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ISSUE No. 46 | www.bus-ex.com

u232 hotel:

Elegance personified Quality service on a daily basis

superstar forwarders:

julphar:

University of Kentucky :

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 68 to see this week’s listings To find out how to get involved contact: vincent@bus-ex.com

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business Richard Turner Director of sales rturner@bus-ex.com Vince Kielty Director of Editorial Research vkielty@bus-ex.com Sharon Rooke Administration & Operations srooke@bus-ex.com Matt Day Head of technology mday@bus-ex.com Andy Turner Chief Executive aturner@bus-ex.com

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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. mashcroft@bus-ex.com

Will Daynes Editor

Will has been a business writer for three years. He joined the Business Excellence team in September 2012. wdaynes@bus-ex.com

John O’Hanlon Editor

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

CONTRIBUTORS Ralph Hamann

Research Director and Associate Professor at the Graduate School of Business, University of Cape Town. He teaches on sustainable enterprise and research methodology, especially in the school’s MBA and EMBA programs

Dr. Bruce Piasecki

Author of Doing More with Teams: The New Way to Winning and president and founder of AHC Group, Inc., a management consulting firm specializing in energy, materials, and environmental corporate matters.

www.bus-ex.com The content of this magazine is copyright of Infinity Business Media Ltd. Redistribution or reproduction of any content is prohibited. © Copyright 2013 Infinity Business Media Ltd.

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issue No.46

10

6 Comment: CSR

CSR thinking gains ground in South Africa

The Fairtrade movement, which is gaining momentum in South Africa, heralds a shift in the way business is being done in the country that bodes well for the future.

10 Leadership

Team talk

Fierce individualism is on the way out. Teams now matter more than ever, but what does a well-run team look like?

18

18 U232 Hotel

Elegance personified The U232 hotel in Barcelona prides itself with quality service on a daily basis.

24 University of Kentucky - Lean Systems Program Adopting the lean approach

Why more companies than ever before are taking part in The University of Kentucky’s Lean Systems Program.

32 Julphar

Caring for a country

24 4 | be weekly

From its new, 40,000 square foot facility in the GerjiJakros region, Julphar is able to supply Africa with vital pharmaceutical and healthcare products.

contents

42 42 IHC Merwede B.V. Making waves

Converting a dry mining operation into a wet or dredge mining operation can renew the life of a mine.

IHC Mining is able to facilitate this change by supplying equipment, educating and training local crew, and offering life-cycle support

50 68

50 Super Star Forwarders (SSF) Forward thinking

The demand for transport and logistics services in East and Central Africa is in the process of outstripping supply. Discover how SSF is expanding to meet the needs of its multi-national corporate clients.

BE Directory 66 Chemithon corporation

DO YOU NEED SULFUR DIOXIDE FOR YOUR MINE SITE?

68 epsa-labco

leading consultancy

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CSR thinkin gains groun in South Afri by: Professor Ralph Hamann

ng nd ica

comment: CSR

S

peak ing at a business breakfast at the UCT Graduate School of Business during Fairtrade week, Ralph Hamann, an associate professor at the school, said that the growth of Fairtrade and other initiatives such as Woolworths’ Farming for the Future drive are indicative of a growing realisation that social and environmental threats to business won’t go away unless business itself does something about them.

“This is a positive trend, which shows that South African businesses are thinking more innovatively about CSR and their role in building a better future,” said Hamann.

Fairtrade, which seeks to promote a more equitable and sustainable farming sector, is the leading ethical certification in the world and has more than 1.2 million beneficiaries (farmers and farm workers) in 66 countries. There are more than 30 Fairtrade brands in South Africa.

The country is the biggest producer of Fairtrade wine in the world and also the first in

the Fairtrade movement that both produces and markets products – mostly grown in emerging economies and then sold in the developed world.

“There is a lot we can do with Fairtrade locally,” said Arianna Baldo, Business Manager at Fairtrade SA. “There is growing interest in developing ethical trade and CSR at the same time in this country.”

Hamann said that recent painful events like Marikana have contributed to growing awareness locally that a wider perspective on social and environmental issues is inescapable if business is to continue to prosper. “Lonmin and other major mines are realising that the old ways of doing business and old manifestations of CSR are simply not working.”

Hamann said that historically there is a disconnect between core strategy and CSR outreach that has prevented corporates from thinking more broadly about these issues. He cited, as an example, a micro financing organisation that focuses on paper recycling and sponsoring bursaries but is not prepared to engage

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comment: CSR with social issues around ethical lending.

“Their view is that they are complying with the necessary legislation and the possible social consequences of irresponsible lending are not their concern,” he said. “But a narrow focus on compliance is not going to shift the problems that we see.”

Hamann called this a form of myopia because many business leaders prefer to focus on their day-job and their shareholders, and don’t really take a longer term view.

They also don’t look spatially beyond the boundaries of their operations.

“This means that they struggle to identify tipping points along their value chains that may change the conditions for stockholders and their business,” he said.

“For example, food prices, petrol price, and distrust of government, when put together, could lead to the collapse of social and environmental systems such as seen in Egypt and that would not be conducive to business.”

Hamann said that the complexity of social conditions in the country overwhelm

many organisations and prevent them from thinking more innovatively about their context. “But recent events and growing environmental constraints are making it harder for businesses to look the other way.”

Some additional evidence of this shift includes more emphasis on ideas of shared value, greater representation of CSR at executive and board level, and the strategic integration of social and environmental issues into the

core strategy of the business.

South Africa is also the first country in the world to make integrated reporting a legal requirement for listed companies.

However, Hamann said, there is still a fair way to go, specifically in the region of collaboration.

“While competition is a vital motivating force for business, it can also stifle much-needed collaboration to address complex social and environmental challenges.

“The informal settlements around mines, for example, can’t be addressed by a Unilever or an Anglo acting by itself. Competitors may need to work together to address the fundamental challenges our society faces.

“If we don’t – as we have seen so clearly – these challenges have a nasty habit of turning around and biting us.”

Ralph Hamann is Research Director and Associate Professor at the Graduate School of Business, University of Cape Town. His areas of expertise include sustainable enterprise, corporate citizenship and social responsibility, organizational strategy and cross-sector collaboration. He teaches on sustainable enterprise and research methodology, especially in the school’s MBA and EMBA programs.

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Team

Fierce individualism Teams now matter mo does a well-run

written by: B

10 | BE weekly

Leadership

m talk

m is on the way out. ore than ever, but what n team look like?

Bruce Piasecki

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A

merica loves a f ierce individualist.

And yes, there is something inspiring about the lone enterpriser or business executive blazing a path into the valuable future.

And yet, while our culture will always celebrate the individual, the business world must acknowledge the truth behind the (alleged) Aristotle quote: “The whole is greater than the sum of its parts.” In other words, the near future will be all about innovation for sustainable value creation, led by teams.

In a world that becomes more complex by the day, “command and control” is out, and employee engagement is in. The days when a largerthan-life personality is allowed to steamroll over the rest of the company are over. This destroys morale, which destroys results.

Teams, not individuals, drive performance.

And make no mistake. The best organizations, the ones with real staying power, are fuelled by well-run teams.

In my new book, Doing More with Teams: The New Way to Winning, I emphasize that teams are more important than ever because the way we work and do business has changed.

Within the fierce competition that is the global economy, companies that get fast results because they excel at collaboration and innovation will rise to the top and rule the day. And the ideas that allow an organization to achieve, grow, and prosper (as opposed to merely survive) will be created only when teams leverage their combined skills and hold themselves mutually accountable. No individual, no matter how brilliant, is likely to have the skill set to

“Captains are quick to recognize the key capabilities of their team members” 12 | BE weekly

Leadership take projects from start to finish in this fast-paced and complex environment.

The good news is, companies can shatter this individualistic mindset wherever it occurs and guide employees to a better way to work—while tapping into and maximizing their raw talent. But first, they must understand that managing teams, with their web of hidden politics and complex interplay of human differences, is very different from managing individuals.

Great teams are led by captains Like many popular terms, the word “leader” has become so overused and commonplace that it has lost all meaning.

Anybody can call himself or herself a leader, it seems.

Anybody can follow the “dos” and “don’ts” in leadership manuals. But it takes a special type of leader—a captain— to create not just a loose affiliation of individuals but a true team that’s centered around shared values and focused on a common goal.

Captains are quick to recognize the key capabilities of their team members,

including strengths and weaknesses, and to build the plan around those capabilities.

Fierce individualism has no place in teams Captains need to be sure that “the MVP syndrome” is not allowed to define their teams and be on the alert for individuals who might be losing sight of the team that gave them an identity— the group with whom they worked to produce the fame for which they are now known. It is in such situations that workplace ills such as favoritism, sexism, and even criminal activity like embezzlement tend to flourish.

Seek to hire “coachable” individuals rather than individualist-minded high performers. Do everything possible to promote and reward teamwork rather than individualism. Whether your efforts are centered on pay structure, group incentives, verbal recognition, or some other technique, seek always to send the signal that it’s strong teams (not strong individuals) that make up a strong company.

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Teams hold the bar high for everyone In all teams there is an inherent desire to protect our superstars and keep them winning. (Never mind all the others whose quieter, though no less critical, contributions are downplayed.)

We are all aware of conditions when everyone else was willing to go along with a wrong. We recall instances in recent history where the politics of fear enabled the Nazis, and where embezzlement seems

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the norm. Yet it is harder to see when victory shines so brightly. Captains must be mindful of this very human tendency, in themselves and in others, to look the other way, to give our victors the benefit of the doubt.

We must be vigilant and ever alert to wrongdoing.

We must be willing to ferret out corruption in the highest echelons, to bench the MVP, even to fire the superstar for the good of the team and the sake of integrity.

Teams have to be willing to lose sometimes When teams keep winning, they can become addicted to victory—feel entitled to it even—and this is what drives them to illicit extremes. The lesson is clear: When we don’t learn to tolerate failure, we will do anything to keep the public adulation coming.

Teams become great because they keep things in perspective and understand the broader context of competition; namely, that there is always a larger

Leadership

“An inability to tolerate failure makes a team easy prey for ‘the dark side’” league and a set of better players out there, no matter what you’ve achieved or what rung on a ladder you’ve just hit. In other words, no one can always win. In fact, if a team becomes addicted to victory it may take the Lance Armstrong route and

go to illicit extremes to keep winning. An inability to tolerate failure makes a team easy prey for “the dark side.”

Great teams revel in the pleasure of persistence Knowing that we will stumble and fall from time to time, yet get up and try again with some success, is at the heart of a great team.

It’s critical to teach teams to be well prepared for assignments and to keep going in spite of hardship.

When my company enrolls an executive in leadership training, we emphasize the following lessons of teamwork: • How to play through pain • How to resist the criminal opportunities inherent in becoming an MVP • How to keep your feet on the ground despite being a member of special teams with special force • H ow to out l i ve

u n c o m f o r t a b l e appointments, such as when your boss has selected you for teams that are a bad fit, and how to behave when you are chosen for teams you do not want to play on.

Life can be a tough slog, and victories are sporadic at best.

Maybe we can’t win but we can keep going. This striving brings with it its own unique rewards. It is up to us to learn to appreciate them.

Successful teams share values In preparing for a team event, or in becoming a member of a team, a transformation occurs where team members end their indiv idual associations and create a team identity through sharing with others the experience of that process.

Once the team is created, a strong bond is already in

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place from that preparation, from the obstacles everyone had to overcome to get there.

When joining the military, everyone has a crucible, basic training, which really isn’t basic at all and is usually the hardest experience to get through. The crucible is something all members have to overcome to be part of the team. They shave all the soldiers’ heads to take away their individual designations and rebuild them as team members, reshape their identities into a shared identity.

Teams must feel “at home” with uncertainty In a world getting faster, flatter, and more competitive every day, uncertainty and complexity are the rule rather than the exception.

(As I mentioned earlier, that’s why collaboration and teams are so important!) Teams and their captains need to

be comfortable functioning in such an environment.

In complex situations where outcomes are unknown, the temptation is always to play it safe. But in a world of constantly changing tides, yesterday’s “safe” is likely to be today’s “not enough.” T hat ’s why teams must work on instinct, often at a moment’s notice, and constantly move forward. Effective teams learn by doing and stay focused on results; they are not bound by method or processes. And that gives them the flexibility and resiliency they need to thrive in the midst of flux.

Effective teams take risks Because business climates are constantly changing, teams and the captains who lead them know that yesterday’s guidelines can quickly become obsolete.

That’s why they don’t allow themselves to be overly bogged down by rule following and order taking.

Rather, they push boundaries when it’s proper (in other words, when ethical and moral lines aren’t being crossed), because the greatest

“When led by great captains, teams regularly work beyond normal and limiting boundaries to increase productivity and success” 16 | BE weekly

Leadership

innovations happen beyond existing laws and rules.

When led by great captains, teams regularly work beyond normal and limiting boundaries to increase productivity and success.

Of course, while it’s important to encourage the kind of risk that involves seizing opportunities, it’s also equally (and increasingly) critical to take steps to eliminate the risk of negative team behavior. I’m speaking here of the risk of allowing the “dark side” to encroach

on ethical behavior—as evidenced in the stories of Bernie Madoff, Lance Armstrong, and the latest string of scams reported in the New York Times and the Financial Times of London.

The word “team” is more than just a business buzzword. If done well, building and captaining a team will determine whether you survive or thrive in this strange new economy.

Dr. Bruce Piasecki is the author of Doing More with Teams: The New Way to Winning and president and founder of AHC Group, Inc., a management consulting firm specializing in energy, materials, and environmental corporate matters, whose clients range from Suncor Energy, Hess, FMC, the Warren Buffett firm Shaw Industries, Toyota, and other global companies. www.brucepiasecki.com

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U232 Hotel

Elegance personified The hotel sector in Barcelona is rightly held in particularly high regard for its quality of service and product offering. One property upholding these characteristics on a daily basis is the U232 Hotel

written by: Will Daynes research by: richard turner

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Terrace of one the top rooms

U232 Hotel

F

rom the spectacle of Antoni Gaudi’s Sagrada Familia church to the iconic Camp Nou stadium, the city of Barcelona is home to a countless number of stunning sights and experiences that make it one of the most popular city break destinations anywhere in the world.

For more than 30 years one of the hotels catering for business travellers and tourists visiting the city is the U232 Hotel, nestled between Avenida Diagonal and Paseo de Gracia within the shopping and business zones of Plaza Francesc Macià. Part of the Núñez i Navarro Hotels (NN Hotels) group, the hotel offers 102 fully equipped rooms and access to two meeting rooms, a fitness centre, business centre with complimentary internet access, and a peaceful terrace-solarium.

Originally called the Núñez Hotel, U232 underwent a significant remodelling programme in 2007, one that saw it adopt its new name. “For many years this was very much a business orientated hotel,” states Director, Asun Pareja, “however since the remodelling we have been diversifying our client mix to the point where today we have roughly a 50-50 split between business and leisure travellers.”

According to Pareja, both types of client share an appreciation of the hotel’s location away from the hustle and bustle of the city centre. “Here we find ourselves surrounded by a vast array of local business, restaurants and coffee shops that our guests often praise for delivering better quality and value than those found in the tourist hotspots throughout Barcelona.”

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Nevertheless, whatever features or attractions surround a premises it is the offerings of the hotel itself that most endear it to its guests. “I believe that what makes this hotel stand out from others, first and foremost, is the product,” Pareja enthuses.

“Being a family owned hotel we take immense pride in being able to offer the best experience possible, be it through the service we provide, the materials we use or the way we work to maintain the appearance of the building.”

U232 Hotel’s 102 rooms are divided into several different categories. Its best sellers are its basic rooms, which benefit from all the usual amenities and services, while it also offers exterior rooms, rooms with balconies and four that come with their own terraces.

Having this degree of choice allows the hotel to cater to a wider type of traveller with different spending limits.

“In general,” Pareja says, “Barcelona is blessed with having a high quality supply of hotels making this a very competitive market to operate within. It is with that in mind that the NN Hotel group takes great pride in having six of its hotels featured in the list of the top 30 hotel destinations in Barcelona according to the latest ratings on the Trip Advisor website.”

Prior to the financial crisis that enveloped

the globe in the latter years of the last decade Barcelona was in the midst of enjoying a number of very good years economically.

While the effects of the crisis were unavoidably damaging, the hotel industry can take solace in the fact that it learnt a number of invaluable lessons that it continues to apply today.

“In recent years,” Pareja explains, “we have learnt to become more efficient when it comes to managing our hotel and our profit

“In recent years we have learnt to become more efficient when it comes to managing our hotel and our profit margins” 22 | be weekly

U232 Hotel

Basic rooms are very stylish and are U232’s best sellers

margins. One example of the most common compliments measures we have taken to do we receive from our guests this is the outsourcing of our is how well maintained the housekeeping team. In the hotel is and how it looks years prior to the crisis such exactly the same way that it Rooms make up an idea would never have is depicted in brochures and the U232 Hotel on our website. Therefore it even been contemplated, however we were the first of is clear to us that in order to the NN Hotels to do so and remain successful our job is the results of this move, from a quality and to keep the quality of our product and service cost saving perspective, have led to other offerings at a continuously high level, while hotels in the group looking to implement maintaining the excellent condition of the similar moves.” building for many years to come.”

With the industry in the midst of what it itself admits is turning out to be another For more information about challenging year, Pareja is very much U232 Hotel visit: aware of what the U232 Hotel has to do www.u232hotel.com to overcome such a scenario. “One of the

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University of Kentucky - Lean Systems Program

Adopting the lean approach

More companies than ever before are taking part in The University of Kentucky’s Lean Systems Program. Program Director Glenn Uminger discusses just what it is that makes the lean approach so attractive

written by: Will Daynes research by: Vince Kielty

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I

wouldn’t say I have seen a change in the market in recent years, so much as that I have witnessed an increase in realisation from companies and businesses that in order to implement lean correctly it requires the understanding of management, strong leadership and a complete culture change,” explains Lean Program Director, Glenn Uminger. “So many organisations have tried in the past to implement lean and have come up short in their goal. It is only when they understand that culture change and leadership have to be foundations on which to build that they start to see the benefits take hold.”

The lean approach to manufacturing was first developed by Toyota’s Taiichi Ohno in the aftermath of the Second World War. In the decades since, the lean approach has spread across the globe, delivering vast improvements to the manufacturing sector in the process. It was during the 1990s that Toyota began working with the University of Kentucky’s (UKy) College of Engineering to develop the Lean Systems Program (LSP) to help impart the true philosophy to nonToyota companies in the US. In more recent times the approach has also spread into all areas of business and industry, from health care and retail, through to financial services and government. “When it comes to organisations and businesses using lean,” Uminger continues, “there has certainly been much more movement beyond just production and manufacturing, with all manner of industries realising that this approach applies everywhere, in all

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Students performing standardized work on a moving assembly line

University of Kentucky - Lean Systems Program

types of businesses and in all parts of the organisation itself.”

In Uminger’s opinion, this desire and drive to adopt a lean approach to business is a direct result of increased competition and a continuous need for self-improvement.

“The first thing we do,” he says, “is give companies a total perspective of what lean is, which includes the concepts of clear vision, leadership, culture change, having the right people in the right places and systematic problem solving methods.”

What people behind the LSP find is that companies that approach them get most excited about the idea of improving their problem solving capabilities, often because they see it as a quick way of getting results by taking something that they do and making it better.

“What we find we have to do in this situation,” Uminger highlights, “is rein them back in somewhat and explain that problem solving is in fact the end game. Having a problem solving culture throughout your organisation is what you want to end up with, but to get there you have to ensure that all the pieces of the puzzle are in place to support such a culture. This includes creating an environment where people feel free and encouraged to raise concerns

and problems in the first place, and having management that shows its appreciation to those who do so.”

This September will play host to the third annual Lean Users Conference and Uminger hopes that it will follow in the footsteps

“The lean approach has spread across the globe, delivering vast improvements to the manufacturing sector in the process” 28 | be weekly

University of Kentucky - Lean Systems Program

Students engage in problem solving and learn to apply lean principles to standardize and improve processes

of the two that have come before it. “The 2012 Lean Users Conference,” he enthuses, “was very successful and provided a forum for a wonderful exchange of ideas between our associated companies, each of which brought with them a very clear presentation of improvements that they had made through their use of the lean approach.”

One such presentation came from a hospital, which highlighted the changing performance of a particular state clinic.

Previously, said clinic suffered from having a 40-day waiting period for those wishing to receive care, the consequences

of which included falling patient numbers and revenue.

“What the hospital did,” Uminger says, “was rebuild the clinic from the ground up using all of the lean principles. The result of this was a reduction of the waiting time to two weeks, which remains a leading figure amongst the clinics’ competitors. This has in turn brought patient levels back up, brought in increased revenue, but most importantly the use of lean principles has led to an improvement in patient care levels.”

Part of the focus of the LSP over the last year or so has been to become

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much more actively involved with those companies looking to implement the lean process throughout their operations.

This has meant a more active approach to coaching, physically going to the company ’s premises and from there developing a clear picture of what a true lean organisation should look like.

“What this approach has done,” Uminger says, “is move us into a real world scenario where we are applying and implementing what we teach. Again, this is a process that takes time, but it is one that has already begun reaping rewards. It also enables us to coach companies on a deeper level, allowing us to apply to the teaching what we ourselves have experience with clients in the field.”

The vast majority of those that use the lean approach would agree that the key to achieving the ultimate goal of being a lean business is having fundamentally good management and strong leadership in place throughout an organisation.

“Leadership is the starting and ending point of it all because it is the leaders who help create the culture that everybody then follows,” Uminger concludes. “I am a firm believer in that principle. It is the essence of what lean is all about and personally I have yet to come across any organisation for which the true lean approach does not work.”

For more information about University of Kentucky - Lean Systems Program visit: www.lean.uky.edu

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Program instructors provide frequent one-to-one coaching to clients taking any course

University of Kentucky - Lean Systems Program

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Julphar

Caring for

a country From its new, 40,000 square foot facility in the GerjiJakros region, Julphar is able to supply one of Africa’s fastest growing nations with vital pharmaceutical and healthcare products

written by: Will Daynes research by: Richard Halfhide

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Julphar

A

The facility can produce solid dosage and liquid dosage forms of medicines

s the continent of Africa continues to grow, both economically and in terms of a rising population, the demand for accessible healthcare has never been greater. Amongst a host of rapidly developing countries, Ethiopia is considered to be among the fastest growing African nations. The second most populous country in Africa, Ethiopia is home to more than 84 million people and is now beginning to take its place on the global stage.

Julphar first began providing medicines to Ethiopia in 2005. Since then, its reach has significantly grown. Today, Julphar products can be found in major hospitals, clinics and retail pharmacies throughout the country.

The Julphar Ethiopia plant is located in the GerjiJakros region of the Ethiopian capital. A 40,000 square feet facility designed and built

by Julphar’s engineering and construction division, the plant is cGMP compliant and is working towards international accreditation.

Constructed in conjunction with Julphar’s local Ethiopian partner, Medtech, the plant itself was a result of the country recognising Africa’s economic importance and the need to deliver increasingly sophisticated pharmaceutical and healthcare facilities across the continent.

The official opening ceremony for the plant was attended by a number of very high level dignitaries including the Prime Minister of Ethiopia, HE Haile Mariam Desalegn, Dr Yousif Eissa Hassan Alsabri, UAE Ambassador to the Federal Democratic of Ethiopia, HH Sheikh Faisal Bin Saqr Al Qasimi, Chairman of Julphar and HH Sheikh Saqr bin Humaid

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Julphar

“Julphar is a real showcase for other companies looking to invest into Ethiopia” Al Qasimi. Other distinguished attendees included ambassadors from the region, UAE Government representatives including HH Sheikha Lubna Al Qasimi, UAE Minister of Foreign Trade and the Ethiopian Minister of Health, HE Dr Kebede Worku.

“Julphar is a real showcase for other companies looking to invest into Ethiopia,” said Ethiopia’s Foreign Affairs Minister, Dr Tedros Adhanom at the ceremony. “From the start, this project fascinated me. Expansion of

the facility was factored into the plans from the beginning and for that we are grateful.

We also commend Julphar for bringing international standards to their facility.

We hope this facility will strengthen the relationship Martin Christ between our countries With over 60 years of experience, Martin Christ is the even further and hope this leading producer of, not only routine-process freeze dryers, will bring future investment but also of a series of product-specific, highly specialized from the UAE.” lyophilizers with far ending potential.

The Julphar Ethiopia The range of laboratory- and pilot units provide manufacturing facility marks innovative control systems including a comprehensive a significant milestone in selection of PAT-tools.

Julphar’s history and is a Production units comply to international regulations such as set by the FDA and GMP and will be specially designed major part of its international by our Engineering-Team, following the individual user expansion strategy that will requirements. Completely integrated systems (e.g. vial see the company building a loading systems, isolators) can be offered. truly global footprint.

All units are “Made in Germany” within our ISO 9001T he pharmaceutical certified production. market in Africa is significant www.martinchrist.de and growing, with recent

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Bausch + Ströbel – innovative technologies for cartridge processing that is gentle to both product and glass

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Julphar estimates of the continent’s BAUSCH+STRÖBEL market set at between Julphar and Bausch+Ströbel have enjoyed good business $8 and $10 billion. In light relations for over 15 years. Several BAUSCH+STROEBEL of this opportunity, Julphar filling and packaging lines are in use at Julphar plants. undertook substantial BAUSCH + STROEBEL specializes in machines for research when developing pharmaceutical primary packaging. The product range its Ethiopian facility. The includes equipment for washing, sterilizing / depyrogenation, filling, closing and labelling of containers such as ampoules, company took great care to cartridges, disposable syringes, vials and bottles of all kinds. examine those therapeutic B+S-systems are designed to comply with the latest FDA and sectors in the country which GMP requirements and are available for all capacity ranges, are limited or inaccessible starting from laboratory testing and clinical batches to fully in order that the Julphar integrated commercial production.

Ethiopia plant would With more than 45 years of experience and over produce relevant and much 10,000 machines delivered, BAUSCH + STROEBEL is a leading manufacturer of high-quality equipment for the needed medicines during its pharmaceutical industry. production launch phases. www.bausch-stroebel.de HE Ha i le Ma r ia m Desalegn, Prime Minister of Ethiopia, made the following statement at the inauguration of the Julphar Ethiopia facility. “Ethiopia is one of the fastest growing economies in the world, with a growing population. It is important to have tremendous access to quality medicine. I would like to express my appreciation of this project and congratulate HH Sheikh Faisal bin Saqr Al Qasimi for the completion of this project.”

Speaking at the inauguration ceremony, Dr Ayman Sahli, Julphar’s CEO, said: “We are deeply honoured by the presence of Mr Haile Mariam Desalegn, Prime Minister of Ethiopia. His attendance is a clear indication of the strong relationship that already stands between our two countries and we sincerely hope that this relationship continues to grow.”

Julphar recognizes that Ethiopia is an Julphar ensured they produced medicines which were relevent to the African market extremely interesting, dynamic and important

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“With the launch of Julphar Ethiopia, the people of Ethiopia can look forward to even more accessible medicines in the region” market opportunity. Therefore, Ethiopia’s strategic position within Africa made it an obvious choice for Julphar when it was looking at opportunities to develop a real and tangible presence in this vast continent.

Sahli concluded: “We congratulate the Ethiopian Government for the Millennial Development Goals of Ethiopia, particularly in relation to combating disease. We hope to play a significant role in these goals

and ultimately in the development of cutting-edge, 21st century healthcare in Ethiopia. The opening of this facility is a clear indication of our commitment to this country and the region.”

Dr Mohamed Nuri, CEO of Medtech, commented, “Medtech is proud to play a crucial role in the provision of medicines throughout Africa. The opening of this facility will enable us not only to be a vital supplier

Julphar

The new plant is equipped with state-of-the-art technology

to the local market but across the whole continent. We have worked in alignment with the Ethiopian government and other global health organisations in the planning of this facility and we are excited about the impact this will have on local healthcare.�

Recruitment of 50 local staff is currently underway across areas of quality assurance, quality control, production and maintenance, regulatory affairs and various administration roles. This will cover the initial stage. Further and on-going recruitment will occur as the plant becomes fully operational.

Once fully operational the Julphar plant will produce per annum 25 million bottles of suspension and syrup, 500 million tablets and 200 million capsules. The new plant is equipped with state-of-the-art

technology enabling production of Julphar products not only for the local market but also across the African continent. Julphar has invested 170 million birrs in the construction of the plant.

Ethiopia’s main health problems are said to be communicable diseases caused by poor sanitation and malnutrition. These problems are exacerbated by the shortage of trained manpower and health facilities. With the launch of Julphar Ethiopia, the people of Ethiopia can look forward to even more accessible medicines in the region.

For more information about Julphar visit: www.julphar.net

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Making

waves Converting a dry mining operation into a wet or dredge mining operation can renew the life of a mine. IHC Mining is able to facilitate this change by supplying equipment, educating and training local crew, and offering life-cycle support

written by: Will Daynes research by: Marcus Lewis

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IHC Mining B.V.

Mining dredger attached to floating processing plant

IHC Mining B.V.

A

s the Mining division of IHC Merwede, IHC Mining focuses on integrated solutions for mining houses in onshore, near shore and deep-sea mining. It offers advisory services to determine overall technical and economic project viability.

It designs, builds and supplies innovative mining vessels and advanced equipment.

During operations the company provides its clients with life cycle support.

With roots that can be traced back to the 18th Century, and origins that lie with six Dutch shipyards that joined forces to build six sea-going tin dredgers for the Billiton Company, IHC Merwede is a Netherlands based company delivering integrated solutions to the dredging, offshore and mining industry.

From its locations in the Netherlands, South Africa, Australia and Singapore, IHC Merwede’ s Mining Division works closely with its customers to deliver an integrated service offering that it feels is proven to bring optimum results to any mining operation.

The company’s innovative vessels and advanced equipment are typically utilised in the extraction of mineral sands, diamonds, gold, copper, nickel, tin, iron ore, phosphate, rare earths and rock salts from depths of ten metres or less up to 300 metres. Meanwhile it is also working to develop equipment specifically designed to operate in even deeper waters.

Unlike a number of the players that exist within the wet mining industry today, IHC Mining is able to point to its long history of operating in such environments. In the many decades in which it has built up

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72% Of the world’s surface is covered in water

Dredge miner at work

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an unmatched level of experience it has also collected countless references from satisfied clients.

The roots of the business are very much entrenched in dredging. “It is this background,” highlights Marcel Boor, Product Director of Near Shore and Onshore Mining Equipment, “that the company has leveraged in order to develop its core mining technologies over the years. We have long been a well-respected and recognised player in the dredging industry, and we hope to earn a similar status in the mining sector.”

“We anticipate the onshore, near shore and deep sea market segments will continue to gain momentum, particular as dry mining becomes more difficult to develop and head grades continue to fall,” explains Managing Director, Martijn Schouten. “While wet mining is by no means a new phenomenon, it is one that is being increasingly recognised as an attractive alternative to dry mining.”

“Geographically,” Schouten continues, “we are currently seeing growth in each of our specific market segments. In terms of our onshore activities, these are being driven largely by the strong levels of exploration on-going in places like Russia, Southern Africa and South America, while a particularly attractive area at present for near

IHC Mining B.V.

Mining wheel

shore mining exists between Indonesia and the Philippines. Deep-sea mining activities continue to be spread much further across the globe with companies heading to wherever deposits may be found.”

“At the end of the day,” states Product Director for Near Shore and Onshore Mining, Kees Jan Verkaik, “what these mining clients are most interested in what they can get from the ground beneath the water in terms of minerals. One of the primary reasons why

such clients turn to us is because we possess the technology and skills required to get down to these mineral deposits and do so efficiency and effectively in almost any environment.”

“One of the major benefits of wet mining in a lot of cases,” Verkaik highlights, “is that the development of large scale deposits becomes a much less logistically challenging undertaking. Whereas such an operation on land would require countless trucks for example to transport the material, the

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transport of a product through say a hydraulic pipeline would not only allow you to move it greater distances in less time, it would also have a significant impact when it comes to cost savings. The trend towards developing larger mines has certainly helped shine the spotlight on such alternatives and that is a good thing for us.�

The reality however is that in many instances, when faced with a choice

between land-based and wet mining, a higher percentage of companies still choose to go with the dry option simply because they are less aware of the benefits and advantages of the alternative. The same lack of understanding and acknowledgement is one challenge that IHC Mining is working to overcome. Despite being lauded as being one of the leading figures within the DutchBelgian dredging cluster it is not yet seen as

“One of the major benefits of wet mining is that the development of large scale deposits becomes a much less logistically challenging undertaking�

Dredge equipment for overburden removal

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IHC Mining B.V.

Onshore mining

a leading solution or equipment provider to the mining community.

IHC Mining’s mission to increase awareness in not only itself, but the whole concept of wet mining, saw it travel to Cape Town in early February for the Mining INDABA event.

“Appearing at such industry gatherings is so important if we are to achieve our ambition of being recognised as the leader player in dredge mining,” Schouten enthuses. “It is at such events that we are able to share our ideas, thoughts and ambitions with potential clients, particular those that are keen to develop new concessions in the future.”

From a deep-sea perspective meanwhile, the fact that on average product grades found here are greater than those found on land is certainly something that in the future will

encourage more and more people to get their feet wet, as it were.

As Schouten goes on to conclude, with more than 70 percent of the world’s surface covered in water it is only logical that there will be an increase in wet mining going forward as the industry continues to follow a similar pattern to that which saw the oil and gas sector move offshore. “In order to facilitate this growth, as well as the needs of our customers, we will continue to increase our regional presence in core markets as we strive to grow as a leading business in our field of expertise.”

For more information about IHC Mining B.V. visit: www.ihcmerwede.com/mining

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Forward thin

Pradeep Kumaar, head of the Commercial division and sa SSF is expanding to meet the needs of its multi-national c

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nking

Super Star Forwarders (SSF)

written by: Will Daynes research by: Paul Bradley

ales, discusses how corporate clients

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F

rom its head office in Dar-esSalaam, Tanzania, Super Star Forwarders (SSF), has been an ever present within the transportation sector since its establishment in 1991. Initially a small general cargo haulage business, the company has grown considerably in the 22 years since, to the point where it is today recognised as being a major transport logistics solution provider and among the leading hauliers of containers, equipment, fuel and general cargo in the East, Central and Southern Africa regions.

One of the things that sets SSF apart as being leaders in their field is the sheer size of their fleet of trucks that operate primarily within Tanzania, Kenya, Uganda, Zambia and DRC, and are at the heart of the company’s ability to provide customised transport solutions to a host of multi-national companies including Total, Puma Energy and Trafigura.

“While our fleet is already large in size,” explains Pradeep Kumaar, head of the commercial division and sales, “it continues to grow, with new additions in the coming weeks set to take it in excess of 180 vehicles.”

The fact of the matter, as Kumaar goes on to highlight, is that as market segments throughout the region continue to grow so too does the demands for accomplished, proven vehicle operators. “The market at present is, for a lack of a better word, somewhat unorganised. The increase in demand for vehicles and transport providers has led to an influx of older trucks entering the market.

While these companies are attracting some business, the larger corporate organisations are unable to work with them because they

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Super Star Forwarders (SSF)

Specialised Services for Specialised Brands Southern Cross Motors was Launched in August 2005 taking over from the trading name Marunauchi Motors. Southern Cross Motors is the only authorised distributor of Mercedes Benz, Chrysler / Jeep, Mitsubishi Vehicles / Fuso Trucks and GWM Vehicles in Zambia.

Tel: +260 211 214778 +260 211 214287/8 Email: admin@southerncross.co.zm info@southerncross.co.zm www.southerncross.co.zm

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STAR FORWARDERS SuperSUPER Star Forwarders (SSF) Super Star Forwarders tempor incididunt uttolabore lack the required operational and safety means the company has been witness those et have dolorepromoted magna aliqua.

Ut featire text go here... standards.

Thattois where we come in, offering core drivers that increased Lorem ipsum dolor sit amet, enim ad minim veniam, quis the type of service and quality assurances business opportunities. consectetur adipisicing elit, ullamco that corporate clients demand.”

“Fuel, be it oilnostrud or gas,exercitation and the demand for ut aliquip ex sedToday, do eiusmod tempor SSF’s fleet provides transport it is arguably thelaboris biggest nisi motivator of growth incididunt labore et dolorein a number of in this part of the ea world commodo consequat. services ofuttransit goods at present,” Kumaar magna aliqua.

Ut enim ad Duisif aute irure dolor in Tanzania’s landlocked neighbouring countries states. “Meanwhile, you look at particular minim veniam, quisKenya, nostrud reprehenderit voluptate including Zambia, Malawi, Uganda, countries, Zambia and DRC for in example, the exercitation ullamco laboris velit esse cillum dolore Rwanda, Burundi and DRC. This presence growth in mining has contributed significantly nisi ut aliquip ex ea commodo eu fugiat nulla pariatur. consequat. Duis aute irure Excepteur sint occaecat dolor in reprehenderit in This is a caption this is a caption cupidatat non proident, sunt in culpa qui officia deserunt voluptate velit esse cillum dolore eu fugiat nulla pariatur. Excepteur mollit anim id est laborum. Lorem ipsum dolor sint occaecat cupidatat non proident, sunt sit amet, consectetur adipisicing elit, sed do in culpa qui officia deserunt mollit anim id eiusmod tempor incididunt ut labore et dolore est laborum. Lorem ipsum dolor sit amet, magna aliqua. Ut enim ad minim veniam, consectetur adipisicing elit, sed do eiusmod quis nostrud exercitation ullamco laboris

“One of the things that sets SSF apart as being leaders in their field is the sheer size of their fleet of trucks”

SOUTHERN CROSS MOTORS Southern Cross Motors Limited (formerly Marunouchi Motors) is a motor vehicle distributor that specializes in supply of reliable and affordable vehicles.Southern Cross Motors is the official franchise holder of Mitsubishi, GWM, Mercedes Benz, Freightliner, Chrysler, Jeep, Dodge, Fuso Trucks and Buses in Zambia. We offer comprehensive back up for all our products through the spares department and workshops located on our premises.

We have a team of highly competent, qualified and experienced staff. Southern Cross Motors limited has full after sales support facilities with technicians/ mechanics that undergo regular refresher

training courses by brand manufacturers.

Our Service workshops are recognized as the market leaders in the country.

To meet our customer’s service requirement, we have a mobile service workshop; a fully equipped service van that travels throughout Zambia, providing mobile service. We also have a recovery vehicle van that attends to any of our clients at a moment’s notice.

E. info@southerncross.co.zm www.southerncross.co.zm

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Scania Tanzania Ltd.

SCANIA VEHICLES Transport solution in Tanzania In Tanzania, the presence of Scania products takes us back to the 1970’s, when 200 units of Scania tipping trucks were brought in the country by the Chinese constructors of the Tazara railway. Soon thereafter the population of Scania vehicles grew significantly and it become necessary to set up a sufficiently dimensioned service company with well equipped workshop and proper spare parts supply. In 1973 Scania Tanzania was established as a wholly owned subsidiary of Scania CV AB with headquarters in Sweden and was made a sole authorized importer and distributor of the full range of Scania products in Tanzania. Scania Tanzania Ltd offers you the widest range of services connected to your Scania product, from financing to fully equipped workshops with trained technicians. The company head office is in Nyerere road Dar es Salaam with branches currently at Arusha, Mwanza and Dar es Salaam and Parts outlets in Tanga, Mbeya, Tabata and Ubungo at the corner of Sam Nujoma road and Morogoro road.

Scania operates in some 100 countries and has 37,500 employees. Of these, 3,300 work with research and development – mainly in Sweden, close to the company’s production units. Scania’s corporate purchasing department is supplemented by local procurement offices in Poland, the Czech Republic, the United States and China. Production takes place in Europe and Latin America. In addition, about 20,000 people work in Scania’s independent sales and service organisation.

Scania should contribute to sustainable economic growth, for the company, our customers and society at large. As an industry leader in sustainable efforts, Scania works together with governments, customers and organisations to provide reliable energy-efficient products and solutions that increase customer efficiency and contribute to a more sustainable society.

www.scaniatz.com

mix telemAtics A performance-driven strategy for fleet owners in Africa – as proposed by MiX Telematics and Superdoll According to a Frost & Sullivan report on green telematics in May 2009, up to 62% of operating costs can be influenced by the implementation of an effective fleet management system.

MiX Telematics – in collaboration with partners like Superdoll in Tanzania – aims to help fleet owners take advantage of this notable opportunity.

“Together, we place a priceless offer on the table,” says Steven Sutherland, Sales Director of MiX Telematics (Africa Fleet Solutions).

“While MiX Telematics is a global leader in fleet management, driver safety and vehicle tracking solutions, Superdoll is one of the largest trailer manufacturers and automotive product distributors in East, Central and Southern Africa.”

By providing customers with real-time information on where their mobile assets are, where they have been and how they are being driven, MiX Telematics enables them to make

informed and timely decisions that affect the performance of their fleets.

A huge breakthrough was the launch of Trailer Tracking by MiX Telematics, which enables customers to be fully aware of the locations and activities of their trailers – whether they’re stationary or on the move. “Not being in control of their trailers and the attached high-value or highrisk loads has always presented a huge risk to fleet owners,” says Sutherland.

“Whether it’s a bus, truck, van or trailer, we help our customers to improve vehicle utilisation, optimise route planning and efficiently manage service and licencing schedules. Functionality like this helps them to lower their costs and increase vehicle uptime,” he says.

MiX Telematics customers also achieve an average saving of 10% on their fuel costs. This is partly done through the identification and correction of poor driving habits like harsh acceleration, over-speeding and excessive idling.

www.mixtelematics.com

Super Star Forwarders (SSF)

Defensive training in progress

to the rise in demand for transportation and logistics services. Due to its port facilities, Tanzania is very much an export gateway for a number of African countries and as market sectors such as mining grows in our landlocked neighbours we are seeing a great deal of demand for services that can help take a company’s products away to the port in order to be shipped out to overseas customers.”

One of the more recent developments to

occur within the company is its move to expand its presence in Zambia. “Our plans for Zambia,” Kumaar says, “represent the next phase of our aim to grow throughout Central Africa. For its part, Zambia knows that in order to grow in needs to be able to export to places like Mozambique and South Africa, and recognises that the best way to do so is through Tanzania.

As copper production levels and copper values continue to increase so too does the importance

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bank of africa - tanzania BANK OF AFRICA - TANZANIA is delighted and honored to be recognized by Superstar Forwarders as one of their key partners in business and a contributor to their ’ growth.

The Bank has played a significant role in Superstar Forwarders’ growth over the last 10 years. This partnership is expected to become even stronger following their regional expansion to Zambia.

BANK OF AFRICA - TANZANIA has a suite of financial solutions for medium, large and multinational corporate clients and individuals. The offerings for corporate clients are based on complete corporate banking packages which cover our customers’ needs with much emphasis placed on building healthy and longlasting business relationships that result into potential growth of balance sheets and profitability for the customers. Other corporate offering include Cash and liquidity management services, various credity facilities and international trade finance which enhances trade potentials. The Bank

also delivers highly structured and multi currency syndicated investments deals for enormous projects and Asset financing BANK OF AFRICA – TANZANIA is part of the BANK OF AFRICA Group which has grown significantly over the last 30 years.

The group’s strength and big size in the sub-Saharan banking sector is a key characteristic. Our consolidated figures as at December 2011 show a balance sheet size of approximately EUR 3.8 billion and deposits higher than EUR 2.9 billion.

BANK OF AFRICA, started from “scratch” in 1982 in Mali, now consists of a network of 20 companies involved in banking and financial activities and is operational in 16 countries in Africa and France. The Group has a strong network of more than 4,500 staff at your service, 450 automated teller machines and approximately 1.2 million bank accounts. www.boatanzania.com

Super Star Forwarders (SSF)

A snap shot from safety training

of doing business with and in Zambia. This help create a greater degree of transparency, presents an excellent business opportunity on which allows our customers to see just how which we wish to capitalise on.” it is we handle their goods.”

In recent times SSF has gradually built itself SSF has made considerable efforts to a reputation for being an industry pioneer. establish responsible standards throughout From its very first few years in existence its operations. These include the scheduling the company had Global Positioning System of allocated 30 minute breaks for all drivers technology placed within all of its vehicles, who have been on the road for four hours in something that was upgraded in 2005 when order to combat the effects of fatigue. The company also has in place a it embarked on a programme of installing on-board maximum driver speed limit computers into its trucks. of 80 kilometres per hour.

“T hese on-board Both of these important measures can be monitored compute r s,” Ku m a a r by its on-board computers, enthuses, “provide both meaning that any violation of ourselves and our clients Vehicles that make the rules can be dealt with in with all manner of safety up SSF’s fleet a timely manner. and efficiency reports, and

180+

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Super Star Forwarders (SSF) SSF has been responsible for introducing some of the industry’s most innovative and important technical solutions to the African market. The most recent being the Alcolock system, an ergonomically designed breathalyser that must be breathed into prior to a driver starting the engine of a vehicle.

Should an alcohol level over an agreed amount be detected the vehicle will not start.

While such devices are widely available in Europe they are still relatively rare in Africa, so it is testament to SSF that it is one of the first companies to bring them to market.

In conjunction to its embracing of technology and innovation, SSF also delivers comprehensive in-house training to all of its employees, particularly its drivers, mechanics and engineers. This training is provided by a department headed up by a Swedish expert who has been certified by APTH France, an institute endorsed by a consortium of fuel companies including Total, BP and Shell.

As SSF continues to pursue its own expansion targets, Kumaar is clear what the company has to do to retain its leading position within its field. “It is important for us to maintain the highest possible level of service, while at the same time embracing new technologies and innovations. The market around us continues to change on an almost daily basis, yet I am sure that what we have achieved over the years as a business has put us in the best position to grow alongside it.�

For more information about Super Star Forwarders (SSF) visit: www.superdoll-tz.com

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DO YOU NEED SULFUR DIOXIDE FOR YOUR MINE SITE?

Chemithon offers pressurized sulfur burners for use in making SO2 gas for cyanide destruction in gold tailings, recovery of silver from manganiferous silver ores, and SO2/air mixtures for oxidation of leach

T

he Chemithon Corporation has over 58 years of experience in providing sulfur related chemical process technology, R&D, engineering, design, process equipment manufacturing and a full range of services to its customers. Chemithon is committed to developing new and innovative technologies and equipment for use in producing SO2 and/or SO3 to meet the chemical demands required by modern day mining operations.

Because sulfur is relatively inexpensive, a pressurized sulfur burner is the most cost effective way of

“ Chemithon offers custom engineered systems designed to meet the specific requirements of a mine site�

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getting SO2 gas to cyanide destruction or oxidation tanks at a mine site.

Chemithon sulfur burning SO2 and SO3 plants can be configured to operate with either compressed air or an oxygen plant to burn sulfur at a pressure high enough to bubble the gas through a reaction tank filled with ore slurry.

The pressurized SO2 gas can be delivered via a pipeline to the reaction tank(s).

Depending on the process requirements the gas can be supplied either hot or cold (50 to 700°C) and at a wide range of concentrations (zero to nearly pure SO2). For sulfur burning processes that utilize oxygen, the excess oxygen required by the process can be delivered to the tanks through the same pipe line.

The SO2 gas supply pressure depends on the specific design of the process with the typical delivery pressure being in the range of 2 to 5 Barg. If desired, Chemithon can supply a plant to make

Chemithon Corporation

liquid SO2 which could be either used immediately or stored for later use.

Capacity of the Chemithon sulfur burners typically range from 15 to 100 metric tons per day of SO2, but lower and high capacities are achievable.

Sulfur can be supplied as solid prills or granules, which require a sulfur melter, or as molten sulfur (depends on local availability). Chemithon offers custom engineered systems designed to meet the specific requirements of a mine site. The sulfur supply system can be equipped for bulk bags of solid sulfur (prills or granules) or unloading of molten sulfur from either rail car or tank truck. If necessary, a sulfur filtration system can be provided for treating and cleaning poor quality sulfur.

For sulfur burning systems using compressed air Chemithon offers high quality screw type compressors in either a variable or fixed speed configuration

or a combination of both for fine tuning and optimizing the system operation and performance allowing for significant operating cost saving when operating at reduced sulfur burning rates.

The oxygen used in the Chemithon sulfur burning plants can be from a liquid oxygen storage tank or a VPSA oxygen system.

In addition to offering plants for supply of SO2 gas, Chemithon offers unique and compact plants for making liquid SO3 from sulfur and oxygen or via the more conventional acid plant using the well established oleum absorption and boiling process.

Chemithon Corporation T (206) 937-9954 Email: chemoffice@chemithon.com www.chemithon.com

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leading consultancy We at EPSA-LABCO apply our experience and knowledge, each partner maintains a strong commitment to provide value and added service in order to always keep customer satisfaction

E

PSA-LABCO, Consulting Engineers, Inc. is a prominent consulting firm, supervision and project management with over twenty years of professional experience, founded on June 20, 1985, through the merger of the following engineering consulting firms: EPSA studies, projects, supervision and auditing, established in 1984, owned by Mr. Manuel GómezAchecar, Ph.D.

“ We use top experts to ensure the excellence of our services, we lead by example and we work together.”

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LABCO: Laboratory of Soil and Building Materials, founded in 1963, property of the late Joseph Ordeix, MSCE, combining between them, nearly half a century of good engineering practice. EPSA-LABCO was created with the vision of providing high quality professional services in various areas of civil engineering, such as: • Architecture & Engineering • Procurement & Logistics • Construction Management & Supervision • Project Control & Budgets • Laboratory • Quality Assurance We are dedicated to providing practical solutions to issues of stability of geological structures. These solutions are aimed at design and evaluation, and support during the construction process.

EPSA-LABCO

We have solid experience in geotechnical services based on our professional high technical capability to provide the desired excellence in our consulting services. With our extensive experience, combined with expertise in complex geo-mechanical analysis and the use of computers and sophisticated software.

He has had the opportunity to participate in the design of various types of projects: Slope Stabilization,

shallow and deep foundations, Soil Improvement, roads, bridges, dams, canals, and other buildings.

EPSA-LABCO Socorro Sรกnchez #57 Gazcue, Santo Domingo, D.N. T (809) 221-3772 www.epsalabco.com

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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: vincent@bus-ex.com