depth industry knowledge, Man-Air S.A. aims to fulfill and satisfy the challenges of the future. E.

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GC ISTRIA: Engineering Consultants and Drilling Contractors

• Providing its services worldwide • Keeping and improving its high standards of performance • Continuously extending its range of services • Supporting and improving the training and working conditions for its employees and collaborators 5 Hatziyianni Mexi Str, P.C. 115 28, Athens, GR | t:. +30 210 72 18 323 / 210 72 18 977 f: +30 210 72 46 597 | e-mail: |


Click here to visit our dedicated homepage for the mining community BEST PRACTICE IN MINING

Eldorado Gold Stratoni Mine meanwhile Istria General Consulting contains ten million ounces We specialise in drilling investigations for mining, of silver, 110,000 tonnes of geotechnical and geothermal purposes. Such investigations lead and 151,000 tonnes can potentially reach depths of up to 800m, with of zinc in reserves. Finally, vertical and inclined drillings through complex geological the ore body in Perama hill formations. Engineering designs for infrastructure, energy, contains 975,000 ounces of mining and building projects with particular emphasis on underground geotechnical and structural designs and gold in reserves. mining resource estimation. “We have always been focused on building a profitable business with healthy margins by using a responsible approach to growth,” Moura states. “What we do is combine our technical expertise with capital discipline to grow our resources and reserves, develop our assets, increase production levels and identify new opportunities. In doing so, we create and deliver value for all our stakeholders.” The aforementioned $1 billion investment that the company plans to make over the next five years will be spent primarily on the development and construction of Eldorado Gold’s three main projects in the country; Skouries, Olympias and Perama Hill, as well being used to cover exploration expenditures so as to discover new deposits. “When all of our mines here are in full production,” Moura enthuses, “we Olympias mine: underground anticipate that we will have become the development and supporting work

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“We continue to spare no effort to earn the trust of local communities by demonstrating that we are a responsible mining company” largest gold producer in Europe. At current metal prices our mines will generate export revenues of approximately $1 billion per year to Greece, including sales of copper, lead, zinc and silver. Furthermore, we estimate that by this time we will have generated some 5,000 direct and indirect jobs locally. We have already invested close to $100 million in Greece since the beginning of 2012 and in doing so we

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have tripled our direct labour force in the country from 400 to 1,200 people.” In addition to the employment opportunities it creates, the company also continues to set aside capital that is used to support the local communities that exist in close proximity to its operations. This includes approximately €3 million that is provided annually to the Aristotle Municipality in Halkidiki, with plans to

Eldorado Gold

Indoor shooting of Olympias mine

provide another €1 million per year in Alexandropoulos, Thrace, in the not-toodistant future. The money itself is intended mainly for community infrastructure projects as well to provide support for numerous local cultural and athletic associations. Looking to the future, Eldorado Gold as a group has ambitious growth targets, aiming to produce 1.7 million ounces of gold by 2016. This figure represents more than double its total gold production of 660,000 ounces for 2012 and equates to 160 percent growth over a five year period. Needless to say then that its operations in Greece will play a critical role in delivering this. “As has been the case since we first entered the market,” Moura conclude, “we continue

to spare no effort to earn the trust of local communities, particularly in Halkidiki and Thrace, by demonstrating in our day to day activities that we are a responsible mining company and that we keep our promises. Eldorado Gold has an industry reputation which we value highly and aspire to preserve in our worldwide operations. I strongly believe that responsible mining can make an important contribution to the economic recovery of Greece and that the best way for us to remain successful in this part of the world or elsewhere is to walk the talk.” For more information about Eldorado Gold visit:

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The first ore shipment left the Sierra Leone’s p enterprise that will not only be a major resour 21st century but will help to underpin Sierra

written by: Jo research by: Ro 52 | be weekly

African Minerals


port of Pepel in 2011, marking the start of an rce for the global steel industry throughout the a Leone’s economy through its reconstruction

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Workers carrying out maintenance

African Minerals


frican Minerals (AML) started still defining and extending the deposit as life in 1996 as the Sierra construction went ahead, though the risk was Leone Diamond Company, small, with the quality and quantity of the 12 focused on Sierra Leone’s billion ton deposit already well understood. deposits of alluvial diamonds. Since Tonkolili is located 200 kilometres In 2005 it raised £20 million on London’s inland secure rail and port facilities were AIM market and three years later confirmed as important as the mine itself. Back in its Tonkolili magnetite resource in Sierra November 2008 AML had secured a 99 year Leone’s Northern Province. lease on the rail and port infrastructure Financing the Tonkolili project and fast surrounding the project. Fortunately, there tracking it to production was a priority was some pre-existing infrastructure from a and the company set about raising funds. previous mine operation which enabled the Through 2010 and early 2011 it raised company to fast-track the development of the over $1.1 billion to fully fund Phase I port operation at Pepel, as well as the first 74 development of the project, kilometres of the railway— which went into production essentially a rehabilitation of in late 2011. In March 2012 what had previously existed. the Company completed Currently ore from Tonkolili a landmark $1.5 billion is shipped out of Pepel port, which has limited draft but is transaction with Shandong Iron and Steel Group (SISG) the principal iron ore port for in return for a 25 percent Sierra Leone currently. Size of JORC shareholding in the Tonkolili Originally the plan was compliant resource project companies. The SISG to upgrade the nearby port transaction is the largest of Tagrin as a deepwater ever foreign investment in Sierra Leone and facility that could cope with the vastly the largest single investment by a Chinese increased volumes expected in Phase II and state-owned enterprise in Africa: as part of beyond but in December 2012 the company the deal SISG secured a proportion of the ore announced its intention to abandon the from the mine under an offtake agreement. Tagrin development, which would involve The company chose not to follow the construction of a new rail spur as well, usual timeline of carrying out the initial and continue to use Pepel, upgrading the scoping study, definitive engineering study infrastructure there instead. and bankable feasibility study before seeking As CEO Keith Calder commented: “We funding, commencing construction, and have made good progress with value starting up operations. Many of the normal engineering and optimisation in our processes were tackled simultaneously Tonkolili mine expansion strategy. While rather than sequentially. The company was our strategy regarding the mine and

12 Billion tons

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Excellence in Engineering Infrastructure • Construction, maintenance and upgrading of railway track systems • Provision of mechanised on-track plant and machinery • Flash butt and thermit welding of rails • Ultrasonic testing of rail welds • Gantry, stacker reclaimer and ship loader trackwork • On-track survey and alighment using customised trolley tracks • Crane tracks, for the building and manufacturing sectors

• Railway siding design and construction • Railway material refurbishment and sales • Overhead traction equipment (OHTE) electrification • Trackwork encased in concrete • Track-related civil and ancillary works • Management of industrial rail networks • Manufacture of rail-related precast concrete items • Providing clients with turnkey solutions.

Tel no: + 27 (11) 845 5300 / +27 (21) 531 7540 Email: |


Click here to visit our dedicated homepage for the mining community BEST PRACTICE IN MINING

African Minerals

Trucks crossing on the pit ramp

plant is mostly unchanged, we have now decided to leverage our existing rail and port infrastructure at Pepel to achieve the expanded export tonnage. This will significantly reduce capital costs, and de-risk the project’s delivery, whilst at the same time reducing social and environmental impacts. This approach will provide a significantly better value, capital

efficiency and risk proposition for all of our stakeholders.” Phase II will see the product change from 20 million Tons per annum (tpa) of straight ore (known as direct shipping ore) to concentrate from Tonkolili’s saprolite haematite reserves at an estimated rate of 35 million tpa, and now that shipping will remain at Pepel the estimated cost of the total expansion plan

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“Tonkolili will play a significant part in Sierra Leone’s reconstruction and onward economic development” has come down by a third to $2 billion, with reduced risk and lower environmental and social impact, says AML. So many discoveries have been made in the region that people in the industry are beginning to call West Africa the new Pilbara, after the massive iron ore fields in Western Australia. Certainly it promises to

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provide a viable alternative for the Chinese steel manufacturers, whose demand for iron ore cannot be satisfied by present day world resources. Tonkolili, with enough resources to last to the end of this century, will play a significant part in making this happen, and is clearly vital to Sierra Leone’s reconstruction and onward economic development. This

African Minerals

Reclaimer at work

project alone is expected to double the county’s GDP once Phase II is under way in 2016. A major employer, taking direct and subcontract labour into consideration, AML is committed to replacing expatriates with local personnel. This means promoting local people to supervisor roles as soon as their skills are sufficiently developed. It creates a culture of job progression, lower turnover of staff and the understanding that mining is a career choice that makes sense in a country where jobs in the sector are certain to increase. For those in the community who don’t plan to make a career in mining, however, AML’s innovative business incubator programme helps them benefit from the presence of the

mine. Not content with arm’s length, AML is physically going into the local communities and carrying out skills assessments to identify what skills already exist there and how entrepreneurship could be encouraged. 12 small businesses are now in the scheme, around 80 percent of them food suppliers providing fruit, vegetables and rice to the various sites within the project. In addition, the company has supported tailoring and brickmaking businesses. For more information about African Minerals visit:

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C potentia

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Coca-Cola Sabco

written by: Will Daynes research by: Abi Abagun

Country manager, Simon Everest, discusses the future al of the country and the company’s expansion plans

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Coca-Cola Sabco


The bottling line in action prior to being packaged

ith its famous white-on red logo, its seemingly endless list of 3,500 global products and it s phenomena l ly successful marketing campaigns, there are very few, if any, companies anywhere that can claim to be as well recognised throughout the world as Coca-Cola. From its beginnings in Atlanta, in 1886, the subsequent 127 years has seen the company reach the point where it today boasts a presence in more 200 countries. One of these countries is Mozambique. It is here that Coca-Cola Sabco commenced operations in Maputo in 1994, at first employing 80 people. In the years that followed the company would go on to establish a second plant in Chimoio in 1997, with a third opening in Nampula in 2001. As of today the company employs close to 1,000 people. “We have come an awful long way since we produced our first product in Maputo in May 1994,” states country director, Simon Everest, “but it has been in the last several years in particular that the market here has really begun to evolve. In a country where per capita income is less than $1,000, and most of the population live on subsistence levels, carbonated soft drinks have been regarded as very much a luxury item. Now as the country becomes wealthier, primarily due to the increase in mining and oil and gas operations, the products we produce become much more accessible to the masses.” As Everest goes on to highlight, this increased wealth has not gone unnoticed

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Experts in Sugar and Biofuels Czarnikow is a sugar and ethanol trading, advisory and supply chain management firm. Operating globally from offices across the world, Czarnikow has a reputation for high levels of client service and ethical standards throughout the supply chain and is renowned for its world-class market information and analysis. For more information please visit

A partner of Coca-Cola SABCO(Mozambique)

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


Coca-Cola Sabco by a number of competitors, Czarnikow however Coca-Cola Sabco has Czarnikow is a sugar and ethanol trading, advisory and something very important supply chain management firm. on its side. “Where we really Czarnikow trades products globally from 12 offices and score is the fact that our employs around 190 people. Its registered headquarters distribution levels are second are in London and it has eleven other offices in Delhi, to none. Through the work Dubai, Guangzhou, Mexico, Moscow, Nairobi, Miami, Point Lisas (Trinidad), Sao Paulo, Singapore and Tel Aviv, of our three factories, our giving it a first-hand presence in all major sugar markets network of trucks and our around the world. mobile distribution centres Czarnikow is a service-orientated company whose main we are able to reach customers business activity is the trading of sugar and ethanol on across Mozambique. This is behalf of its clients. It also provides warehousing, logistics, without question one of major advisory and execution services. competitive advantages, that and the fact that the CocaCola brands are recognised in all four corners of the world for their consistent quality.” One of the company’s more recent product launches has seen it introduce the Minute Maid juice drink brand to Mozambique. Launched in can form, it is hoped that Minute Maid will increase Coca-Cola Sabco’s share of the strong juice segment that forms a significant part of the non-alcoholic, readyto-drink beverage market. While there are a number of other brands the company is looking to introduce at various stages of its development in the Head office country, its most pressing concern is to

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ensure that it has the capacity required to supply market demand for its core products. The way it is doing this is through several major expansion projects. “First and foremost,” Everest explains, “we have simply outgrown our factory in Maputo. What we have decided to do in order to rectify this is first by installing a brand new PET line, itself a $20 million undertaking, at our facility in Chimoio,

before constructing a brand new factory in Maputo. This new line will see its first product run off in October 2013. Apart from helping us tap further into an area of the country that is becoming a hub for mining, this new line will also provide us with the ability to enter into the water category.” As the economy of the country develops, Coca-Cola Sabco believes the first thing its inhabitants will want is a water brand

“Coca-Cola Sabco devotes a significant amount of time and effort to various social and community based project”

Fresh bottles ready to be filled and capped

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Coca-Cola Sabco

Inside the warehouse

that they can trust. “The ultimately have sufficient water segment at present,” space in which to house seven Everest says, “is highly lines, this site will initially fragmented, with three be home to two returnable regional players and several glass lines and one PET line. The year that Coca-Cola smaller bottlers all with The current Maputo PET line commenced operations various quality standards in will be moved to Nampula, in Maputo existence. What we believe thus with the creation of this is that there is now room in facility Coca-Cola Sabco will this market for a national have PET lines established water player and that is what we intend and operational in each of its manufacturing to be once we launch our BonAqua brand units across the country. As is the case in the majority of the markets in September of this year.” The second phase of the company’s that the company is present in, Coca-Cola expansion sees it in the process of building Sabco devotes a significant amount of time a 21 hectare greenfield site in Matola Gar, and effort to various social and community on the outskirts of Maputo. While it will based projects, including the redevelopment


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“The fact that we are investing $140 million here over the next three years truly demonstrates Coca-Cola’s commitment and belief in Mozambique” of medical clinics and local schools. CocaCola’s track record in this field led to it being approached by the Clinton Foundation to assist in its distribution of HIV medication throughout Mozambique. One area that also deserves to be highlighted is the work that the company

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does to establish business opportunities for local people. It does this by setting up individuals with their own vending boxes and a certain amount of core product that they then sell. “We have had some really positive success stories come out of this initiative,” Everest enthuses. “At present

Coca-Cola Sabco

Exterior view of the plant

we tend to focus on women. This approach forms part Coca-Cola’s five-by-twenty programme that aims to empower five million women by 2020 and has already proven very successful in Mozambique.” When Everest came into the business two years ago, his primary concern was to ensure that Coca-Cola Sabco was able to get its future capacity right. Now, with the aforementioned expansion projects underway, he is confident that by the end of 2015 the business will be in a very good place indeed. “I think,” Everest concludes, “the very fact that we are investing $140 million here over the next three years truly

demonstrates Coca-Cola’s commitment and belief in Mozambique. Having had a business established in the country for 20 years now we understand the marketplace and have built a strong reputation for ourselves. Now as the country becomes wealthier I feel there is a great future for our products here. Certainly there are many worse places to be and I for one feel truly blessed to be a part of what we are doing in Mozambique.” For more information about Coca-Cola Sabco visit:

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Vodacom SA

Networking the nation Vodacom’s most recent quarterly trading statement further highlights the importance of its core SubSaharan markets and, more importantly, the strides the company continues to make in order to remain a leading network in an increasingly competitive sector

written by: Will Daynes research by: Candice Nice

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Vodacom SA


ehind Asia, Africa is the biggest mobile phone market in the world, and the fastest growing anywhere on the planet with the number of subscribers on the continent growing by almost 20 percent year-on-year for the last five years. Analysts estimate that by the end of 2012 there were more than 735 million subscribers across the continent, a figure that is the equivalent of a 65 percent penetration rate. In South Africa mobile phone use has risen from 17 percent of adults in 2000, to 76 percent in 2010, with over 30 million people in the country now thought to use a mobile, more than those that own a radio, a television, a personal computer or indeed a landline phone. Vodacom is a pan-African mobile telecommunications company and the lead cellular network in South Africa. Today the company provides GSM services to around 50 million customers in South Africa, Tanzania, Lesotho, Mozambique and the Democratic Republic of Congo. Aided by its release of a series of optimistic advertisements during the early stages of the democratic South Africa, Vodacom quickly grew into one of the leading networks in the country with an estimated market share that today stands at approximately 50 percent. On 6 February 2013, Vodacom Group released its most recent trading statement for the quarter ending 31 December 2012. “This last quarter has been characterised by strong performance in data and our international operations, tempered by some challenges in our South African business,� commented

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Vodacom SA

Vodacom head office in South Africa

Vodacom Group CEO, Shameel Joosub. Vodacom make a much more concerted “Group revenue expanded by 4.8 percent year- effort to focus its investment activities on-year and 7.1 percent quarter-on-quarter, on maintaining its network leadership. while group data revenue increased by 23 This was perhaps best demonstrated in its percent and revenue from our international commercial launch of its LTE service, the first of its kind in South Africa. At the time of operations grew by 22 percent.” During the quarter, active customer growth writing, the company’s LTE coverage has now across the Group also remained positive with extended to reach Johannesburg, Pretoria, its international base growing 13 percent Durban and Cape Town, with 542 active sites and counting. and its key South African Vodacom’s quarterly base also increasing by 12 percent. While the number results for South Africa show of customers increased in that in the three months to South Africa, voice revenue the end of December 2012, continued to be impacted by revenue increased by some increased competition in what 2.2 percent to R15.5 billion, Market share held by the company in South Africa is today a softer economy. driven primarily by the Such conditions have seen 27.2 percent growth in


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equipment revenue from smartphone and tablet sales. Meanwhile, when excluding the impact of regulated cuts in MTR’s, service revenue increased by 1.4 percent. One of the factors that influenced these results was the company’s decision to take corrective action to improve its customer base and reduce the volume of one-off usage customers. As expected, this has resulted in higher churn and net disconnections during the quarter, however what it has also resulted in is a reduction in the company’s prepaid acquisition costs and improved profitability in its prepaid customer base. Value offers and network investment saw the number of active customers in South

Inside a Vodacom store

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Africa increase year-on-year by 11.7 percent to 30.6 million, while contract customer numbers increase by 6.0 percent to 5.9 million. This latter figure alone added almost double the net connections that Vodacom reported in each of the two previous quarters to approximately 120,000 customers. At the heart of Vodacom’s integrated plans during the latter part of 2012 was its strategy of offering “much-more-for-more” (MM4M) and its “double your summer” promotions. Meanwhile, the company has continued to see a strong uptake in the integrated voice, SMS and data price plans that it first launched in July 2012, with almost a third of new mobile contract customers that signed on during the

Vodacom SA

“Smartphones remain a key growth driver for Vodacom in South Africa, with active smartphones increasing to 5.8 million devices� last quarter opting for these plans. In what will come as little surprise given global trends, smartphones remained a key strategic growth driver for Vodacom in South Africa during the final few months of 2012, with active smartphones increasing 29.2 percent to 5.8 million devices. Smartphone net additions increased during

the quarter, adding over 500,000 customers to Vodacom’s network, a figure largely supported by its working capital investment in handset financing. Naturally the continued growth in smartphone uptake resulted in the company recording an increased in usage by over 36 percent to 138MB per smartphone customer per month. Indeed one of the more consistent trends that the company has recorded in recent times is that the appetite for data services amongst its customer base remains strong, with active data customers increasing to 13.8 million, representing over 45 percent of its customer base. Another important differentiator for Vodacom continues to be its commitment to network investment. One such investment has seen the company make further strides in improving the speed and coverage of its 3G network, adding 317 base stations in the quarter to take its total to 5,855. In addition, Vodacom continues to invest in increasing the capacity of its voice network to support higher customer usage. For more information about Vodacom SA visit:

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A passion for P@SHA Jehan Ara, president of the Pakistan Software Houses Association for IT & ITES, talks about the role of P@SHA in developing the technology sector in Pakistan, and in helping to set policy standards for the country

written by: Martin Ashcroft research by: David Brogan

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Pakistan Software Houses Association for IT & ITES

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he Pakistan Software Houses Association for IT & ITES has a delightful acronym, P@SHA. Now president of the association, Jehan Ara joined about eight years ago, “so I’m not responsible for the name!” she says. P@SHA was founded in 1992 by nine technology companies, but its membership has since grown to include more than 400 of the country’s largest software houses, product development centres, BPO companies,

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animation and new media studios and consulting and system integration companies. As president, Ara is the equivalent of a chief executive. “I run the secretariat and work with member companies; I work on all the events, and I work with government on policy. It’s what you make of it; the role is evolving all the time.” P@SHA’s main objective is to promote and develop the software and services industry in Pakistan and to protect the rights of its


A discussion panel at the P@SHA Annual conference 2012 in October, Lahore, Pakistan

members. One way it does this is by sponsoring annual innovation awards in the technology sector, selecting winners in 15 categories who then go on to represent Pakistan in the annual APICTA event (Asia Pacific ICT Awards). The P@SHA ICT Awards program has been going for nine years and the 2012 event took place in Lahore in October last year. The main APICTA event was held in Brunei Darussalam in December, with Pakistani companies collecting four second place awards. “This

time we didn’t have too many nominations,” says Ara. “We had only seven products competing but four of them got runner up awards. We normally take 15 to 20 but this year I had been ill so we did not have as many as usual.” With 16 countries represented at APICTA, bringing 153 different products to the event, four out of seven is not bad at all. The APICTA judges look at innovation and a range of other factors, including whether the product can be scaled and sold in countries

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other than the country of origin. “They look at how well the product has sold already and whether it has the potential to sell more,” adds Ara. “They also look at marketing, the technology aspect, and what benefit or impact it has in its particular category. If it’s a banking product, for instance, they want to know what kind of implementation there has been, and what benefit there has been to the financial sector because of the product’s use in customer applications. “One of the things we like about the awards is that sometimes our participating companies go on to work with companies from other countries,” she continues. “I see that as more of a benefit than just the award itself. In Asia Pacific there’s a lot of innovation and a lot of talent and the fact that we can collaborate and work together helps the whole tech sector in the region.” P@SHA also has a number of industry and social initiatives in operation. A recent one that Ara is proud of is the P@SHA Social Innovation Fund, set up with a $250,000 grant from Google. “The purpose of the fund is to give grants to young people who develop solutions to community problems using technology,” she says. “We have five initiatives so far and we’re going to be funding another five in the next few weeks.” The fund will provide a grant and

a mentor to help recipients get their solutions off the ground, because the two major factors preventing young people from starting up initiatives for the community are usually lack of money and guidance, she explains. Another key role for P@SHA is to engage with government in the formulation of policy. “I feel that the government in Pakistan does not understand the full potential of the technology sector in the economic

“P@SHA’s main objective is to promote and develop the software and services industry in Pakistan and to protect the rights of its members” 82 | be weekly


Delegates make their mark at the P@SHA ICT awards 2012

development of the country,” the technology and business says Ara. P@SHA worked sectors but also to safeguard closely with the Ministry of the interests of consumers,” Information Technology last she explains. “We also year on the development of interact with the National Members of the national ICT policy. “Most Standing Committee on IT, P@SHA today of the input for that came which is a parliamentary group that advises the cabinet from P@SHA,” she says. “We more or less drafted the and the national assembly on document, but we want it to be a continuous legislation, and with the Internet Providers process, not something that is written once Association and the security agencies.” There and then implemented. The technology keeps is often resistance to new legislation from the changing so it needs to be a live document security agencies, she explains, who feel that that is updated all the time.” too much freedom on the internet and in the P@SHA is now currently working with tech sector could interfere with their work. government on cybercrime legislation. “All “We need them to understand that what we the different parties within government need do is not going impinge on what they do,” to be convinced that it’s important not only for she affirms.


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As a predominantly Muslim country, Pakistan can be extremely sensitive to offensive content in the media, especially on the internet. On 17 September 2012, the Government of Pakistan banned all access to YouTube in the country, after an independent film maker posted an antiIslamic video to the site. This was the third time that the Government has restricted access to YouTube in the country, following earlier bans in 2008 and 2010.

“This is the kind of thing we get involved with because it affects our members directly and every other user in the country,” says Ara. A careful approach has to be taken, however, she explains. “We prefer to engage and convince them rather than making a lot of noise,” is her diplomatic explanation. “We don’t want to alienate them, we want them to make changes in policy. It works better for us that way.” At the time of writing, YouTube is still

“The purpose of the P@SHA Social Innovation Fund is to give grants to young people who develop solutions to community problems using technology”

P@SHA Brainstorming session for the social innovation fund

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P@SHA blocked in Pakistan. In November 2012, P@SHA conducted a survey of its members to gauge the effect that the ban was having on their businesses, finding a significant impact on education, research, knowledge creation and overall business in the country. “At the moment the YouTube ban is very difficult because of the religious element,” explains Ara. “YouTube is used by a lot of people here, not only business people but also in education, the entertainment industry and the media. We’ve been trying to tell the government that it has been shooting itself in the foot. The ban is not harming YouTube. It’s just harming us. “We don’t want censorship of the internet,” she continues. “I personally don’t think that is right. I can understand why people are offended but I don’t think they are being forced to look at that content. I try to convince people of that but when religious passions are aroused people are not as reasonable as you would like them to be!” One possible solution would be for Google to provide a local version of YouTube for Pakistan, as it does for Singapore and other Southeast Asian countries, so that specific content could be blocked without disabling everything else. “Personally, I don’t think anything should be blocked,” says Ara. “It’s a question of what people want to see. There is no reason any Muslim would want to see that video, so why would you want to block it? But you can’t explain that to people, so the next best solution is a local version of YouTube, but you need to be very careful. Once you start blocking one thing, where do you stop?”

A picture from P@SHA ICT Awards 2012, president P@SHA extreme left & chairman P@SHA extreme right

P@SHA is discussing this issue with government, encouraging them to avoid a proliferation of unnecessary bans by the creation of a multi-stakeholder group to decide on the issues. “There should be some criteria,” she concludes, “because how do you know they won’t block political content that they don’t like? There should be a process and there should also be a form of redress for content that is blocked that should not have been, and the whole process should be transparent.” I can see a busy year coming up for Jehan Ara and P@SHA in 2013. For more information about P@SHA visit:

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cleaning up the competition Increase your production, the reliability and lifetime of your equipment - and the lifetime of your oil!


0 percent of breakdowns in oil systems are related to contamination issues. The key to reliable machinery is maintaining clean oil. C.C. JENSEN is a global leader with 60 years’ experience in oil filtration. CJC™ Fine Filters and CJC™ Filter Separators remove particulates, water, and oil degradation products from the lubricant which allows organizations to increase production, improve equipment reliability, extend the machine life and reduce oil consumption.

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Operating conditions for hydraulics and other fluid systems are especially harsh in mines and quarries. Extremely dirty environments, rough terrain and severe weather conditions reduce the lifespan of oil and equipment. Dirt and other particulates that get trapped in machine clearances create abrasive and fatigue wear and lead to premature failure of critical components while water contamination results in pitting, intensifies the oil degradation process and can lead to corrosion. Traditional filtration systems often struggle to capture the sheer volume of contaminants encountered in mines and quarries without requiring frequent filter and oil changes. Installation of CJC™ Fine Filters and CJC™ Filter Separators with 3µm absolute filtration is the most effective and economical way to maintain oil in most systems found in mines and quarries. Clean oil


systems ensure machine uptime. All CJC™ Filter systems have an unmatched high dirt holding capacity (pounds compared to ounces) and can be adapted for EEX certification. Units can be sized to accommodate any lubricant viscosity, reservoir volume, power requirements and expected temperature fluctuations for any piece of equipment from the haul truck and loader to the primary crusher, refinery ball mill and beyond. CJCTM Filters can also purify fuel oils (diesel). Standard sample ports provide easy access for CBM testing while an optional Oil Contamination

Monitor (OCM) can be incorporated for instant monitoring of the oil condition to prevent breakdowns. To learn more about how CJCTM Filters can improve your equipment reliability or to schedule a plant trial, please contact us direct. C.C. JENSEN, Inc. Caren Caffrey Account Manager, Mining T (770) 683-6823 E

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leading car rental

Motor Plan S.A. is the exclusive representative of the multinational franchises National Car Rental and Alamo Rent A Car in the Dominican Republic. It is one of the leading and fastest growing car rental companies in the country and has almost forty years in the car rental market since its opening on December 17, 1973


otor Plan has a broad and diverse fleet of rental vehicles. The fleet is formulated according to the guidelines of the brands represented and complying with the most stringent international quality standards. It offers a wide range of vehicles to satisfy each client’s needs with categories ranging from economic to full size cars, pickups, minivans, all terrain and luxury vehicles. The optional services

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include attractive comprehensive protection options for vehicles and users plus accessories such as GPS’s. Motor Plan transforms vehicle rentals into transportation solutions where corporate clients can reduce significant financial and maintenance costs as well as those associated with human resources. In addition, companies avoid interruptions in their operations due to unforeseen events or repairs, permitting them to address their efforts solely on the company’s business without setbacks. Motor Plan is responsible for all matters concerning customer fleet maintenance as well as implementing continuous monitoring programs which ensure a sustained process improvement and

Motor Plan S.A.

providing a substitute vehicle every time there is a necessity. Motor Plan has a team of committed professionals offering personalized and efficient support. It maintains on-going training programs for its personnel at local and international levels. Day to day Motor Plan keeps innovating to anticipate market tendencies, improving its operations, including new categories of vehicles that satisfy the new needs of the

customers and continue positioning the company as the trend setter of the Dominican car rental market. Motor Plan S.A. Abraham Lincoln #1081 Edificio Ambar 4to. Piso. Santo Domingo, Rep. Dom. T (809) 562-1444, Ext 3002

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computer simulation

Simulation Engineering Technologies (SET) is an independent consulting company and a leader specialising in creating accurate discrete-event computer simulation models of complex systems in mining, logistics, manufacturing and service industries


ur team consist of a number of industrial engineers with a unique blend of experience in conducting simulation studies to provide maximum value to clients. Using simulation technology has many advantages and has become mandatory for leading companies when performing due diligence studies of a new mine, process design or prior to changing current design parameters. The following are only a few of the advantages of using computer simulation:

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• Reduces risk • Provides an insurance policy •E nables managers to make better decisions • Capital avoidance • Captures randomness and variance • Improves profits Computer Simulation Solutions Mining Underground mining • Rock handling systems • Rail & truck haulage systems • Mining methods and cycles • Mine development • Personnel and material logistics Open pit mining • Excavator / Loader / Shovel loading • Truck queuing models • Crushing and conveying Surface • Stockpiling and blending • Processing plants and smelters

Simulation Engineering Technologies

Manufacturing / Assembly Lines Logistics Rail Transportation • Rail fleet requirements • Loading/offloading rate requirements • Rail network design Ports • Vessel loading / offloading rate requirements • Berth utlisation and vessel demurrage • Capacity planning Our services • Simulation/industrial engineering consulting • Capacity planning

• Operations improvement • Work study • Simulation software training • Simulation software sales We utilize, provide training and support in the Simio, Arena and SimMine simulation software packages. Simulation Engineering Technologies Bastion House, 52 Lyttelton Rd, Clubview, Centurion, 0157, South Africa T +27 (0)12 660 3772 E

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

Be seen throughout our portfolio of magazines: •BE Mining Directory •BE Mining •BE Weekly •BE Monthly •

To find out how to get involved contact: