Global Business Pursuit September 2021

Global Business Pursuit

September 2021 www.business-pursuit.net

Giving farmers a voice

Providing a united voice for farmers in the province, the Agricultural Alliance of New Brunswick demonstrates that there’s strength in numbers, unity and knowledge sharing.

Page 10 Raising the profile Page 18

The happy world of Haribo Page 24

MANUFACTURING

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Leading Manufacturers of Copper Based Alloys Contact us

Business opportunities are like buses there’s always another one coming

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editors

Global Business Pursuit Published and Distributed by Business Industry Publishing Ltd

For any enquires contact info@business-pursuit.net.

Production Victoria Penn Editor Victoria@business-pursuit.net Charles Brown Business Development Manager charles@business-pursuit.net James Smith Operations Manager james@business-pursuit.net Harry Lewis Accounts Manager harry@business-pursuit.net Simon Poulton Project Manager Simon@business-pursuit.net

Design

September 2021 In this month edition, we delve deeper into the operations of some Global powerhouses, We Find out about how The Agricultural Alliance of New Brunswick are giving farmers a voice. We also look at the operations of UMO and how they “keep the wheels moving”.

Other exciting features in this edition include Swire Oilfield Services, Dundee Precious Metals and Cornwell Quality Tools to name a few.

One of our focuses this month is Business Opportunities and why you should not jump at every single one that may come your way.

You and your team may be considering a variety of new business ideas and market opportunities, but not all of them are worth pursuing. It is important to narrow down your options and make sure you focus on the ones that have the highest potential for success.

Chasing too many growth initiatives can be dangerous for your business.

Felix Baldwin Design Assistant felix@business-pursuit.net Harvey Tarlton Graphic Design ht@harveytarlton.co.uk

www.business-pursuit.net If you would like more information about ways in which Business Industry Publishing can promote your business please call +44 (0)20 32878 795 or email | charles@business-pursuit.net. Business Industry Publishing does not accept responsibility for omissions or errors. The points of view expressed in articles by attributing writers and/ or in advertisements included in this magazine do not necessarily represent those of the publisher.

Any resemblance to real persons, living or dead is purely coincidental. Whilst every effort is made to ensure the accuracy of the information contained within this magazine, no legal responsibility will be accepted by the publishers for loss arising from use of information published. All rights reserved.

No part of this publication may be reproduced or stored in a retrievable system or transmitted in any form or by any means without the prior written consent of the publisher. © Business Industry Publishing Ltd 2021

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Business Industry Publishing

Victoria Penn Global Business Pursuit – Editor

contents

Editor’s Note 04

News 08

Agricultural Alliance of New Brunswick

Giving farmers a voice 10

Scaldis Salvage & Marine

Haribo

Cornwell Quality Tools

UMO SA

Swire Energy Services

Staticus

Abdul Latif Jameel Machinery

Kloosterboer

Aruba Airport Authority

Raising the profile 18

Keeping the wheels turning 36

Quality at every stage 54

The happy world of Haribo 24

The changing face of energy 42

Keeping it’s cool 60

The choice of professionals 30

On the face of it 48

Scaling new heights 66

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contents

SLASPA

GK Strata Management

Mazoon Dairy Company

Encocam

IMI Critical

Aston Manor

Ceres Global

Bespak

Aryzta

Saint Lucia’s gateway to the world 72

Precision as standard 90

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The world is not enough 108

Professionalism above all else 78

Designing for a better world 96

Delivering good health 114

Down on the farm 84

Quality at every stage 102

Rising to the top 120

contents

Sonatrach

Dundee Precious Metals

Falko

Ford Romania

Bodycote

Jefferies Financial Group

SML Maschinengesellschaft

Electricity Authority of Cyprus

Coffee Island

Refining a successful business model 126

In the driving seat 144

Performance and productivity guaranteed

162

After the gold rush 132

Adding strength to the supply chain 150

Cyprus’ bright spark 168

Reach for the skies 138

Money makes the world go round 156

From bean to cup 174

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news

news Winmate Presents the World’s First 14” Convertible Rugged Laptop L140TG-4

YARD FORCE Now Expand their Product Range into Robotic Home Cleaning with the AMIRO brand YARD FORCE’s overseas company, SUMEC UK further expands their product range with the R5 Robotic Vacuum Cleaner under the AMIRO brand. Convertible for vacuuming and mopping , available this September on Amazon.de.

Sensors the robot allows for efficient cleaning while both mopping and vacuuming. It covers max. 280 sqm, is fitted with an interchangeable water tank and can easily switch from vacuum to mop, depending on user needs.

The AMIRO R5 Robotic Vacuum Cleaner provides a superior clean in the smartest way: 1.

With interchangeable 2-in-1 dust / water tank, allowing the robot to either vacuum or mop.

2.

LiDAR sensor, the most advanced technology for automatic obstacle avoidance and map generation.

3.

Up to 2500 Pa Suction Power, 91% Working Area Coverage, Clif Sensor prevents from dropping down from stairs, and multi-map storage capacity which is ultimately useful in house.

4.

When AMIRO R5 detects it ’s on a carpet, it automatically adjusts the suction of the vacuum power mode and switches back to lower power when on hardwood.

5.

Voice controlled through Amazon Alexa.

The new AMIRO R5 comes with Clean-nMapping technology, meaning it can clean the house and generate a map simultaneously. It can recognize its environment and position itself correctly, allowing it to follow an efficient cleaning path while delivering powerful performance.

The model is smart home compatible with Amazon Alexa and can be managed remotely thanks to the AMIRO App. It features total wireless control, compatible both with 2.4Ghz and 5Ghz network, and is also equipped with a large lithium-ion battery which performs up to 180 mins of vacuuming or mopping.

“The new AMIRO R5 product portfolio aims to assist consumers with the best possible options to create a smarter home and an easier cleaning experience that meets all lifestyle needs, whether it be a need for mopping and/or vacuuming,” said Mariana Hall, Managing Director of SUMEC UK. “The combination of the interchangeable tank to allow auto mopping along with three-stage cleaning, and a more efficient cleaning path will undoubtedly help deliver a true all floor surface cleaning solution, making the home clean and tidy, efficiently and safety.”

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YORK, England, Sept. 13, 2021 /PRNewswire/ -- AMIRO, a leader in the Home Appliance Industry, today announces the launch of AMIRO R5 now available for consumer purchase on Amazon.de. Thanks to the most advanced technology “Automatic Carpet Boost” and LiDAR

Rolls-Royce Nuclear Programme and Institution of Civil Engineers Make Senior Comms Hires Rolls-Royce has appointed a government and corporate affairs director for its mini nuclear reactors project, while the Institution of Civil Engineers (ICE) has hired a new director of communications.

Tas Bhanji, who is a director at Blakeney, will take up her in-house role at the ICE in September.

She will take over from Simon Barney, who has served as interim director of comms since Simon Creer left earlier this year to become the Royal Town Planning Institute’s director of comms.

Bhanji will work with with Chris Richards, policy director at the ICE, and will oversee a comms team covering public affairs, media, social media, internal comms, membership and international comms.

Bhanji has worked in comms for more than a decade. Prior to joining Blakeney last year, she spent two-and-a-half years at McDonald’s, where she was corporate relations manager, Eastern Europe.

Her career has also included stints with Weber Shandwick in China, FleishmanHillard in Brussels, and MHP Communications in London. In addition, she held the role of senior campaigns adviser at the Confederation of British Industry.

Commenting on her new job, Bhanji said: “The ICE has a long history of qualifying and supporting civil engineers around the world, and providing professional expertise to decision-makers. The focus in the coming year(s) will be to build on that, and continue to highlight the critical role civil engineers play in tackling climate change, enabling a more sustainable world.”

Nuclear power Meanwhile, Alastair Evans has joined Rolls-Royce as government and corporate affairs director for its mini nuclear reactor deveopment programme – dubbed the Small Modular Reactor (SMR) project.

Evans, who started his job this week, is responsible for the corporate affairs strategy, encompassing public affairs, policy and investor relations. He reports to Tom Samson, chief executive of the SMR project.

“The Rolls-Royce SMR project is a pioneering technology solution to the need to deliver firm low-carbon power. In moving to the delivery stage, there are… exciting and challenging policy, regulatory, communications and political challenges to navigate,” he said.

“The opportunity to join the experienced executive team to deliver this vital project to the UK was too compelling to pass up.”

Evans was previously head of international government affairs at oil and gas company Neptune Energy.

He has worked in public affairs for a decade, mostly in the nuclear sector, with stints as head of government affairs at NuGen and at the Nuclear Industry Association, where he was policy and public affairs manager.

news

Eclipse Air Charter expands client base as travellers turn to charter flights for peace of mind Private aircraft charter company Eclipse Air Charter has enjoyed steady growth in 2021, attracting new clients looking for one-way flights to warmweather destinations, and reliable, on-demand travel in uncertain times.

Particularly in Europe, where recent sudden changes or cancellations in airline services have thrown travel plans into chaos, Eclipse’s brand of personalized, on-demand service and internationally recognized ARGUS Rated Charter Broker status presents a reliable and welcome alternative for clients wary of last-minute complications.

Eclipse Air Charter Global Management Team from left to right: Harry Pike, Yasmin Alam, Lily Karapetyan, Erik Khor.

According to reports from aviation industry research company WingX, European business

jet travel is up 25% in August compared to prepandemic August 2019. Surprisingly, even as more governments lift their pandemic-related travel restrictions, this industry trend shows no sign of slowing, suggesting that what travellers want above all else in 2021 is peace of mind. That and a warm locale in which to wait out the ongoing global malaise—Eclipse has seen a marked increase in the number of bookings to summer-climate destinations like Miami and Scottsdale in the U.S., Bahamas and Turks & Caicos in the Caribbean, and Nice and Mykonos in Europe.

“People don’t want to ‘just book’ an important trip at the click of a button,” says Lily Karapetyan, Director of Charter Sales at Eclipse. “They want to go through entry restrictions, double- and triple-check they have the correct vaccines,

tests and documentation, and find out what happens if the rules change. We’ve become more like advisors rather than private jet brokers, because we’re guiding our clients through the entire process.”

As an ARGUS Rated Charter Broker, Eclipse Air Charter has undergone the globally recognized independent organization’s rigorous Charter Evaluation and Qualification process, thereby furthering its commitment to quality and safety.

“Where, when and why our clients travel may change, but their comfort and safety should never vary,” says Yasmin Alam, Eclipse Founder and Managing Director. “We’re honoured to have achieved ARGUS Charter Broker Rating, especially at a time when health and safety is more important than ever.”

CATO SMS Appoints Dr. Teresa Nunes Chief Medical Officer Pharmaceutical Physician to Spearhead Global Provider’s Growing Medical Services & Pharmacovigilance Groups a global provider of specialized clinical research solutions, announced today the appointment of Teresa Nunes, M.D. as chief medical officer. Dr. Nunes will lead the company’s fast-growing medical services and pharmacovigilance groups. She also will provide customers with strategic support in trial design and execution in complex development areas, including oncology, cell and gene therapy, immunology and rare diseases.

Teresa Nunes, M.D., Chief Medical Officer, CATO SMS A highly experienced pharmaceutical physician, Dr. Nunes brings to CATO SMS nearly 20 years of global clinical research and drug safety experience.

Highlights of her career include: • Participating in designing and supervising medical teams and operations for more than 100 clinical studies across all phases (I-IV) • Leading global cross-functional teams and managing multi-million dollar research and development budgets for pharmaceutical businesses and contract research organizations (CROs) • Advising and contributing to numerous scientific advice meetings with the U.S. Food and Drug Administration (FDA), European Medicines Agency (EMA) and Health Canada • Co-inventing five patent applications • Publishing 50+ peer-reviewed articles and presenting 80+ scientific abstracts in clinical research “Teresa enhances the depth and breadth of

our team’s considerable medical expertise and experience,” said Mark A. Goldberg, M.D., executive chairman, CATO SMS. “She is an industry veteran with an impressive background in leading teams through complex clinical studies to bring new products to market. Teresa’s experience builds on our company’s strong foundation of scientific knowledge and innovative thinking to support clients with accelerating the delivery of novel treatments to patients who need them.”

Dr. Nunes joins CATO SMS from Premier Research, where she was vice president and global head of medical affairs. She has served in medical leadership roles at Vertex Pharmaceuticals, BlueClinical, PRA Health Sciences and Bial.

Dr. Nunes holds a master’s degree in clinical pharmacology from the University of Surrey and a master’s in business administration from Fernando Pessoa University. She earned her doctor of medicine degree from the University of Coimbra and is board certified in clinical pharmacology.

About CATO SMS CATO SMS is a global provider of clinical research solutions, including strategic consulting and full-service clinical trial operations. With more than 30 years of experience focusing on the needs of small and emerging biopharmaceutical companies, CATO SMS effectively designs and executes studies — from strategy to approval ⁠— in complex indications and modalities across a variety of therapeutic areas with a proven center of excellence in oncology. CATO SMS’ regulatory, therapeutic and operational expertise enables the company to meet goals and exceed expectations.

Visit CATO-SMS.com for more information.

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Agricultural Alliance of New Brunswick

Giving farmers a voice Providing a united voice for farmers in the province, the Agricultural Alliance of New Brunswick demonstrates that there’s strength in numbers, unity and knowledge sharing.

Editorial - Victoria South

Agricultural Alliance of New Brunswick

T

he result of a 2006 merger of the Agriculture Producers’ Association and the Federation des agriculteurs et agricultrices francophones du Nouveau Brunswick, the Agricultural Alliance of New Brunswick (“AANB”) is a powerful force that exists for the good of its members.

Coming together as a bilingual, grassroots collective of experienced farmers, campaigning for others, the AANB is a decidedly loud and unified presence marching against a tirade of circumstances and issues that impact the livelihoods of those working on the land.

Most impressively, a number of notable achievements and improvements have already been secured, despite a litany of red tape and bureaucracy to navigate.

Located adjacent to Maine, New Brunswick is a province in Canada with a strong heritage in farming and a commitment to maintaining the bilingual anglophone and francophone communities.

With industry challenges becoming pertinent, it made sense to instigate an alliance run for farmers, by farmers with an intrinsic understanding of the shortfalls being felt, “The Agricultural Alliance is steered by a volunteer board of directors comprised of farmers elected by their peers. The board receives its mandate directly from New Brunswick farmers during regional meetings held throughout the province by accepting resolutions that are voted on by delegates during the AANB Annual General meeting.

The AANB works in close collaboration with agri-food commodities and agriculture associations and groups. Our efforts are buoyed by a team of professional staff who work on your behalf at the Agricultural

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Harvesting ideals

The mission of the AANB is simple: to promote a sustainable and prosperous agricultural industry. How this translates into the everyday activities of the collective is a little more complex, because the issues are far-reaching and the people that need to sit up and pay attention can need persuasion. That’s why those elected to represent the AANB have unyielding, informed voices that demand to be heard.

One of the most vital tasks is ensuring that all levels of government pay attention to the concerns being raised by farmers of all levels. Add in a need for unilaterally accessible information and training, plus a positive PR campaign and suddenly, the plight of the community comes into sharp focus.

Farmers and the farming sector need to be shown in appositive, province-enriching light, otherwise future generations simply won’t be interested in taking up the mantle. The AANB also seeks to broker key partnerships that will not only benefit individuals, but the overall sector, the sustainability and profitability

all included. It’s a never-ending task, but successes are being reported, “Progress continues to be made on long-term and emerging issues ranging from labour shortages, land use planning, environmental issues, improved regulations and reduction or elimination of red tape.”

Environmental accountability

One of the most useful bits of information that eth AANB provides, is how to create an Environmental Farm Plan (“EFP”). These are proactive tools that allow farmers to assess, I real time, the strengths and risks that their land and operations offer to the environment, allowing for improved, streamlined and more responsible actions, “The EFP programme encourages the adoption of beneficial management practices that enhance soil, water and air quality, as well as biodiversity, all of which contribute to the sustainability of agriculture. The Agriculture Alliance of New Brunswick is delivering the EFP programme in New Brunswick and encourages every producer to develop an EFP. The EFP programme is funded under

Growing Forward, a federal, provincial and territorial agreement on agriculture and agri-food policy.”

In essence, it involves self-auditing, preparation of a plan to improve, then a review by a third party. This final review is key because it awards a certificate of completion that can be used to access exclusive financial support for implanting greener initiatives. How and when farmers put their plan into practice is entirely up to them and the process is ongoing and should naturally evolve, especially when new developments such as extra farm buildings or machinery are added to an individual enterprise. The EFP can be completed as a paper or digital document and the benefits have been highlighted by real people. Many claim to have identified issues on their farms that they had never previously thought about, while others note how important it is to be environmentally aware, because consumers are. If sales are being driven by how ethical and sustainable a business is at its core, an EFP could be critical in retaining a regular customer base.

Agricultural Alliance of New Brunswick

Alliance’s Fredericton-based office.”

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Agricultural Alliance of New Brunswick

Join the club

“You can join the Agricultural Alliance by completing the Province of New Brunswick’s voluntary Register of Farm Businesses (e.g. Registered Professional Agricultural Producers –RPAP) application form. Once registered, you automatically have access to government programmes such as fuel tax exemption cards (Purchaser’s Permit), farm truck plates, and more. All registration fees go directly to help support the work of your industry organisation, the Agricultural Alliance, and its advocacy efforts on your behalf.”

Farmers are encouraged to get as involved as they can and to stay in constant contact, to make sure that their concerns are heard and being brought to the people in government that can affect real change. There is also a diverse portfolio of exclusive member benefits that can be enjoyed, ranging from access to a mulch programme, regular newsletters, reduced fleet vehicles from Chrysler and a host of other discounts too.

At a grass roots level, it’s just good to know that as farmers, nobody needs to struggle on alone. The sector is demanding and challenging, but through easily accessible training courses, funding grants and member discounts, the AANB hopes to keep the farming industry not only buoyant but also appealing to future generations of hard workers.

Farmers in New Brunswick now have a voice and it ’s time for it to be heard, appreciated and responded to with practical solutions and sectorbenefitting solutions.

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Scaldis Salvage & Marine Contractors

Raising the profile Taking all of the heavy lifting out of some of the biggest market sectors in the world, Scaldis has become a trusted partner to countless international outfits at the top of their game, shouldering the burden of responsible operation with ease.

Editorial - Victoria South

Build them up and knock them down

Scaldis is a market leader in terms of offshore installations, as well as decommissioning, with a keen focus on the lifting phases. The trick is, of course, to manage both within a timely and costeffective timeframe, while operating to the highest possible standards of safety.

As a project becomes more complex, so too does the necessary lifting solution and that’s where Scaldis excels, thanks to its team of in-house experts that are ready to coordinate and execute a perfect operation.

Central to the success of the company is the specialist equipment at the disposal of the handpicked team of industry pioneers. In order to create custom solutions and packages, the right machinery needs to be accessible and Scaldis has invested heavily in procuring cutting edge technology, “Our multipurpose heavy lift vessels, Rambiz (3300t) and Gulliver (4000t), have a unique two crane arrangement, the two cranes can work independently or be synchronised to provide an unrivalled flexibility in handling structures. Our new build vessel Gulliver possesses all the key assets of the Rambiz and incorporates new developments too.”

Understanding the sheer scale and specialist nature of the Scaldis fleet offers a unique insight into exactly why clients clamour to take advantage of the team’s knowledge and insight. More than simply cranes, each of the vessels has been specifically designed to tackle lifting projects that one structure would previously have been unable to handle alone.

Rambiz - The older of the two vessels, Rambiz has a lifting capacity of 3300t and carries two cranes, as well as a huge deck, shallow draft and large accommodation berths. When brought together, these facets create a vessel that can operate successfully and independently in many

Scaldis Salvage & Marine Contractors

H

eavy lifting is a specialist field in and of itself, but add in the complications that arise as a result of offshore locations and the need for experience, expertise and an engineering mindset becomes clear. Scaldis possesses each in abundance, making it a favourite and longstanding partner to many of the biggest names in the oil and gas, renewables and salvage sectors, “Scaldis specialises in the transportation and installation of offshore structures and the decommissioning of offshore facilities.

We have earned a reputation as a solid and reliable partner, providing turnkey and costeffective solutions in close cooperation with our clients for marine projects.”

FRANKLIN OFFSHORE EUROPE B.V. T: +31 (0) 10 294 0857 E: info@franklineurope.nl

www.franklineurope.nl

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Australia

Azerbaijan

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Scaldis Salvage & Marine Contractors regions that others would find impossible to reach. Flexibility comes in the form of being able to work in both shallow and deep water and the use of two cranes means that unusual or awkward structures can be lifted with ease and without the need for another vessel alongside. The large deck offers ample space for topside operations such as piling and has space for a crawler lane too.

Gulliver – At 4000t, Gulliver has a huge lifting capacity and stands as an impressive piece of equipment, designed to expand the services on offer to Scaldis’ clientele. He has been specifically designed for offshore work, with bridge construction being a particular specialism, as well as complex salvage recoveries.

Thanks to the heavy-duty practicality of both Rambiz and Gulliver, Scaldis is able to service a number of industries and carry out a variety of projects, all within designated budgets and timescales.

A friend to many

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Having worked with Shell, E.ON, Tullow Oil and Ørsted, to name just a few, Scaldis has been able to create a diverse portfolio of available services. While all civil construction operations are carried out in sheltered conditions, such as in ports, the rest are offshore compatible. When you consider that bridge dismantling, tunnel segment lifting and lock door lifting are al unlikely to be required out at sea, it makes sense to constrain the civil tasks to more enclosed locations.

Scaldis’ main areas of expertise include: Oil and gas - “Scaldis has vast experience in the installation of various types of jackets and topsides. To optimise operations, Scaldis prefers to be involved at an early stage of the design and fabrication process so that Scaldis’ experience is incorporated in the final transportation and installation methodology.”

Renewables - As the renewables sector grows, Scaldis is on hand to offer logistical support in the form of transportation and installation of key structural features,

including turbines Decommissioning - One of the most vital elements of offshore activities, the safe and environmentally conscious decommissioning of oil and gas installations that are at the end of their life requires a delicate touch.

Add in the complexity of making an essential task cost-effective while also as green as possible and it’s not hard to understand why Scaldis is such a valuable partner. Thanks to Rambiz and Gulliver, decommissioning can be fast, safe and financially viable.

Salvage – Working on the water gives the Scaldis team a unique perspective on salvage operations. “ Each day, thousands of vessels and floating objects can be found on the world ’s oceans. Maritime disasters can strike any time, any where. In emergency situations, professional suppor t and experience are required and there is no room for failure, hesitation or error.

Environmental care and protection, as well as pollution prevention, are top priorities in ever y one of the company ’s salvage operations and wreck removals.”

On the horizon

With equipment, infrastructure and an elite team in place, Scaldis is perfectly positioned to continue offering essential support to key industries and it isn’t afraid of a challenge either. Most recently, the team announced that Rambiz and Gulliver had joined forces to embark on a rigorous training and testing programme for a future civilmarine contract. Utilising 3D simulations and engineering prowess, the team have been able to conceive a solution to a very complex project Receptive to new industries, focussed on their own abilities and second-tonone in terms of capability, Scaldis looks set to keep raising its profile, as well as clients’ expectations.

Haribo

The happy world of Haribo Having celebrated its centenary in 2020, HARIBO is one of the most famous confectionary manufacturers in the world but it hasn’t lost sight of what’s really important.

Editorial - Victoria South

HARIBO

H

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ARIBO is such a household name that it’s hard to imagine it ever being a small company run out of a family kitchen. But that’s exactly how it started.

Hans Riegel was the mastermind behind a future global brand and he trained to be a confectioner in Bonn, Germany. Armed with skill and vision, he founded HARIBO on Decembr 13th 1920, making sweets in his kitchen using nothing more than a copper pot on the stove, sugar, a marble slab and a rolling pin. One year later, his wife became the first employee.

Fast forward to 1922 and something iconic was born; the precursor to the Goldbear. Riegel’s ‘dancing bear’ gummies proved popular and led to a need for fleet transportation. Don’t forget that we are talking about the 1920s here, so making the switch from Gertrud Riegel making daily deliveries on her bicycle to a motor car was a huge investment. The car featured advertising signs as well. As the Riegel family began to expand, so too did the product lines, with liquorice being added into the mix in 1925.

With the dawning of a new decade came serious growth for HARIBO. What

was a two-person family operation was a medium-sized company by 1933, employing 400 people. Many of these were sales associates, who ensured that all of Germany knew about and were eating HARIBO’s delicious creations and to keep up with demand, a production facility was built in Bonn. Despite losing founder Hans at the age of 52, HARIBO stays afloat, even through a world war that saw serious ingredient shortages halt production and force a serious scale-back. In 1946, Hans’ two sons take over the company, supported by a skeleton staff of just 30 people, which would grow to 1,000 by 1950.

A decade of commercial success later and Goldbears were born! Quickly gaining unpredicted popularity, they would go on to become a registered trademark and the enduring favourite product.

What would follow is years of clever and insightful industry moves, from stylising the Goldbears to advertising on television and then, breaking into the US in 1982.

Starting with just a small office in Baltimore, HARIBO would go on to move its US headquarters to Illinois in 2015, with a production facility in Wisconsin announced

two years later. The gargantuan 137-acre site was designed to be able to bring more HARIBO goods to more people, while also increasing employment opportunities in the Midwest. It’s a move that brough success on multiple leves, “In 2018, HARIBO became the #1 gummi brand in the US, seeing exponential growth as a result of consistent quality, fun flavours and innovation loved by gummi fans nationwide. In 2019 HARIBO announced partnerships with organisations in our future home of Pleasant Prairie, Wisconsin.

HARIBO believes everyone deserves access to quality, affordable education, and a safe space to learn and play.”

From a small kitchen in Bonn to a large manufacturing plant being built in Wisconsin, a lot has happened in 100 years of HARIBO, but there’s plenty more to come for the US arm of the most beloved confectionary company in the world. The plant itself though, offers a searing insight into the way that HARIBO has remained a people company, despite such global infamy. You’d expect a family business to be focussed on those that make it successful, but when it came

For more than 20 years, East Coast Warehouse has been a proud partner and preferred logistics supplier to HARIBO OF AMERICA, INC.

+1 908-351-2800 | sales@eastcoastwarehouse.com | eastcoastwarehouse.com

HARIBO

to finding a location for the US facility, it was the family-first ethos, friendly atmosphere and tireless work ethic of the Wisconsin people that swung it. Wes Saber, CFO for HARIBO of America added, “We are thrilled to be part of the Pleasant Prairie community and bring economic growth to the Midwest.

In addition to our over $300 million investment, we’re creating up to 385 direct HARIBO jobs in phase one and up to 4,200 indirect jobs upon completion of our full build. Most importantly, we’re committed to being part of the fabric of the community, so we are proud to be partners of the Boys and Girls Club of Kenosha and many educational institutions in Wisconsin as we invest in today’s students and tomorrow’s workforce.”

Upon completion, the Wisconsin facility will produce the iconic Goldbears, but until then, US consumers are still able to access exciting and fun new releases, including the Funtastic Mix and a limited-edition summer Goldbears range, through an extensive network of retailers. The 2022 completion goal might seem like a little way off yet, but you can be sure that potential employees cannot wat to get started.

HARIBO has taken the time to create a company culture built on respect, appreciation and fun. Together, everybody is part of the HARIBO family, and everyone works to “make the world a little more colourful”. Inclusive, diverse work spaces are a pleasure to spend time in and everybody is appreciated for what they bring to the dynamic, “We live the colourful HARIBO world out of conviction as a successful family company - and have been for 100 years.

Our focus on fruit gum indulgence combined with our core values is brought to life by our associates. Our unique success is based on our team spirit as a committed HARIBO Family. We empower our people with responsibility and freedom to always make the best decisions. With an entrepreneurial spirit, we focus on longterm success. Quality is our top priority.

From our products to our people we deliver what we promise.”

From Germany to the US. From gummi bears to a portfolio with over 1,000 products in it. HARIBO is an inspiration company founded out of passion, skill and love, none of which have diminished through the subsequent generations of management. How do we know that?

Because simply opening a packet of sweets welcomes us all into the happy world of HARIBO.

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Cornwell Quality Tools

The choice of professionals With a legacy stretching back to 1919, Cornwell Quality Tools takes pride in its traditional approach to customer satisfaction, but that’s not to say that it hasn’t moved with the times and stayed at the top of its game.

Editorial - Victoria South

Cornwell Quality Tools

C

ornwell Quality Tools (”CQT”) was born out of fire, precision and innovation, when Eugene Cornwell, a reputable blacksmith, opened a tool shop and began making pieces on his trusty anvil. Becoming a trusted supplier of chisels, punches, screwdrivers and more in Ohio, his thirst for experimentation resulted in heat treatments and metal compositions that produced stronger, better tooling. As word got out that he was making the best tools anywhere, CQT was officially formed.

Building on a legacy

It’s a romantic story, evoking images of long days in front of the forge, but it’s one that mustn’t be allowed to dull with the passing years. This is how some of the world’s best businesses were founded – by one person honing a skill and creating a family enterprise that would outlive them. This is the backbone of modern industry and as CQT has proven, an old school backstory doesn’t have to mean a company that has remained static and unyielding.

Cornwell clearly had an eye for emerging markets and demand, as his high-quality forged creations were quickly sought after by the burgeoning automotive, aviation and marine sectors. As contracts grew larger, so too did the company premises and in 1927, large facilities were moved into, still in Ohio.

This would prove to be the first of many significant milestones.

The 1930s were spent diversifying the product catalogue and in the 1940s, new ownership meant a change of pace.

The Kemmerline family bought CQT and initiated a significant expansion of the larger manufacturing plant before selling to the Moeller and Gordon families in the 1950s, which also saw the creation of the iconic Ironman logo. It would be the 1960s that changed the fortunes of the company forever though, “1968 was a pivotal date in Cornwell history as we began selling products direct to mobile dealers. We would not be here today if this transition did not happen.

There was also an introduction of private branded lines of tool boxes and impact tools; special purpose tools for new markets for Ford, GM and Chrysler. Sustained growth and emerging markets opened east of the Mississippi. We also entered into racing sponsorships with Johnny Rutherford and Walt Alfons.”

Product lines would go on to be constantly expanded, new locations were opened, with specific focus on either forging, manufacturing or administration, and then, in the 1990s, the business model changed exponentially and opened up the world of tool franchising.

Offering people a new life

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Deciding to open up the CQT business model to include franchising was a genius move and one that impacted more than just stakeholders positively. Backed by a name that carries huge weight and influence, anybody meeting the Cornwell financing requirements can apply to start their own mobile tool sales franchise, safe in the knowledge that they are in control of their own earning potential and have the support of an internationally recognised tooling giant.

“1968 was a pivotal date in Cornwell history as we began selling products direct to mobile dealers. We would not be here today if this transition did not happen.”

is proud to partner with Cornwell Since 2015, Versapay has enjoyed an amazing relationship with Cornwell Quality Tools.

Versapay’s Solupay Payments Solution enables over 650 Cornwell dealers the ability to transform their Accounts Receivable!

Cornwell dealers and other Versapay users report:

50%

25%

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increase in speed of payment

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Versapay always resolves issues in a timely manner, is thorough and is great to work with. They are friendly and I have peace of mind for my business credit processing needs when working with them.

Josh Dziengel, Cornwell Dealer and Versapay client since 2017

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The support from Versapay is amazing!

The team always takes care of any issues I have.

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Versapay has been great for my business.

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Since Versapay’s inception in 2006, the company has grown into a global network of 8,000 clients and 500,000 users driving $10 billion in payment volume annually.

Learn how Versapay can transform your AR department at www.versapay.com

Cornwell Quality Tools

CQT acknowledges that dealers are the most important part of the entire company, which is why permissive working practices are key. Far from just being allocated a number of customers, CQT franchise owners are simply assigned a geographical territory, with full freedom to sell to anyone within it. This allows for organic franchise growth, which is supported by the Ironman Business Network, a software package designed to help manage everyday activities and accountability. With district managers always on hand to offer insight and assistance, everybody wants a CQT franchise to succeed, but it’s the veteran programme that is, perhaps, the most insightful in terms of what’s important to the management team at Cornwell, “Cornwell Quality Tools offers a programme to assist members of the U.S. Military seeking to obtain a Cornwell Tools franchise. Military veterans that meet the financing requirements for a Cornwell Tools franchise will be eligible for up to $60,000 of interest-free financing to start their business. Cornwell estimates that the interest savings will be around $20,000 over the course of the loan.”

It’s well documented that finding a meaningful career after being in the military can be a struggle, but CQT was forged from American grit and spirit. Respect for the old ways runs deep and being able to offer an alternative career to veterans is an ongoing source of immense pride, especially for a company that has been so careful to remain contemporary in every other way.

A new era

By the 2010s, the days of Eugene Cornwell hand-forging chisels were long gone, but his spirit still remained, in the ever-growing product catalogue, company acquisitions and expansion of facilities that had become the norm, “In 2016, Cornwell acquired Kennedy

Manufacturing, located in Van Wert, Ohio.

Kennedy has been manufacturing industrialgrade, durable, metal tool boxes and storage cabinets for over a century. Today, Kennedy produces the Cornwell-branded Platinum™ series, Pro Series®, drawer and service carts, in addition to an array of classic and innovative tool storage equipment under the Kennedy brand. Forged in the United States with industrial strength materials, the tool and storage cabinets made at Kennedy are built to last.”

Having been named as one of the fastest-growing franchises in North America, in 2019, CQT has made considered, good decisions. From slowly expanding production facilities as and when needed, to opening its doors to ambitious franchise owners, the successes speak for themselves and there’s only two things left to do; keep expanding the product range and welcome new business owners onboard.

CQT has created the ideal model. Revered for its legacy and expertise, the company will always have a loyal legion of customers, serviced through mobile franchises. As demand increases, so too can the number of franchises, as well as the number of products being sold. There’s a captive market ready to sell and buy everything manufactured and best of all, the tools themselves are still considered some of the best in the world, “A company’s true strength is derived from its foundation. At Cornwell Quality Tools, our foundation has continued to stand behind the company Eugene Cornwell began in 1919. Our rich history has made us the longest running mobile tool company selling direct to professional technicians across the country. Our brand is recognised as a leading manufacturer of quality products sold via mobile tool franchise owners.”

It’s also the choice for professionals.

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UMO SA

Keeping the wheels turning The automotive industry keeps the world mobile, but It’s UMO SA that supplies the high-quality parts and services that allows it to do so.

Editorial - Victoria South

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MO SA (“UMO”) was founded back in 1968, in Colombia. What started as an ambitious but modest outfit would go on to become the undisputed leader in the specific automotive manufacturing sector. Providing exhaust systems to OEM operations, as well as spare parts for any and all companies, it all started with Honda, in 1969.

An exciting year, 1969 saw contracts with not only Honda, but also Chrysler secured.

Supplying silencers for one and full exhaust systems for the other, word soon got out that UMO was the company to deal with.

Hence SOFASA, assembler and importer of Renault, Toyota and Daihatsu vehicles, leapt at the chance to work with the team and signed on the dotted line in 1970.

With a host of big clients, there must have been a temptation to simply focus on their needs and disregard the option of developing new product lines or chasing other business, but UMO was not a company to sit and stagnate. Instead, taking the knowledge of the expert team, the company began diversifying, designing oval silencers in 1975 and just five years later, becoming the General Motors exhaust systems supplier. That was the turning point for some big changes.

What would follow is decades of continuous self-auditing and improvements, with automated welding robots, ISO certifications and technological cooperation agreements being secured, all for the benefit of existing long-term and potential future clients. It’s a move that paid off if the numerous “best supplier of the year” awards are anything to go by.

Of course, with industry leadership comes an unspoken pressure to always keep innovating and developing, but as one of the company’s values, that’s never been a problem for UMO, “As a strategic decision and knowing the needs in the metalworking area, the stamping area was separated from UMO as a new business unit. It was then in 2006 that FORMAPRESS was created to provide the stamping, stamping and die design service to the industry in general. In 2009, continuing with our penetration in the market of parts for cars and motorcycles, UMO acquired SEKI, a leading company in polyurethane injection. Today we manufacture motorcycle saddles for OEMs and a variety of products for other industries.”

The long and short of it is that if the end product has wheels and an engine, there’s a good chance that UMO has contributed to the composition in some respect, thanks to a number of specialist divisions now in place, including: Vehicles – Exhausts, or emissions control systems as they are properly called, are a critical part of any vehicle design. Not only do they need to be as quiet as possible, but in a world that is increasingly focussed on environmental impact, they need to help eliminate the harmful fumes that have contributed significantly to global warming already. UMO has created a system that works with ceramic panels and precious metal films to reduce the harmful gases significantly. Plus, as well as automated machines, there is a highly qualified engineering team in place to develop tailored solutions when necessary.

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“With UMO, they [clients] are guaranteed to be working with the industry’s brightest engineering minds, the most ambitious design teams and dedicated manufacturing professionals.”

UMO SA

Motorcycles – “UMO: Motorcycle Division, is one of the main lines dedicated to manufacturing exhaust systems for more than 80% of the motorcycles assembled in the country, and brands such as Yamaha, AKT, Suzuki, Honda and Hero.” Research and development is a crucial part of this division, with aesthetic developments always being a chief concern, due to the far more visible presence of exhaust systems on motorcycles than in automobiles.

Saddles – Since 1999, SEKI, an acquired operation, has been the principle supplier of saddles to OEM motorcycle manufacturers. All of the major assemblers in Colombia benefit from the SEKI excellence that has managed to bring aesthetics, performance and comfort together into a variety of product lines.

Spares – With a large stock of replacement exhaust systems suitable for multiple manufacturers, the spare parts market in Colombia is, thankfully, very well catered for. Though OEM supply is the main business for UMO, it made perfect and fiscal sense to also offer high level support to the aftermarket sector. Both proprietary and universal fitment options are available.

FORMAPRESS – A special branch of UMO that is in charge of the design and manufacture of industry-leading highperformance exhaust mufflers. Designed to improve power, torque, speed and sound quality, the mandate is simple: keep improving. KIPO is another division that specialises in mufflers as well.

UMO is a prime example of how when you’re good at something, make it the main focus of your business. Though there is diversification in the form of saddles, for the most part, creating top of the range emission systems is the bread and butter, but it never comes with complacency. As environmental standards and challenges evolve, so too must these critical automotive parts, eliminating harmful gases as much as possible and UMO has been committed to this very endeavour, long before it became a mandate.

Perhaps that’s why some of the world’s largest manufacturers trust UMO and always look to them for new designs.

Renault, General Motors and Yamaha have their own exacting standards to live up to, so a weak link in the supply chain simply isn’t an option. With UMO, they are guaranteed to be working with the industry’s brightest engineering minds, the most ambitious design teams and dedicated manufacturing professionals.

Any purchase will be a fully tested and proven piece of equipment that will only add performance and style to a finished vehicle, not detract from it and that’s quite a feat for a perfunctory addition.

With net zero carbon pledges being made globally, it will be interesting to see how they translate into new vehicle designs. Though UMO is an innovator, it will need to take direction from the shift in consumer demand for greener options, which means there could be some interesting design projects on the horizon.

A long-time trusted partner to the world’s biggest automotive operations, it’s safe to say that UMO will do whatever it takes to keep all the wheels turning.

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Swire Energy Services

The changing face of energy In operation for more than 40 years, Swire Energy Services has seen the best and the worst of the offshore energy industries but one thing has always remained consistent: it’s “the easiest company to work with”.

Editorial - Victoria South

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n a competative marketplace where time is literally money, working with the best people is crucial. Swire Energy Services (‘Swire’) has understood this since its conception, back in 1979, and continuously looks for new ways to overdeliver on customer demands.

Swire had humble beginnings, starting out as a Scottish container company, but that simple operation quickly grew into what is today, the global leader of rental, sales and services for offshore containers. How did it get to such an impressive position?

Through regular pertinent acquisitions, forging deep connections with relevant nations and clever rebranding, not to mention some foresight, “Swire Energy Services has been in business since 1979. Our business has stood the test of time because we have always looked ahead and made decisions based on long term sustainability.”

Swire’s take on sustainability

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It’s a buzzword and every company has a mandate in place to look committed to some form of environmental positivity but sustainability is actually a way of life at Swire. It might be a shock, given the industries the company serves, but perhaps instead of seeing a potential conflict of interest, we should be praising the equilibrium being created. There’s something rather poetic about an offshore services provider staunchly looking to protect the environment through the creation of a circular economy and carbon

“Our business has stood the test of time because we have always looked ahead and made decisions based on long term sustainability.”

Swire Energy Services

neutrality, especially when team members are encouraged to do what they can in their local communities as well, “Swire Energy Services recognises the world needs to act swiftly and decisively to reduce carbon emissions to mitigate damaging climate change and are committed to supporting this through progressive decarbonisation. Therefore, we have set the ambition to become a carbon neutral operation by 2030 with an interim target of 65% reduction by 2025.”

The real question is, how will this affect the day-to-day service that Swire provides?

There’s no doubt that the team in place will rise to the challenge, as each individual is selected on both merit and a clear ability to thrive as part of the Swire family, but there are four divisions, servicing the oil and gas and offshore wind industries, that need to be fully compliant.

One company, many facets

Operating on a global scale, Swire is unrecognisable from its initial incarnation as a simple container company. Today, it covers four huge interest areas and operate out of 57 bases throughout the world and to say it has diversified within each area would be an understatement.

Offshore containers - If your mind has gone to the standard metal containers you see on freight ships all the time, you’d be right, but that’s just one of 9 types of container that Swire can supply.

From baskets and fuel tanks to skips, accommodation, offices and lifting frames, the team has seen, supplied and repurposed them all. All are DNV certified and being made of metal, can be repaired until end of life necessitates easy recycling.

Refuelling systems - One of the most insightful acquisitions made my Swire was Helifuel AS, in 2020. By taking over one of the biggest refuelling systems providers in the world, the company secured its place among the market leaders, adding another string to its one-stop bow. This works well alongside the container division, as there are specific fuel tank containers that work with the Helifuel system. A perfect example of vertical integration at work.

Asset integrity - Essential for any offshore location, Swire can supply fully trained expert personnel to test, inspect, maintain and refurb all systems and equipment. Bespoke engineering services also fall under the jurisdiction of this division, as do specialist lifting services.

Think about how critical it could prove to be if just one piece of equipment fails and the value of the global team at Swire is undisputed. Thanks to the numerous worldwide bases, dispatch of staff can be fast and efficient as well.

Chemical management - Chemical products can make the uninitiated or unqualified nervous, but with proper handling, storage and management, there’s nothing to be concerned about. Swire takes all of the concern out of chemical use and transportation by supplying safe storage, performing filtration and even custom blending.

The benefits for clients are clear: consistent services offered from multiple locations around the world with,

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Swire Energy Services “Universal controls and processes in place to maintain standards ensuring a consistent and reliable service globally.

Personnel are trained to global standards and competencies are assessed to ensure consistent and reliable service delivery globally and all operational learnings are shared and implemented globally. Together, these ensure operational efficiencies are maximised and expectations are exceeded through standardisation and continuous improvement.”

It’s these standards that are taking Swire into the next phase of growth, with a number of exciting new developments in the pipeline.

Future-ready and upping the ante

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Having invested millions into reaching the net zero carbon target already, it comes as little surprise that one of the new developments at Swire is an environmental one. Having made a significant investment into BladeInsight, a wind technology operation, Swire is committing to renewable energy sources as the future of all energy services.

The alignment will no doubt prove both lucrative and useful, when developing new innovations specifically for its offshore wind clientele.

A new paint system is also being rolled out globally, which allows for a 27% reduction in emissions. Based on 2019’s numbers. By maximising efficiency, reducing overspray and process times, the initiative will be a huge shift, with all the Swire containers being coated in a more sustainable grey than the previously iconic red. Many would consider such a move as risky, given that the red containers demonstrated vast market presence, but aesthetics are being given less priority than the environment and it’s a lesson for all others in the energy industry to follow.

Consistently adapting , always looking for new ways to align with sustainable business practices and keen to evolve without ever disappointing the global contingent of clients it has won, Swire is company with both heritage and the will to survive. More than that, it is determined to thrive.

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Staticus

On the face of it Adding the final flourish to eye-catching buildings throughout the world, Staticus has risen through the ranks to become one of Northern Europe’s largest facade engineering firms but with an environmental twist.

Editorial - Victoria South

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uilding facade materials have come under close scrutiny in recent years, especially in the UK, but not all contractors are founded on equal principles. Staticus is a fantastic example of this in practice, as in addition to creating visually striking and artistic exteriors, it never loses sight of how vital it is to be green. If you’re thinking that this kind of allegiance to eco initiatives sounds familiar because most companies try to embrace at last something in the sustainable sphere, you’d be right. But Staticus is decidedly unique in the sense that it is striving to contribute to smart buildings in conscious cities where residents and workers have a desire to interact with the environment in a more holistic and less impactful way.

In short, if the project isn’t future-friendly and self-aware, Staticus is unlikely to come onboard as a trusted partner.

It takes courage and confidence in equal measure to set a firm stance on the kind of projects a company will take on, but with over 20 years in the building facade sector and having contributed some exceptionally well-known projects, Staticus is privileged to be able to do exactly that. Gaining recognition and respect throughout the UK, Scandinavia and the Baltic countries, this is a really exciting company that is growing to support an increased work load.

Despite taking a lean approach to operations, in a bid to reduce waste and

energy use, the team at Staticus is able to offer stratospheric levels of quality control. There’s no micromanaging, just clear and professional supervision and accountability that, thanks to a modest work force of around 500, never gets complicated. Everybody has a specific role that they are expected to perform to the best of their abilities, with nothing slipping through the net to disappoint clients. It’s a simple but elegant way to operate, but don’t assume that deadlines are hard to meet with so relatively few people onboard. A reconstructed specialist factory in Vilnius, Lithuania, allows for 10-12 production lines to run together at any one time.

Offering a comprehensive service package, clients of Staticus can look forward to an engaging design process, followed by top of the line manufacture and finally, perfect installation. By taking ownership of every individual stage and not simply subcontracting or passing the torch at various phases, the team is able to stay true to the ethics and quality standards that define the whole operation and it’s amazing to see it, “We design, produce and install distinctive and sustainable curtain walling and endeavour to act responsibly at every stage by choosing environmentally friendly solutions. We are committed to reducing our environmental impact on the planet and continually strive to improve our environmental performance as an

STHLM 01 Future-Proof Office Building Encased in the WICTEC EL evo façade, Sthlm 01 is a 27-storey commercial building which will be part of the Stockholm New Creative Business Spaces set in beautiful waterside surroundings of the Swedish capital. Sthlm 01 will be the tallest, by becoming a landmark in the distinguished neighbourhood of Hammarby Sjöstad, an attractive location for offices, close to downtown Stockholm.

Find out more: www.wicona.com

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Staticus

integral part of our business strategy and operating methods. As building facade contractors, we recognise our responsibility to protect the natural environment and improve our carbon footprint and we endeavour to reduce, reuse and recycle wherever possible.”

We can’t talk about facade material contractors and not at least mention the Grenfell Tower tragedy. It’s the elephant in the room and an event that can never be allowed to happen again. Lessons must be learnt from the unnecessary loss of life and it’s with solemn awareness that Staticus has a ‘people first’ operating mindset. It extends to employees, partners, end-users and more unusually, competitors too.

Respect, excellence and the acquisition of knowledge simply can’t happen without treating everybody with consideration and Staticus is pertinently aware of this. In fact, reading the company’s approach to social responsibility and partnerships, there was a moment where the operation sounded more like a non-profit than a commercially viable outfit, but somehow, ethics and enterprise have been interwoven to great success here.

Creating a one-stop enterprise that takes every project from initial design through to final installation requires effective people management and across a number of very different disciplines. While the idea of bringing together professionals from different fields can seem like a

“We design, produce and install distinctive and sustainable curtain walling and endeavour to act responsibly at every stage by choosing environmentally friendly solutions.”

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minefield, Staticus has it down to a fine art, “Building facade design and engineering project implementation teams include diverse professionals: architects, engineers, clients, investors and contractors. We seek to co-ordinate the interests of all the parties in order to complete every project on time and on budget. We do so by reinforcing teamwork and mutual trust. Every project involves the participation of many different Staticus facade design consultants and facade engineering consultants. In order to always provide clients with quality results and on time, at the start of every project we define the potential risks and allocate the responsibilities for managing those risks.”

The approach is clearly paying off, with a portfolio full of completed international projects and reports of a very strong position in Norway. Having cemented its position as the largest facade contractor in Northern Europe, Staticus is now looking to add more weight to its visceral presence in Norway, while also giving even more priority to environmental initiatives.

Though it is well documented just how seriously the company takes sustainability, an entire department has been launched, working out of Switzerland, to manage all sustainable endeavours. Carbon footprint reduction is a top priority, as well as the launching of hybrid facade systems comprising of recycled aluminium and wood. But that’s not all, “Staticus Care is being launched to offer maintenance services for buildings from a sustainable and energy-saving perspective. This initiative will offer a life cycle management of facades by providing services such as leasing, maintenance and repairs, and IoT solutions that make the buildings work at significantly lower operating costs and help decrease carbon emissions.”

Some people wear their hearts on their sleeves but the team at Staticus display their ethics on their projects.

Putting people and the planet first, the business model might be unusual but just like the buildings they complement with cutting edge designs, it’s beautiful and inspiring too.

Abdul Latif Jameel Machinery

Quality at every stage Founded on an entrepreneurial spirit laced with philanthropic motivations, Abdul Latif Jameel Machinery has evolved into a vital part of the heavy equipment supply chain.

Editorial - Victoria South

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elebrating 75 years of top-level execution and operation, in 2020, Abdul Latif Jameel Machinery (“ALJM”) is recognised as not only a leader in the heavy machinery market, but also an innovator. Proving that you can still put people first, even in an automated and increasingly impersonal business world, the heart of the company came directly from its founder, the late Sheikh Abdul Latif Jameel.

What would star t as a warehousing and materials handling business would go on to grow and expand, bringing new solutions to existing clients and embracing entirely fresh connections as well, until its industr y leadership status was unquestioned, “ Today, Abdul Latif Jameel Machiner y is a leading provider of heav y equipment, commercial vehicles, material handling equipment, and generator sets. Our comprehensive products and ser vice por t folio includes sales and aftersales for global, industr y-leading products including Komatsu construction and mining machiner y, Toyota industrial equipment, Manitou telescopic handlers and utility machiner y, Teksan Generators, Raymond warehousing solutions and Golden Dragon buses. We’re applying our decades of experience in material handling and automotive distribution to

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Abdul Latif Jameel Machinery our commercial vehicle and equipment business. Focused on delivering the best-tailored solutions to our clients – from the quality of the products we supply, to financing options and after sales suppor t.”

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A portfolio of solutions How much can a warehousing and handling operation diversify? In 75 years, more than you can imagine, but ALJM has been cognisant of changing markets, client demands and fluctuating global fiscal buoyancy. With these impactful issues kept firmly in mind, growth has been steady, considered and reasoned. Today, five main business areas are prospering, each of which are as independent or interconnected as they need to be depending on client needs.

Machinery – As a leading provider of top-of-the-range heavy machinery, ALJM is able to supply not only professional equipment but also commercial vehicles and generators. With solid,

positive relationships in place with key manufacturers, clients know that they will be able to access the latest and greatest options, while ALJM takes all the heavy lifting out of the procurement process.

Warehousing and material handling – Still a key component of the business, even 75 years on, this division has needed to do little more than update its equipment regularly and thanks to a fantastic and long-lasting relationship with Toyota, this has never been a problem. Industrial fork lifts are a particular speciality here, as are powered pallet trucks, order pickers and automated trucks. If it can make a warehouse run more efficiently and safely, ALJM can supply it.

Parts – “With Abdul Latif Jameel Machinery’s objective of supplying more than 90% of your parts requirements immediately and 100% within an average of 3 days, customers are assured of consistency in supply. Our parts warehouses are located across Saudi Arabia and inventory is based on equipment types

Abdul Latif Jameel Machinery

and population-specific to the location, this ensures optimum regional parts availability.” Supplying quality parts ensures longevity of machinery and less down-time.

Reliability and productivity are primary concerns and ALJM shares its customers’ desire for both.

Service – Recognising that the transportation of heavy equipment is both logistically difficult and expensive, ALJM has a team of specialised engineers that are qualified to carry out services and repairs on location. Able to support each and every product sold, if technicians are unable to carry out a major repair, workshops spread out across the region ensure a fast and competitive service, all carried out to original manufacturer standards.

Project solutions – “Every project site is different and equipment selection depends on multiple factors including specific application, operating conditions, quality of fuel and lubricants, and more importantly the quality and capability of aftersales support available on-site. We provide a variety of services aimed at realising the best up-time for equipment, there-by reducing project uncertainties.

Our value-added services allow our

“Our mission is to create the highest quality products and provide excellent customer service through outstanding people and continuous investment…”

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Abdul Latif Jameel Machinery

customers to focus on their area of expertise, while we supply equipment, and provide aftersales support – an area of our expertise – the optimum synergy!” What this means is that comprehensive feasibility studies are carried out to create a tailored solutions package, with on-site workshops and technicians, as well as mobile parts warehouses, all being part of the service.

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A big company focusing on the small details With seven locations throughout Saudi Arabia, the scale of the operation here isn’t in question, but what is interesting is how people orientated ALJM has remained.

Striving for not only industry dominance, the team also remains intent on being an example of how honest, self-aware operation is the key to longevity. By always looking for ways to improve and innovate, ALJM has concluded that putting individuals front and centre is the key, with respect and empowerment becoming company mantras. This is seen in practice through the community engagement programmes being initiated and supported, “At Abdul Latif Jameel Machinery, we continue to place very high regard on our environment and supporting our communities. We understand that businesses have a vital role to play in supporting communities, providing opportunities and enabling local economic growth.This is a responsibility that we take seriously, as evidenced in our own local talent development programmes. We also support the wider social initiatives of Abdul Latif Jameel, and the Jameel family’s community support and philanthropic initiatives: Bab Rizq Jameel, Art Jameel, Community Jameel Saudi and Community Jameel.”

These genuine connections to community have played an important role in the securing of lucrative new contracts and 2021 looks to be the start of some ground-breaking new developments.

Having announced a key partnership with Al Asast Al Watanya Co., a principle groundworks contractor in Saudi Arabia, the ALJM team will be front and centre of the much anticipated NEOM project.

A multi-billion-dollar destination with residential and commercial interests, it is being heralded as the future, thanks to a drive for environmental conservation and “exceptional living” and AJLJM is there, right at the start, providing the machinery needed to dig out the foundations of a thriving new future.

Some companies are founded with a desire to simply maximise profits but others, such as ALJM, identify value in so much more. By offering reliable and easy access to the equipment needed to make carve out a better future, the team is proving that profits and philanthropy can go hand-in-hand and work together, like a welloiled machine.

Kloosterboer

Keeping its cool Kloosterboer has specialised in temperature-controlled food storage and logistics services for almost a century and there’s plenty of energy left for many more.

Editorial - Victoria South

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ood systems have been placed under immeasurable strain from numerous sources, but whether it’s Brexit or COVID-19 impacting supply and storage, the world needs access to effective and reliable temperature-controlled logistics.

Enter Kloosterboer. An independent family business with close to 100 years of experience within the sector and a hunger for many more.

Founded in 1925, Kloosterboer is the proud owner of vast storage facilities, “With more than 4,700,000 m3 of refrigerated capacity, Kloosterboer is a frontrunner in logistics services in Western Europe for temperature-controlled food products (including fish, meat, fruit, fruit juices and concentrates, dairy and potato products). We specialise in storage, stevedoring, logistics, handling customs formalities and logistical IT solutions.”

The growth and natural adaptation of the company is a masterclass in understanding your market and embracing new, valuable technologies. While IT solutions weren’t a consideration in the 1930s, they are a much-lauded addition to the modern roster of services and solutions on offer, as are multiple locations, hundreds of qualified employees and a ‘seen it all’ heritage. Don’t ever overlook the value of a company that has seen many iterations of its own industry, thanks to multiple decades pf operation.

These are the enterprises that have the

experience and insight to stay relevant and to weather any storm.

Having grown from a humble seed potato outfit into the massive enterprise that it is today, Kloosterboer has remained open to diversification, expansion and evolution. There’s no way to know what the original mission was, but today, it is to offer sustainable and cutting-edge logistical support for temperature-controlled food products. The end goal is, ultimately, to create a system that allows for maximum client profitability with minimum stress and input. To say it’s working would be an understatement, as the roster of B2B clients is as impressive as it is long, but what really drives the Kloosterboer experience?

Any company that prizes quality and productivity above all else is all but guaranteed to be a firm client favourite and that’s certainly the case here. Working with food items always necessitates a certain commitment to safety and standards, but Kloosterboer take things to a whole new level.

In possession of 9 quality accreditations, which are reviewed and renewed annually, this is an operation that wants to offer clients full peace of mind that once their goods arrive on site, they will receive considerate caretaker treatment before being undergoing a smooth logistics transition to their final destination, “Kloosterboer Logistics provides its clients with flexible, transparent and independent logistics and supply chain services. Taking

“Taking the burden away from clients when it comes to logistics work and optimising the supply chain from start to finish are paramount.”

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“Kloosterboer is affiliated with the Lean & Green network and is the first cold store company to be awarded the Lean & Green Award.”

the burden away from clients when it comes to logistics work and optimising the supply chain from start to finish are paramount. As logistics specialists, we become your partner, manage the supply chain on your behalf and optimise both the financial and operational side of trading.”

The range of services on offer spans far more than just cold storage. In fact, the full portfolio is surprisingly diverse, on the face of it, but there is a logical link between each separate interest, especially in terms of clients being able to build a fully custom one-stop solutions package. It all starts with worldwide cold storage capacity via conditioned warehousing plans, but there’s so much more to take advantage of.

Value added services, such as repacking and order picking make perfect sense, but what about fruit juice blending? Yes, Kloosterboer is in possession of blending stations and takes care of more than 350,000 tons of product per year. Logistics are a huge part of the service offering, of course, but border inspections can also be handled.

This makes for a far smoother movement of products and ties in neatly to the integrated IT solutions that can be selected as well, with warehouse management and logistics tracking all tackled in-house.

Perhaps most pertinently, for international clients at least, stevedoring is an everyday occurrence. More than 3.5 million tons of temperature-controlled products are safely handled by the team every year, with on-site mobile cranes designed to expedite the entire process, “We have our own extremely productive mobile cranes enabling ships to be loaded and unloaded quickly and efficiently. In addition, we can also act an agent for the ship, either as charterer’s agent and /or owner’s agent, to handle all customs related situations and all the required formalities for the ship, documentation, manifests, bills of loading, etc.”

In a self-aware move, Kloosterboer has turned the spotlight on itself and identified areas which could be operated with a

higher degree of sustainability. It’s never the easy option, looking to adapt existing working practices for the good of the environment, but as a world leader in its sector, Kloosterboer sees no reasonable alternative than to lead from the front.

Reducing its impact, educating employees to always be cognisant of potential energy saving practices and developing new strategies have all become top priorities and the results are starting to show. Consolidated transportation, automated warehouses, LED lighting and renewable energy technology are all being utilised to the fullest, making the Lean & Green Award a suitable celebration of the company’s efforts, though there is more to be done, “Kloosterboer is affiliated with the Lean & Green network and is the first cold store company to be awarded the Lean & Green Award. This is the first step towards achieving our ambition of reducing our CO2 emissions by 20% within 5 years.”

Never one to shy away from a hard truth, the team has been responsive and informed in light of the recent COVID-19 outbreak.

Staying up-to-date with legislation, looking for ways to minimise staff risk and all while still carrying out vital services for clients, Kloosterboer has been able to stay buoyant, to the point where it was an attractive acquisition for Lineage Logistics.

Finalised in June 2021, the purchase guarantees the future of Kloosterboer, with the founding family still involved at a high level. Speaking about the acquisition, Mike McClendon of Lineage noted, “Kloosterboer’s strong entrepreneurial culture and management team, combined with their state-of-the-art, strategically located facility network perfectly complement Lineage’s international footprint and innovative spirit, which will deliver incredible value to our combined customers.”

How’s that for keeping cool under pressure and in the midst of a global pandemic?

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Aruba Airport Authority

Scaling new heights A country is only as strong as its connection to and presence in the rest of the world and through careful management of Aruba’s airspace, the Aruba Airport Authority is successfully raising the profile of the proud island nation.

Editorial - Victoria South

Aruba Airport Authority

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constituent country of the Netherlands, Aruba benefits from more than just impressive landscapes and phenomenal weather; it has a permanent tie to mainland Europe and key international operations. That’s why it comes as no surprise that the Aruba Airport Authority (‘AAA’) saw fit to enter into a mutually beneficial partnership, or moreover, a strategic cooperation agreement, with Schiphol International. The result has been a dramatic upturn in the maximisation of Reina Beatrix International Airport as a commercial gateway for the Caribbean, as well as widespread strengthening of the island’s financial position.

The Royal Schiphol Group is a large Dutch airport company, founded in 1916. It has a wealth of experience and operational expertise to impart to those fortunate enough to enter into a cooperative relationship. Given the country ties, it makes perfect sense that the AAA capitalised on an opportunity to improve the Reina Beatrix facility.

Aruba’s connection to the world

The AAA has one main directive: to connect Aruba to the rest of the world. This is crucial, particularly for smaller island nations, to generate prosperity through trade and tourism, both of which will only increase if transport infrastructure is present, efficient and reliable. The AAA takes it role seriously, recognising that it is the key to maintaining

existing business and securing future opportunities, “We carry-out our responsibility of operating Aruba’s primary gateway in a responsible and disciplined manner, and in doing so reflect our shared values of reliability, efficiency, integrity, commitment to quality, hospitality, respect, and teamwork.”

And that’s the crux of the matter; the airport is the primary gateway for the entire nation. If it isn’t run in a financially responsible, sustainable and professional manner, the loss of trade will ripple through the whole island and understanding the gravity of this has led to a focussed and serious approach from the AAA. Staring life as an air strip for US Army Air Corps in 1942, Aruba’s gateway to the skies was initially called Dakota Airport, before being dedicated to Princess Beatrix of the Netherlands in 1955. What would follow is a gradual evolution of the sire, with more terminals being added as necessary, as well as extra runways and an immigration hall.

Today, the airport is undergoing continual expansion and improvement to secure its position as one of the leading facilities throughout the Caribbean.

Imperatives for a better tomorrow Working alongside and with the support of Schiphol International, the AAA has put in

place a number of strategic priorities that guide and dictate the everyday operations of the airport itself. Chief amongst them is, “To realise and unlock the potential of people power, to recognise that learning and development are keys to our enduring success and to make a first and last impression on visitors that represents Aruba’s culture, values, and promotes continued growth in the island’s tourism ambitions.”

It also seeks to work with the strategic plans for the whole island, bringing them together with facility-specific ideologies, for long-term nation benefit, but perhaps the most ambitious aim is to be a “socially and environmentally responsible member of the community”. Air travel has rarely been synonymous with eco-friendly initiatives, but the AAA is determined to make a significant difference, not least because it understands the impact of climate change on smaller regions, “Small island nations are particularly vulnerable to the impact of climate change; more so than larger territories. This reality of climate change and the existential threat it poses to Caribbean Small Island Developing States (SIDS) was underlined during the Planetary Security Conference in the Caribbean, convened in Aruba on December 13, 2018.”

Faced with such hard-hitting information, the AAA decided to advance and fast track

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“We carry-out our responsibility of operating Aruba’s primary gateway in a responsible and disciplined manner…”

existing efforts to reduce carbon emissions. A renovation project has now been redesigned to incorporate numerous carbon reduction methods, including the use of renewable energy, the installation of an electric vehicle fleet, water reuse and extensive tree planting.

But that’s not all, “Also, in order to support and formally monitor these actions, AAA’s executive management has decided to join the Airport Carbon Accreditation Program (ACA), which seeks to promote the progressive decarbonisation of airports through a strategy of quantification, reduction, optimisation and offset of its emissions.

This happens not only within AAAcontrolled activities, but also comprises activities carried out by third parties on which the airport guides or influences emission reduction measures.”

By committing to initiatives above and beyond simple reductions, the AAA is aligning with the all-important 2050 climate-neutral economy pledge, while also staying in line with UN mandates to increase sustainability, even in the most unlikely of industries.

Doing more and inspiring greater

A modern, bright and welcoming international airport, Reina Beatrix is the positive face of an inclusive nation, welcoming tourists and trade partners from the world over. Visitors might come for the Caribbean weather and fabulous beaches, but they return for the

Aruba Airport Authority

“…AAA’s executive management has decided to join the Airport Carbon Accreditation Program (ACA), which seeks to promote the progressive decarbonisation of airports…”

hospitality and commitments to greater causes, with the airport being the first, last and best example of this in action.

Voracious in the fight against climate change, proud of its Dutch heritage and connection and on a mission to offer industry-leading levels of gracious yet professional operations, the AAA is a jewel in Aruba’s crown and it’s showing no sign of slowing down. With the majority of staff already being vaccinated against COVID-19, welfare and safety remains a primary concern and most recently, the airport has been awarded the much coveted AUA Airport ACI Level 2. This is a clear indicator of all the hard work being invested into carbon reduction, with the title of most sustainable airport in the Caribbean’ surely not far away.

The aviation industry has suffered an undeniable setback thanks to an unforeseen global pandemic, but it’s those facilities that used the downtime to invest in important areas that will reap the rewards now. The AAA has done all it can to ensure that Reina Beatrix International Airport is chief amongst them and looks forward to welcoming an influx of visitors soon.

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SLASPA

Saint Lucia’s gateway to the world On a mission to oversee the safe and productive facilitation of trade and tourism in the region, the Saint Lucia Air and Sea Ports Authority aims to be a vital connection between the island and the rest of the world.

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Editorial - Victoria South

SLASPA

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amous for its idyllic beaches, luscious landscapes and towering twin mountains, Saint Lucia is more than just a holiday hotspot for the world’s sun seekers; it’s a burgeoning trade destination as well, all thanks to the Saint Lucia Air and Sea Ports Authority (“SLASPA”).

Established in 1983, by an Act of Parliament, SLASPA was a bringing together of the civil aviation department and ports authority. By combining the two, more targeted focus could be placed on reaching certain milestones and facilitating unilaterally better trade and travel flow. In short, SLASPA is in charge of overseeing and providing quality service at all ports of entry to the island of Saint Lucia.

With a vision of being “a modern gateway connecting people, partners and the world”, the team is fully immersed in the improvement and management of 10 separate sites> this translates to a varied and never-ending roster of tasks, from runway expansions to the establishment of a ports police department, dutyfree shopping mall construction and development of online information portals. As the times change, so too do the needs and demands of end-users and with the digital age in full swing, reliable

online services have become a key focal point for SLASPA.

Reconnecting and rebuilding

Prior to the COVID-19 outbreak, SLASPA was on something of a roll, leading events designed to highlight exactly what the team could facilitate. The 2019 Port Showcase was a particular success, “SLASPA recognises the power of community, connectivity, convergence, and building relationships. When like-minded people come together amazing things happens. Geared at improving collaboration with the port community, Saint Lucia’s first Port Industry event brought together partners and businesses within the air and sea ports community to showcase service offerings and policymakers, SLASPA departments, policymakers, the business community and the general populace.”

Unfortunately, soon after, general trade and the travel industry were brought to their knees in the wake of the global pandemic, but as we move ahead into the later part of 2021, there is some sunshine on the horizon, at least for the Caribbean’s crown jewel of an island.

With 12 individual departments in place, SLASPA is able to delegate specific tasks

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“SLASPA recognises the power of community, connectivity, convergence, and building relationships.”

SLASPA

to the right people, with relevant expertise.

Thought you might assume that all ports, whether air or sea, are probably run in a similar way, the differences in legislation and best practices are stark and require through knowledge to navigate, not a broad understanding of island movement as a whole. By splitting into airport, seaport and maritime sectors, then sub-dividing again according to facility and location, the wider team at SLASPA can retain ownership of all endeavours and maintain clear communications too. It’s a design that had been proving immensely successful, with 10 awards being granted to the authority, with more no doubt on the way, had it not been for the pandemic.

The hard reality is that COVID-19 did hit, so what is Daren Cenac, General Manager of SLASPA, going to do to overcome the consequences? Fight harder than ever before, starting with an optimistic outlook on the cruising season ahead, “The heartening scene at Castries Seaport on July 13, 2021, reawakened reminiscences of the booming days of cruise and container traffic before the unprecedented arrival of the pandemic COVID-19. Tropic Jewel, berthed near Castries Seaport’s Container Berth, was greeted by Celebrity Summit, a 965ft Millennium Class vessel carrying approximately 767 crew members and 410 passengers. Later, in Rodney Bay, the Marina would see the debarkation of 303 visitors, more specifically 127 passengers and 176 crew members onboard a 523ft all-suite ship, Star Breeze.”

Cenac commented that, “The Saint Lucia Air and Sea Ports Authority joins partners like the Chamber of Commerce and the Saint Lucia Tourism Authority (SLTA) in expressing our elation to the upcoming days of cruise traffic. This is a momentous period for all of us at SLASPA and, by extension, Saint Lucia. We eagerly look forward to a promising cruise season.”

To put this elation into context, Saint Lucia’s border had been closed since March 23rd 2020. The total loss of all travel and tourism was a significant blow to an island nation dependent on it, but Cenac and his team took to their new normal with professionalism and determination. In order to rebuild and welcome guests as soon as was possibly safe, the island’s ports would need to be functioning better than ever, have contingencies in place for new safety protocols and be ready to accept an influx of travellers weary

from pessimistic world events. Hence, Cenac and his contingent of managers implemented a number of new strategies while primary facilities were closed.

It’s a move that proved to be not only sensible, but also proactive, as now, Saint Lucia is ready to welcome large cruise ships into its ports again, alongside trade vessels and passenger airplanes. But this is not the only way in which SLASPA has been futureproofing.

Taking social responsibility to more intimate levels, SLASPA is a proud scholarship provider, offering students that excel at primary and secondary levels access to all-inclusive funding for their next educational adventures. This might be the only good thing to come from the COVID-19 outbreak, as with border closures came a more intense internal gaze and recognition of what needed supporting on a grass roots level.

Providing connection

As the travel industry begins to recover, Saint Lucia has rocketed to the top of must-visit destinations. Thanks to a fast response to border closures and SLASPA’s ongoing infrastructure improvements, even during periods of closure, the island is considered one of the safest and easiest to visit. It just goes to show that when you lay solid foundations, regardless of what the world has in store, lasting positive connotations and reputations will win out. What SLASPA has accomplished is incredible, especially given the financial turbulence felt globally, but it’s all about to pay off as it reopens its industry-leading gateways to the world.

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GK Strata Management

Professionalism above all else Offering comprehensive property management services throughout Sydney, GK Strata Management is making strata ownership more than just a good investment; it’s making it more straightforward than ever before.

Editorial - Victoria South

GK Strata Management

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roperty management is a multifaceted industry with many operations seeking to specialise in something simple or small, but GK Strata Management (‘GK’) relishes a challenge and as such, has forged an immaculate reputation in the competitive strata management sector. What’s so tricky about this particular sub-genre of property? The sheer scale.

Strata properties are those with multiple units inside, plus numerous common areas, hence they can be anything from residential to commercial or community initiative-led. Each variation requires a different approach and alternating experiences, but GK has sourced a spectacular team, each member of which brings a unique combination of aptitude, contacts and ambition with them. If they’ve never managed a particular type of property before, it doesn’t matter, because with over 35 years of industry knowledge, a custom and conscientious solution can and will be found, “Our strata managers put customer service first. Their key function is to provide information, advice and solutions for all your strata issues. We further exceed our clients’ expectations through our extensive industry knowledge,

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technology, informed and dedicated employees and our genuine enthusiasm for strata management.”

A portfolio to be proud of Currently, GK is proud to manage close to 450 individual strata schemes, which translate into more than 10,000 lots and it’s the residents that are being put first. With a firm mandate in place to help people enjoy their living situation, regardless of the type of property they are in.

Few schemes are the same and GK recognises this, stating that it doesn’t make a difference whether you’re in a heritage building, a simple walk-up or an estate of villas; they can manage anything and with a personable approach that never leaves anybody feeling out of touch. There’s no preferential treatment dependent on property type, nobody is a second-class citizen and all clients are given the same time, energy and focus. This is a unique and much lauded service element and also, what makes the company stand out in a sea of property service offerings.

At your side

Respected, recommended and with many people wanting to work with them,

GK could easily sit back and allow its reputation to carry it through but that’s not the ethos of the team. Rather, they commit to constant learning, staying abreast of new legislation and technology and aim to be the standard by which every other company in the sector is judged. That sounds like a high mantle, but from small considerations through to operation-defining innovations, GK really is a different kind of strata management set-up. Some of the most notable service improvement elements include: Secure portal access - For owners who don’t want to be buried beneath paperwork, GK has invested in technology to keep everything digitally accessible, 24/7. By-law updates, meeting minutes and notices are all added when appropriate, meaning owners are never in the dark or taken by surprise.

Expert, compassionate staff - Everyone at GK has legislation qualifications and most hold a strata licence themselves.

The management were also extremely keen to embrace the culturally diverse world we live in by selecting a bilingual staffing body, to avoid communication errors. It’s a small detail, but being able to talk business in your native tongue makes a huge difference.

Constant contact - All managers

GK Strata Management

“Our dedicated repairs and maintenance department manage all common property repairs on behalf of the Owners Corporation, so issues are resolved in an efficient and timely manner.”

are able to access portals, emails and relevant information remotely. GK knows that this can be a make-or-break issue and expects nothing less than a fast response to any and all queries. If it’s causing concern or distress, it needs to be dealt with as a matter of urgency and that’s why GK is never off the clock.

Reliable networks of personnel - “Our dedicated repairs and maintenance department manage all common property repairs on behalf of the Owners Corporation, so issues are resolved in an efficient and timely manner. We also hold extensive knowledge and experience in the remedial repairs process.” The sheer convenience of not having to source, vet and coordinate repairs is an enormous weight off the minds of property owners and a service in and of itself.

The question is, how can one company of fer such a broad scope of ser vices?

The answer is simple and lies in the overarching PICA Group ownership.

A parent company with heritage

The PICA Group has been an integral part of the community living sector since 1948 and today, is Australia’s number one property services provider. GK is one specialist arm of the group, located in Sydney, but it operates within the PICA framework that strives for excellence in operation and satisfaction for strata owners. It just adds some extra local knowledge and passion into the mix as well, as regional experience gives a more tailored insight.

The PICA name inspires confidence and trust and so it should, “With more than 200,000 lots under management, we have grown from managing Australia’s first stratatitled property to becoming leaders in community living. As a market leader, we offer a comprehensive range of services through a family network of businesses.

From strata and facilities management to debt recovery, legal, and developer services, we continue to enhance Australia’s community living. Regardless of property type, whether it is residential, commercial or mixed-use, we care for one of life’s most valuable assets: your investment and home.”

By creating a business model with smaller subsidiaries, the geographical reach of the overall group has become country-wide, without ever having to worry about diluting the attention that each individual manager can offer. That ’s the power of a 700+ workforce, spread out over 30 locations and working under the banner of 16 focussed companies.

But let ’s add another number into the mix, perhaps the most impressive: $72 billion. That ’s the monetary value of all the properties being expertly maintained by the PICA Group and it ’s stag gering , especially given the continued importance placed on personal connection and communication with clients.

With a global pandemic to contend with, the GK client priority mandate was tested to its limit but as the world looks to recover and get back to ‘normal’, GK is in a strong position and ready to work. No client enquiry is too big or small, no by-law will go unnoticed and no maintenance will fall by the wayside, because that’s simply not the PICA way.

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Mazoon Dairy Company

Down on the farm Traditional industries are facing calls to evolve and change with the dairy sector being no stranger to such requests, but Mazoon Dairy Company has been operating to higher standards from inception and is reaping the rewards now.

Editorial - Victoria South

Mazoon Dairy Company

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hough a newcomer to the industry, Mazoon Dairy Company (‘Mazoon’) has been making waves in a positive way. Incorporated in 2015, with the site construction beginning in 2017, as the flagship dairy operation founded under the watchful eye of the National Food Security initiative, it was subject to high expectations from the start. However, as the largest interest of its kind in the Sultanate of Oman and one in a fortuitous financial position, the 15 sq km site is already surpassing both stakeholder and animal welfare observers’ expectations.

On a mission

The objectives of Mazoon are simple and clear. Alongside improving the self-sufficiency of the dairy industry in the Sultanate, priority is being given to increased consumer welfare, particularly children. Additionally, by setting the example, Mazoon hopes to be the standard to which all other food manufacturing environments are designed, with highly trained staff and continuous new employment opportunities. In short, Mazoon wants to nourish its end consumers, while also contributing to a significantly improved business landscape.

These might sound like ambitious

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“We have a wide array of products, including fresh milk, long life milk, flavoured milk, yoghurt, laban, icecream, cheese and juices, reaching our consumers across the GCC region.”

objectives, but the site has been designed specifically with them in mind and as a result, impressive steps forward are already being witnessed, “The integrated facility at As’Sunainah includes a state-of-the-art dairy farm with the capacity to house over 25,000 cows, a Central Processing Plant that is capable of producing over a million litres of liquid milk per day and staff accommodation to house over 400 employees. The facility also consists of a Waste Water Treatment plant and a Biogas generation plant that is unique to the region.”

The company goes on to state that, “ We have a wide array of products, including fresh milk, long life milk, flavoured milk, yoghur t, laban, icecream, cheese and juices, reaching our consumers across the GCC region.”

A state-of-the-art facility, staffed by people who are respected and supported by green technology heralds a move into the future for one of the most traditional market sectors in the world.

Plus, by identifying that variety is vital for increased dairy consumption, Mazoon has taken consumer awareness to new heights by consistently adding to its roster of delicious products. The desire

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“Animal welfare will be the utmost priority for Mazoon Dairy, and we are investing in advanced cow cooling systems that regulate indoor temperatures, along with a number of other facilities to ensure that the herd is stress free.”

Mazoon Dairy Company

to encourage children to commit to more dairy is clear to see, with flavoured milks, yoghurts and ice creams all being easy ways to ensure nutritional balance.

A company that cares

Starting with 3,500 milking cows, Mazoon has initiatives in place to ensure that number grows to 25,000 by 2026, while always maintaining strict welfare standards.

This is crucial in a world where plant-based diets are on the rise, as the dairy industry has long been vilified for its treatment of cows, “Animal welfare will be the utmost priority for Mazoon Dairy, and we are investing in advanced cow cooling systems that regulate indoor temperatures, along with a number of other facilities to ensure that the herd is stress free. All animals will be housed on sand bedding and have access to veterinary staff round-the-clock.

Transponders fitted around their necks will also monitor eating and sleeping patterns to ensure that the herd is comfortable at all times. We have also invested in a state-ofthe-art ration program and visits from a world-renowned cow nutritionist to ensure that the herd is healthy and productive.”

Operating to the highest standards of animal welfare in the Middle East isn’t just compassionate, it’s commercially aware too, as happy, comfortable cows have been shown to produce better milk yields. Hence, the facility has been built in a region known for having a low temperature humidity index – conditions which are far better for Holsteins. The sand dunes provide exceptionally comfortable bedding and the water supply is plentiful and sustainable.

This really is dairy farming 2.0.

From farm to bottle

Naturally, freshness is a key concern within the dairy production industry, which is why the processing factory is located in the same region as the farm itself. An enormous plant, it has been equipped to carry out the manufacturing and packaging of all fresh dairy goods and benefits from technological advancements that ensure compliance and consistency throughout, “The plant is 85% automated and has the highest quality control systems in place, starting from raw milk reception until product despatch to the market.”

What you should be taking away from this is that Mazoon wasn’t simply a flight of fancy or an idea that was rushed into.

It’s a company that represents the very best of corporate Oman. From securing

initial capital to the design and execution of world-leading farming and production facilities and manufacturing of nutritionally beneficial and delicious fresh dairy products, Mazoon is a key example of excellence without compromise. It is also, understandably, a point of pride for the region, which is reciprocated in full, “Mazoon Dairy is proudly Omani and tells a passionate story of growth and development. This is reflected in our visual identity that showcases a vibrant, progressive and dynamic society. Our logo is lively, energetic and fluid – much like we are – and delivers a warm and empathetic experience. The story of our logo stems from the first tree planted on our site which symbolizes the cycle of life. It tells a timeless story that spans the old and the new, and represents a strong society. We understand that people need to live a healthy and active life, and we have leveraged our expertise to create a powerful brand that is synonymous with wholesome and fresh dairy products.”

Exciting times ahead

As a fairly new endeavour, Mazoon benefits from not having to adapt to modern standards and attitudes; it has been born out of them. Hence there are continuous environmental developments, including a pledge to recycle plastic and solid waste and to remain as sustainable as possible.

The most notable development, however, is a tentative step towards global distribution.

Having participated in Gulfood 2021, a lauded food expo in the Middle East, Ahmed Mohammed Al Ghafri, Chief Support Officer, noted, “The participation of Mazoon in the Gulfood exhibition is the company’s contribution that gives Oman a major role in food industries in the region and the world. This participation strengthens Mazoon’s brand and makes it a leading brand in the sector.”

Today, it ’s the pride of Oman food manufacturing but tomorrow could see Mazoon becoming a household name throughout the world.

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Encocam

Precision as standard Three decades of high-level experience in the precision engineering sector have taught Encocam one thing: that investing in new technologies to diversify what you can offer a wider range of clients is key to steady growth.

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Editorial - Victoria South

Encocam

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he Encocam story is one that many businesses could do with being inspired by. Starting small and growing at a comfortable, organic rate, the operation celebrated 30 years of phenomenal success back in 2018 and is looking to the future with optimism.

Founded in 1988, Encocam had just three employees and a small building in St Ives, Cambridgeshire. Quickly outgrowing the premises, thanks to successful exporting and product line expansions, the firm moved to Huntingdon in 1991, before embarking on years of steady growth. Through partnerships with China and the Netherlands, as well as development of honeycomb metal structures, Encocam became a global name and in 2008 made the bold move to become parent company to a number of smaller divisions. This move was to be expected as the company has diversified to such an extent that totally separate industries were now being served and it made sense to compartmentalise in order to maintain maximum efficiency.

What would follow is a number of global office openings, new business interests (many in the field of motorcycles), a partnership with India and multiple awards, not least an OBE for founder Dr Mike Ashmead. Continuous innovation and opportunity seizing, while always remaining cognisant of what clients new and old need has led to Encocam taking up an enviable market share. The senior management team also recognises that it’s the wider team that made the company what it is today, all of whom work together to bring the vision and mission of the company to life, “At Encocam our company values give a framework for our employees to work within. We share in our mission and vision so we can all work towards the same goals.

When the company was established 30 years ago, it was uncertain how it would develop, but through hard work and dedication of many people over the years, we have grown in size and product range.

This had been possible because we have a clear mission and vision we can adhere to which focuses our efforts, this, in turn, enables us to achieve great results.”

It all comes into focus when you understand that the mission is to create a culture that inspires people to create, innovate and develop new ideas, all for a group of interconnected companies that share basic values and goals. It’s a harmonious ecosystem of a company, with communication prized above compliance and excellence always encouraged. Hence, Encocam is now known for designing and delivering market-leading products across a vast array of sectors, each to the same standards of quality.

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Not content to simply span a number of sectors, Encocam has also launched numerous brands under its own steam, with a view to maintaining tighter control over value and supply chains. Today, the company owns: Corex Honeycomb - manufacturer of aluminium honeycomb core for various uses, globally. Short lead times and tight

“Driven by customer and patient demand, our innovations have the potential to create new treatments and opportunities across the globe as well as accelerating routes to market.”

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control of the supply chain has made this a market leader, resulting in product usage in the London Eye and many other impressive structures.

Stonehill Engineering - a multidisciplinary precision engineering workshop offering a comprehensive package of design through to production. CNC machining, milling, welding and surface grinding are all undertaken and custom tooling production is a particular speciality.

Mykon - manufacturer and supplier of decorative composite panels to the architectural and interior design spheres. Aluminium honeycomb cores are sandwiched between glass or polycarbonate panels to create a strong yet attractive sheet that has multiple applications and can be specified in multiple colours or finishes. Contemporary and high-end locations have favoured these products.

BCP - Bespoke Composite Panels works with vacuum tables and aluminium honeycomb composite panels. Popular with the numerous industries, these products are used for their weight and cost-saving properties, while retaining high levels of core strength.

Euro Road Safety - “Euro Road Safety specialises in the design, testing and manufacture of road safety equipment. Our Engineering and Product Development team work alongside industry partners to develop lifesaving solutions for the road safety market.

Encocam has years of experience in the road safety industry and is able to identify gaps in the market, create prototypes, develop and test product ideas. Euro Road Safety products have been installed on roads across the world. Projects include barriers, impact absorbers and vehicle signs.”

Herald - design and manufacture of

Encocam

“Our brands reflect the company development, in response to our customer needs”

modern motorcycles with a nod to classic styling, including café racers. Bikes are supplied ready-to-ride, to a network of licenced dealers. The personal passion for motorcycles is clear in every model, making this something of an indulgent diversification, but one that has paid off, garnering a legion of two-wheeled fans.

RaceTek - Developed by the team behind Herald, RaceTek manufactures motorcycle spares and accessories for arrange of bikes and applications. All have been tested on the race track and are used by the True Heroes Racing team, comprising of injured UK armed forces personnel.

The brands represent a number of variations running along two themes: honeycomb aluminium and motorcycles. By finding a way to focus different applications through independent company divisions, expertise can be funnelled where it’s needed the most, with the best people for each job being assigned important tasks. It also allows for passion projects, like Herald, to be enjoyed as a process, not just a potentially viable commercal enterprise.

“Our brands reflect the company development, in response to our customer needs. Since 90% of Encocam’s products require aluminium honeycomb it was essential that the company had its own reliable source of supply.

Consequently, Encocam setup its own manufacture of aluminium honeycomb and has now become a leading supplier all over the world.”

It’s said that if you love what you do, you’ll never work a day in your life. That doesn’t ring true here, as through the development of numerous divisions and brands, the Encocam team must work around the clock.

Perhaps instead, the phrase should say if you love what you do, you’ll keep finding new and innovative ways to do it and bring it to more people.

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IMI Critical

Designing for a better world With a heritage that can be traced back to Victorian entrepreneurship, IMI Critical Engineering is building the legacy of a lifetime and a better world.

Editorial - Victoria South

IMI Critical

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MI Critical Engineering (“IMI Critical”) doesn’t beat around the bush. It wants to build a better world by supporting high growth sectors with specialist precision components, and that all sounds great, but what does it actually translate to?

Par t of IM I plc, a global engineering enterprise, IM I Critical designs, manufactures and ser vices valves that ensure precise and controlled movement of f luids . While in it self this might sound like a niche, when you consider how vit al valves are to some of the most lucrative industries in the world, there’s a clear and prof it able business model in place and one that has allowed for impressive grow th, “ IM I plc is a F TS E 2 50 company, employing over 12 ,0 0 0 people in more than 50 countries around the world.

It has manufacturing operations in 20 countries . The G roup work s with industrial customers across a range of high grow th sectors, including energ y, transpor t ation and infrastructure.

We help some of the world ’s big gest industrial companies operate their processes safely, cleanly, ef f iciently and cost- ef fectively. Innovative technologies, built around valves and actuators, enable vit al processes to operate safely, cleanly, ef f iciently and cost- ef fectively.”

But what about this Victorian heritage?

Well that’s a fascinating chapter in IMI’s history.

The origins of the company can be traced back to 1862 and one entrepreneur that, through a process of diversification, came to create an operation that was a world leader in metals technologies.

This would be the jumping off point for a number of specialisms, from car radiators to heat exchangers, until in 1962, 100 years on from conception, the modern incarnation of IMI plc was truly born. Rebranded, it was majority-owned

by ICI until 1978, when it was finally an independent public company that could refocus on big ticket products, such as pipes, tubes and fittings. By the end of the 1980s, global sales topped the £1 billion mark and made for an exciting move into a new decade and the future, “The 1990s were characterised by restructuring, with the expansion of highermargin finished product businesses, and the divestment of metal smelting, metal founding and construction-related businesses. In 2003, IMI moved to new international headquarters at Lakeside, Birmingham Business Park, convenient for the fast international connections offered by nearby Birmingham Airport. In the last few years, IMI plc has focused its business tightly around three operating division; IMI Critical Engineering, IMI Precision Engineering and IMI Hydronic Engineering.”

That brings us to today, where IMI Critical is recognised, respected and revered as an industry leader in the supply of flow control systems. By creating innovative valve solutions, IMI Critical supports the big gest sectors in their bids to operate safely, environmentally and reliably, but everybody feels the benefits.

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Without the engineered precision that the team provides, energy distribution would be at risk, as well as other key resources that are fundamental parts of daily life. All those little things we have come to take for granted, including water, fuels and even food.

Why are bespoke valves and actuators key? Because they control the flow of steam, gas and liquids, in a variety of pressure and temperature scenarios.

They reduce the risk for key personnel, while also offering simple and effective solutions for environmentally responsible operations. It’s not just a case of controlling the speed of flow, there’s an element of emissions reduction included too. That’s how the team can genuinely claim to be creating “breakthrough engineering for a better world”.

To fully understand what an impact IMI Critical has, the roster of industries being supported needs to be addressed, “Our valves can be found in a myriad of industrial plants and processes around the world, enabling the production of oil and gas, power, petrochemicals, metals, pharmaceuticals, cosmetics, food and beverages, water and sanitation, pulp and paper, ethanol and sugar. Our products are also widely deployed on ships and submarines.”

When laid out in such simple terms it becomes obvious that most homes and businesses around the world are probably making use of a product that was made thanks to parts supplied by IMI Critical.

The sheer reach of the company is hard to reconcile but what’s even more surprising is the focus on individual clients that has remained and that, coupled with the undeniable knowledge and expertise that the team has acquired, makes for a company that everybody wants to work with. To put this into clear perspective, IMI Critical has over 750,000 valves installed in business plants and processing facilities, worldwide. Of those, 250,000 are entirely bespoke, meeting complex client demands while also increasing operational reliability, safety and environmental responsibility. They are supported by a team of Valve Doctors™ and field service engineers, all of whom can diagnose, maintain and upgrade valves with the best engineering minds in the entire sector, “Our in-house expertise includes valve design and engineering, manufacture, testing, installation and service. Our knowledge of plant operation and system layout means we can recommend the best solution and materials for any given situation, ensuring reliable and efficient plant performance. As well as established technologies such as DRAG®, technology acquired from Sulzer and BTG valves and isolation technology from IMI Orton and IMI Truflo Italy, we offer innovative techniques such as additive manufacturing (or 3D printing) through our Retrofit3D business to upgrade existing and competitor valves.”

Client needs are always changing and with increased eco awareness, particularly within the energy and power sectors, there looks to be a certain and busy future for IMI Critical. From upgrading previous installations to creating new bespoke solutions and maintaining the lifecycle of essential plants, the team will need to pull out all the stops to meet demand, but this won’t be a problem. IMI Critical was forged under pressure and controlling it is the team’s day-to-day primary interest.

Designing for a better world requires constant innovation, commitment and awareness and at IMI Critical, these are guaranteed.

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Aston Manor

Quality at every stage Few beverage companies show the tenacity and fortitude that Aston Manor has, but with great ambition comes tangible rewards, as the company’s rise to popularity has proven.

Editorial - Victoria South

Aston Manor

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n most industries, the ability to diversify is what keeps companies fresh and in demand, so it’s a bold move by Aston Manor to be a cider-led beverage company.

That being said, it aims to stand out in a crowded marketplace thanks to high quality standards and a deep commitment to social and environmental initiatives.

Together, these promise to leave a great taste in the mouth of consumers who shop with purpose, as well as those who enjoy artisan cider, “Our mission is to create the highest quality products and provide excellent customer service through outstanding people and continuous investment in manufacturing capability with social and environmental responsibility at the heart of our actions.”

With a straightforward mandate in place, accomplishing the goal of being recognised as the most professional business in its sector doesn’t seem unreasonable, especially in light of company policies and received awards.

Everybody likes to talk about their work force being akin to a family but at Aston Manor, that’s more than just hyperbole.

There’s no sense of hierarchy and certainly no top-down dictatorship in place. There’s just one team. One team that looks after tall aspects of the production process, from caring for the orchards to harvesting fruit and delivering finished products to consumers. Nobody has a more important role than anybody else and everyone is encouraged to both support and challenge everything. This is the only way to guarantee a perpetually enthusiastic and progressive team, plus it’s nothing short of business savvy. Happy workers mean better

products. Better products translate into healthy profits and the cycles continues.

None of this is to say that Aston Manor runs a loose ship. Quite the opposite, it’s just that everyone is fully onboard with the aims, motivations and entrepreneurial spirit that underpins each product.

Personnel are selected for their drive, authenticity and positivity. The company then provides a setting to make the most of them. It’s a formula that’s been working to great effect and contributing to a plethora of award-winning ciders, as well as some other fun additions.

Retaining a clear focus on cider, Aston Manor has recently added Sol Duc Hard Seltzers to the portfolio as well, but what are they?

“We’ve taken pure vodka, mixed with sparkling water and some ruddy interesting flavour combinations, and added… well nothing. That’s it. No funky, cheap alcohol, no sugar, no sweetener, and no colourants.”

Refreshing and different, the strawberry and lime, raspberry and rose and rhubarb and ginger concoctions have proven exceptionally popular, but not to the detriment of the five well-known ciders that are front and centre.

Crumpton Oaks - Bittersweet apples grown on a four-generation strong family farm, make for a rounded and flavourful farmhouse style cider. Free from artificial nasties, it is designed to offer maximum refreshment.

Kingstone Press - Blended from bittersweet Michelin and Dabinett apples, grown in Aston Manor’s own orchards, and the juice from sweeter eating apples, Kingstone Press has a crisp finish and is served throughout the UK in pubs and

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“No funky, cheap alcohol, no sugar, no sweetener, and no colourants.”

sporting venues.

Frosty Jacks - A firm favourite in the UK, Frosty Jack’s has gained something of a cult following. Fresh, bubbly and best served iced cold, as the name suggests, it has found a place in countless fridges.

Friels Vintage - Made from 100% British apples and carrying a higher percentage, Friels offers a full-bodied taste that is unmistakeably ‘appley’. It’s made using first-press apples and has nothing artificial added to it, for a more natural and unadulterated flavour.

Malvern Gold - For all medium dry cider fanatics, Malvern Gold is the world’s best. Made from a heady combination of three bittersweet apple varieties, it gets no added sweetness from culinary fruits to retain that crisp and satisfying edge.

These are just the tip of the iceberg in terms of what Aston Manor can offer, however. With extensive manufacturing facilities and packaging capabilities, private label production is no problem and clients can look forward to working with named and designated project managers for the entirety of a contract. Though with 25-year partnerships in place with apple producers, to ensure best quality, it’s unlikely that any new customers would ever want to go elsewhere. That’s certainly been the case with contract packaging clients, who have come to not only appreciate but also rely on the Aston manor productivity model, “Supported by our highly experienced, dedicated supply chain team; we work with a variety of the world’s largest brewing companies & leading drinks brands in the

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Aston Manor

UK. Our portfolio of customers does not just include cider; we are able to pack numerous liquids including carbonated soft drinks, tonics & mixers, energy drinks, RTD cocktails and fruit juices. Providing them all with specialist packaging solutions – from glass & PET bottles, mini-kegs & bag-in-box, to multiple can diameter capabilities on our brand-new canning line installed in 2020.”

Whether producing its own brands or packing others, one thing that remains consistent across the Aston manor portfolio is a desire to be more sustainable. Performance improvements and less environmental impact can go hand-in-hand, while also being tied up in a neat bow of considered alcohol consumption. That might sound like a complex network of demands to put on a company, but it all boils down to one thing; responsibility.

Aston manor takes its responsibility as an alcohol producer seriously, offering clear and concise information and aligning with important movements such as Drink Aware. It also employs environmental stewardship tactics to ensure profit doesn’t come before planet and in an ingenious way.

Using the River Severn, the mill condenses vapours to convert into energy, before returning water to the river with no harm to the ecosystem. It’s a smart and holistic way to use the environment without harming it and even means that an ugly cooling tower isn’t needed, thereby pleasing locals too. Of course, new trees are always being planted, apple waste is reused as biofertilizer and plastic packaging now uses recycled materials, saving 25 million plastic bottles from landfill.

Having scooped a record haul of awards at the World Cider Awards in 2020, Aston Manor is looking to implement growth and capability strategies for maximum yield in the years ahead, but without forgetting where it has come from and how it wants to be remembered; low impact but highly respected.

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Ceres Global

The world is not enough Aiming to serve quality-conscious consumers with the products and services they need most, Ceres Global has added significant value across numerous industries, proving that diversification doesn’t have to mean a dilution of expertise.

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t first glance, you could assume that Ceres Global (‘Ceres’) has a finger in ever commercial pie, but look closer and you’ll see a select few industries being served with top-level support, infrastructure and product acquisition, throughout North America, “We add value across the agricultural, energy and industrial supply chains through efficient sourcing, storing, transporting and marketing of commodity-based products and raw materials produced in North America for consumption across the world.”

A succinct way to describe the global optimisation of domestic products through an interconnected network of uncomplicated and reliable supply chain and logistics interests, but don’t underestimate the power one company can wield. In the case of Ceres, it have enormous leverage and only those fortunate enough to do business with the team can access the benefits of it.

Focussed solutions

To properly understand the value Ceres offers its clients, an overview of the different sectors it serves is essential, especially given how specialist each one is.

Growers - Leaving professionals free to focus their energy on growing the strongest

crops, Ceres offers comprehensive marketing strategies that will put the end product in front of the right customers.

What makes the team qualified to market such commodities? Ceres are farmers too, with their own vested interest in seed acquisition and distribution.

Seeds - Having bought Nature’s Organic Grist, Ceres is pleased to have been able to make a splash in the organic products field. In addition, trusted relationships with Sevita International and Horizon Seeds, the Ceres Global Seeds arm is able to supply high quality corn and soybean seed to recognised dealers.

Agricultural - Dependable infrastructure is a vital part of any professional endeavour but with multiple processes, contractors and facets to handle, the issue becomes increasingly complicated, unless a trusted provider can take on everything and manage it holistically from one attack point. Ceres does exactly this, thanks to a network full of industry experts, inspired solutions and key relationships. From storage and procurement through to marketing of grains and oilseeds, through to transportation and processing, Ceres is able to oversee it all, while keeping a careful eye on potential supply chain complications such as price and quality.

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“We add value across the agricultural, energy and industrial supply chains through efficient sourcing, storing, transporting and marketing of commoditybased products…”

Ceres Global

This particular division is always growing and diversifying, as the company revealed, “With the acquisition of Nature’s Organic Grist in 2018, Ceres added extensive professional expertise in ancient grains, cereal grains, pulses and seeds as well as milled flour and feed products. We serve an established network of certified organic growers in North America.”

With multiple locations to t ake advant age of, client s can be assured of fast and accessible storage, as well as reliable logistics, enabling global market advant ages .

Energy – The energy industry is in a state of constant evolution and with fluctuations on market value, renewable energy and client demand comes a need for innovative infrastructure. That’s where Ceres can remove administrative complexities for clients. Offering connectivity through product transfers and secure warehousing, Ceres is in an advantageous position, thanks to its Northgate Terminal location that is conveniently positioned to be a natural hydrocarbon hub for Saskatchewan.

Industrial - “ Nor thgate’s location in the hear tland of Western Canada’s Bakken oilfield provides oppor tunities for oilfield ser vice suppliers of OCTG (oil well casing , tubing , and drill pipe), chemicals, acids, and drilling muds.

Saskatchewan’s rich and diverse mineral deposits provide oppor tunities and the need for a cost- competitive market access for supplies to the 21 mines operating within Saskatchewan.”

Fertiliser - Just when you think Ceres couldn’t possibly be an expert in anything else, it transpires that it stores and transports high quality fertiliser to its network of growers, to optimise yield and crop strength. Up to 26,000 tonnes can be stored at any one time, offering a reliable supply with integrated logistics too.

2021: a year for growth

In these unprecedented times, it’s always uplifting to hear about companies who have not only weathered the storm of a global pandemic, but taken the opportunity to sit back, reassess and think about emerging market trends. Given the diverse nature of Ceres’ interests, it was only a matter of time before the expert team identified potential avenues for growth and sure enough, in May 2021, the news was broken that a new $350 million canola processing plant will be built. Having identified an undeniable surge in demand for canola products, the

investment, though large, looks certain to pay dividends, while being supported by the existing network of storage hubs.

Some might see the opening of a new multimillion-dollar facility as risky, given the widespread financial turbulence that has hit almost every sector in the world, but food and fuel will always be necessary and Ceres is ready to do whatever it takes to ensure it is not only meeting the eternal demand, but also reaping the rewards from it too. With a full-to-bursting network of growers, suppliers and end consumers already in place, the risk is marginal and being adeptly handled by the impressive executive team, led by Robert Day. With a collective experience of multiple decades in agricultural management and oilseed, When Day’s team gets behind an idea, you can rest assured that it’s a viable option.

Working from a place of focus and commitment, Ceres has grown into a trusted partner for countless operations and has room on the roster for more. Never losing sight of what its clients need, the company is adaptive, responsive and responsible, “Ceres is led by professionals with a depth of experience across commodity, energy and logistics industries and an understanding of what is important to our customers – Collaboration, Precision, Value. From our storage and port facilities to our trading desks and everything in between, we build long-term partnerships across all product segments: agriculture, energy & industrial products, and logistics.

We actively partner with our customers and strategic partners to focus on adding value add and delivering the right solutions.”

Every year, Ceres sows the seeds for success and continues to harvest results.

The only question is, how quickly will the new facility pay for itself?

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Bespak

Delivering good health A market leader within the pharmaceuticals industry, Bespak designs, develops and manufactures drug delivery devices that make quality of life a top priority, while also committing to new levels of sustainability.

Editorial - Victoria South

Bespak

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he Bespak of today has been founded upon principles of innovation and excellence, as well as commercial viability. Founded in 1959, the original mandate of the company was to supply valves for cosmetics and consumer interests, but less than 10 years of operation would be all it took to offer the first and vital foray into the competitive and lucrative pharmaceuticals industry. This would prove to be a move that would shape the rest of the company’s history, thanks to a number of acquisitions and contracts that have now made Bespak a respected and trusted name within the sector. Bought by Recipharm in 2020, it continues to operate under its own name; a sign of the prestigious reputation it garnered for itself.

Making the difference

“Bespak by Recipharm delivers market leading design, development and manufacture of drug delivery devices to the global pharmaceutical market. This includes inhaler, nasal technologies and auto-injectors as well as development and manufacturing services. Recipharm is at the leading edge of drug delivery device innovation. Driven by customer and patient demand, our innovations have the potential to create new treatments and opportunities across the globe as well as accelerating routes to market.”

The health and wellbeing sectors are

notoriously vast in terms of commercial viability and profitability but adding a layer of genuine end-user awareness and concern sets Bespak apart from many of its competitors. For the team, they are working towards a greater good and the improvement of quality of life for millions of individuals, not simply reaping financial rewards. This is healthcare with a heart, which is why expediency is crucial.

Servicing some of the world’s biggest pharmaceutical conglomerates, Bespak is on a mission to quickly and efficiently optimise the design, development and manufacture of world-leading drug delivery devices and given recent global events, the importance of such mandates cannot be underestimated.

However, speed is no substitute for standards, which is why a culture of quality assurance has been firmly initiated, “Our quality assurance driven culture is based on continuous monitoring and improvement, where meeting the expectations of the customer is our highest priority. By complying with current regulations, we maintain the highest standards for our products over millions of devices every year. The Operating Board has established the Quality Management System, conforming to ISO 13485, to ensure that everyone works to the same, consistent standards and intent. Our systems can be tailored to our customers’ specific needs to facilitate rapid transfer and

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“Driven by customer and patient demand, our innovations have the potential to create new treatments and opportunities across the globe as well as accelerating routes to market.”

Bespak

“Our quality assurance driven culture is based on continuous monitoring and improvement, where meeting the expectations of the customer is our highest priority.”

commercialisation of high-quality product to market.”

Every site that Bespak works out of has been accredited with meeting international and regional regulation standards, which when you consider the products being manufactured, is of the utmost importance.

Giving hope to millions

Bespak delivers inhalation, injection and nasal medical delivery devices, as well as check valves. Each item is potentially lifesaving, if designed well and easy to operate, as respiratory conditions in particular require careful management and fast responses. Bespak is proud of its legacy of safe, effective and innovative delivery products, each of which is created with patient usability firmly in mind and has made this the shining star of the roster of services on offer to pharmaceutical clients, “For customers that may have a device design and require it to be optimised for large scale manufacture or are seeking to scale up from pilot manufacture, we have the know-how, experience and capability to successfully deliver high volume commercial manufacture of products. We pride ourselves on delivering manufacturing excellence through a variety of core competences, including: precision injection moulding, component handling, complex high-speed automation and component inspection.”

In addition to manufacturing existing designs, Bespak has a specialist team in place in Cambridge, UK. Taking customer requirements and turning them into commercially viable, effective and lifeimproving devices, the Innovation Team is comprised of first-class engineers that have the talent to take an initial sketch all the way through the development process to a finished product ready to market. Backed up by a contingent of patent-protected equipment and technology, Bespak is able to offer a genuinely unique service to clients. Adding an extra layer of appeal, the

company operates within strict parameters of sustainability as well, across the board.

If you are hesitant to think of big pharma connected companies being sustainable, that’s understandable, but Bespak sets its own standards and commitments, choosing to take a very holistic approach to the issue that encompasses more than just the environment. Always reviewing and readdressing ways that it can operate with heightened responsibility and awareness, Bespak focuses on managing its waste and resource consumption, maintaining health and safety standards, operating as ethically as possible and then shifts gear to consider local communities and its own people. Looking to maintain positive interactions, there is a very people-first ethos that runs through the core of the company, with staff, local communities and the end users of manufactured products always being considered and catered for. It shouldn’t be a pleasant surprise from a big name in the healthcare industry but it is.

Maintaining trajectory

Naturally, recent global health scares have reiterated the importance of companies such as Bespak and with little to no information about the long-terms effects of COVID-19, as well as the ongoing battle with countless chronic diseases, it seems certain that the team will experience an extended period of demand. This won’t be a negative though, as with pressure comes progress and having already developed world-leading delivery devices within tight timeframes and within budget, Bespak is ready to rise to the challenges that every day brings.

One particular area of predicted growth includes the auto-injector sector. Having already made significant steps forward with the Syrina® and Vapoursoft® platforms, Bespak is perfectly positioned to keep adapting, developing and delivering new innovations, just as it is in every other arena. As long as big pharma exists, so too will Bespak, thinking of end users from the very beginning.

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Aryzta

Rising to the top Aryzta is a global bakery success story, crediting its immaculate reputation to always retaining a local connection and investing in people and technology equally, both of which have obviously paid off and created a not-so-secret recipe for success.

Editorial - Victoria South

Aryzta

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ased in Switzerland but operating throughout the world, Aryzta has become known for its unrivalled baking expertise and capabilities, as well as its genuine connection to local communities. Of course, it serves up a tantalising menu of artisan breads, pastries and other sweet treats, but the really delicious additions are dedication and inclusivity, “It all begins with the finest ingredients— along with bakers and chefs whose top priorities are great taste, consistency, and creating memorable foods for our customers. Aryzta is an international business dedicated local market needs that empowers local leadership teams and creates value for our customers. This multi-local approach allows us to have very simple structure, empowers fast decision making to address our local customers’ needs. It means we become closer to our customers with shorter supply chains and accelerated innovation response times.”

In short, Aryzta the company is international, but each bakery is very much individual to its community. By operating in this way, local managers are able to enjoy better engagement and understanding of what consumers actually want and need, which allows for easy product development with little to no risk.

Aiming to be the preferred bakery solutions provider across retail, foodservice, convenience and Quick Service Restaurants (QSR) channels, Aryzta has set itself a big challenge, but just as its artisan loaves never fail to rise, so too will the team deliver and it’s all thanks to the ‘four revenue drivers’

business model in place.

Plan to succeed

If Aryzta’s vision of being the first port of call for in-store bakery goods and installations is going to come true, strict adherence to its business model is vital. Having already created a culture of growth, success and excellence, it is a proven methodology that looks set to offer a firm basis for future evolution, across all four identified drivers.

Channel solutions - Getting to market through food outlets, retail and QSR, the team is committed to maintaining local knowledge, key relationships and competitive edges to maximise brand awareness.

Innovation - Any international company knows that there’s no one-sizefits-all option and that the key to real diversification is local knowledge and immersion. With this in mind, the innovation driver sees Aryzta looking to customise products as trends and demands change.

Retaining flexibility is crucial, as yesterday’s favourite bread might be tomorrow’s least sought-after variety.

Quality and efficiency - Quality has to come first, but with cost-savings in mind as well. In order to remain competitively priced and affordable, the team seeks to make key supply chain relationships that offer the best raw ingredients at a price that leaves plenty of scope for passing savings onto the end consumer.

Customer development - At the end of the day only one group can ensure Aryzta’s success and that’s customers. By keeping clear channels of communication open,

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“At Aryzta we are united by a passion for food and the desire to help food businesses serve memorable taste experiences to their customers.”

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valuing feedback and analysing purchase trends, the team can more effectively cater to the needs of those that are the most important. It is not for companies to dictate want they want to sell to consumers, but consumers to be able to ask for what they need.

This multipronged business model is paying dividends, with Aryzta being heralded as an international leader in multiple categories. From Artisan bread and rolls to pastries, American bakery, croissants, buns and savoury offerings, excellence has been achieved and maintained throughout, with the numbers speaking for themselves. 22 bakeries are in operation throughout Europe alone and there is an impressive presence in a further seven APAC countries, not to mention the rest of the world. It would seem that wherever baked goods are enjoyed, Aryzta is there, but maybe under a different name, “At Aryzta we are united by a passion for food and the desire to help food businesses serve memorable taste experiences to their customers. We have developed and enhanced a portfolio of specialist best-in-class brands that embody our bakery heritage and innovative spirit. Our collection of brands includes well recognised names in continental artisan breads, pastries, viennoisserie,

French pâtisserie and American bakery.”

You might be more familiar with Cuisine de France, Otis Spunkmeyer, Mette Munk or Hiestaud, but they are all part of the Aryzta family and it’s one that is looking to grow in the coming months and years.

On the up

Where does an internationally recognised and respected bakery operation have to go, once it has reached the top? There’s always room for development and diversification, not least in terms of how many outlets its services are found in, which is clearly what the team are set to focus on. With a tried and tested roster of delicious products on offer, as well as local connections in place, it would appear that simply becoming even more prolific is the ultimate aim. And with a new CFO appointed, in the form of Martin Huber, formerly of Nestlé, there’s nothing to impede continued success. Interim CEO, Urs Jordi commented on the welcoming of Huber, “I am very pleased with the appointment of Martin Huber as our new Group CFO. This is the continuation of establishing a new experienced management team to continue the rebuilding of the Group into a successful, international and multi-local bakery business.”

While gaining a bigger global presence, there’s one thing that Aryzta will be actively trying to reduce and that’s its footprint. Seeking to tread gently on the earth’s fragile resources, the company has long been an advocate of sustainable and ethical sourcing policies, while also staying cognisant of more environmental operating procedures and packaging options. A firm believer in animal welfare, it is active in assessing every component of its supply chain to maintain good ethical practice, while feeding the world and that’s the takeaway. Aryzta is proof itself that big business doesn’t have to come at the expense of the environment or consumer satisfaction and that something as seemingly innocuous as a bakery can make a positive and lasting impact.

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Sonatrach

Sonatrach

Refining a successful business model Part of the crude oil refining sector, there’s a lot more to the Sonatrach Italian Refinery than first meets the eye, as a comprehensive energy and environmental programme will show you.

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Sonatrach

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alk about crude oil and the least connection you’re likely to make is to eco awareness, but it’s an element that has been given high priority

by Sonatrach Italian Refinery (“SIR”). A European leader in the production of traditional lubrication bases, paraffins and bitumens, it proves that if an industry giant can take the time to include green initiatives, so too can anybody, “SIR continuously strives to combine the exercise of refining and distribution activities with the environmental and economic needs of the communities in which it operates, through the active involvement of each employee, as well as with the continuous search for excellence in the field of personnel, safety and equipment. The added value of the highly specialised, experienced and motivated staff that composes it constitutes the main capital of the company.”

What will this excellence bring, once found? The ability to bring an ambitious corporate vision to life. With a desire to be regarded as one of the top five national oil companies, globally, SIR is not only committed to best practices and best people, it is also fully immersed in international development, both economically and societally.

The making of a mogul Sonatrach is the national state-owned oil company of Algeria and has enjoyed multiple decades of successful enterprise, since being founded in 1963. Today, it is considered to be the largest company in Africa and has taken the coveted title of Africa’s first oil “major” as well. This might sound impressive enough, but put that into global perspective and it translates to Sonatrach being the 12th biggest oil consortium in the entire world. With this stance came the ability to source enough funding to maintain an Italian subsidiary and that’s how the Augusta refinery, located in Sicily, came to be updated and improved after it was purchased from the ExxonMobil Corp. in 2018.

This was the first non-Algerian acquisition for Sonatrach and included in the purchase were three oil terminals, located in Augusta, Naples and Palermo, plus all of the connected pipelines.

Investing €200 million into renovations of the refinery, plenty has been accomplished in a bid to improve reliability and modernise machinery and equipment. The acquisition hasn’t been without its controversies though and it would be remiss to simply ignore them.

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“SIR continuously strives to combine the exercise of refining and distribution activities with the environmental and economic needs of the communities in which it operates…”

Sonatrach

With concerns about an inflated price being paid for an unusable facility that needed drastic remedial works to be complaint with industry legislation, whispers of selling the site started to surface in 2020 amidst investigations into corruption and fraud. Things have gone quiet on that front and now, SIR is forging ahead with renewed enthusiasm, sustainability motivations and ethics at the forefront of everything it does, “Even where the law is permissive, our company adopts the principle of the highest integrity. While recognising that habits, traditions and customs may vary from place to place, we believe that honesty does not lend itself to criticism in any culture. Suspicion of dishonest behaviour leads exclusively to negative and reprehensible judgments for the entire organisation. The company believes that enjoying a reputation for irreproachability is, in itself, an asset of inestimable value.

The company takes care not only of achieving results, but also of the ways in which they are obtained.”

Environmental ethics to the front We’ve heard a lot about how different and sustainable SIR aims to be, but what is being done to ensure it, in reality? Everything started with an in-depth report, “This first edition of the Sustainability Report provides the representation of a company which, despite the difficult economic situation we are experiencing , remains an essential presence for the local economy. We have chosen to present the Report together with the

book celebrating the refinery’s seventy years because we believe that ours is an important story that still has a lot to express. We believe that today it is necessary to combine sustainability and development in a context of energy transition to 2050 which will see refining play a decisive role, according to the targets set by the EU. We intend to do our part, with transparency, listening skills and industrial vision.”

With plenty of scope for improvements, a move towards renewable energy and waste reduction is already in progress, in addition to €60 million of investments into reliable and responsible developments. This might sound like a drip in the ocean for the oil industry but in the light of recent losses and fuel price fluctuations, committing financially to sustainable practices is more than simply a gesture.

Staying competitive Though environmental awareness is certainly a selling point, SIR recognises that it’s real advantage in a highly specialised and competitive market is its people.

Having set about to create a culture of internal self-awareness, auditing and consistent development, every team member knows that company policies are driven by a system of meritocracy. In a more unusual move, there is an open feedback forum as well, which allows staff at every level to comment on policies, procedures and general discussions freely. The result is a dynamic and responsive working environment fuelled by excellence and people with a desire and ambition to be the best and that’s going to be important in coming years.

If financial reports are to be believed, the impact of the COVID-19 pandemic will be felt for a number of months, if not years. High profit industries, such as oil, were particularly damaged, with even the biggest players on the planet still trying to get a foothold on future stability. SIR does not seem worried though. Fluctuations come and go, but company ethics, staff commitment and state-of-the-art facilities all remain steadfast and SIR has all of those, in droves.

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Dundee Precious Metals

After the gold rush Based in Canada, Dundee Precious Metals is an international mining operation that seeks to combine entrepreneurial ambition with sustainable growth for the good of all stakeholders.

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here’s something refreshing about a mining company that describes itself as having an “opportunistic business model”, because isn’t that how we all perceive the mining industry, to some extent? It can feel a bit like luck, finding a location with a good yield of precious materials, but in actual fact, it requires that opportunistic streak to keep looking, searching and figuring out exactly where is worth developing.

Dundee Precious Metals (“Dundee”) is fully immersed in the tasks of acquisition, exploration, mining, development and processing of precious metals unearthed, to create a maximum value operation that also operates safely, responsibly and with local communities firmly in mind. Of course, maintaining financial strength is essential, “Maximising the value of our existing operating assets through exploration, development and optimising their operational output is a key component of our strategy. To that end, DPM has assembled and continues to grow a pipeline of mining and processing projects at various stages of development that will ultimately serve to fuel further growth.”

Currently, there are three main projects underway; Chelopech, Krumovgrad and Tsumeb. The first two are both located in Bulgaria, though in different regions, and focus on the mining of gold and other precious

metals, including copper and silver. The third is a concentrate processing plant in Namibia.

The pillars of success

Dundee is anchored by four strong guiding motivations, all of which are designed to maximise long-term value for stakeholders.

The basic plan is to leverage industry knowledge and excellence, to create a culture of innovation and ambition, in order to grow as a disciplined business and all the while, paying deference to environmental concerns and other governance.

In these terms, the business model is fairly simple. Act with integrity, know what you are doing and make sure to give your stakeholders their share, on time. In reality, combining all of these mandates into everyday operations, while under the cosh of an unpredictable reserve of precious metals and potentially treacherous working conditions, is a mammoth task. Not least because of the inherent contradiction between mining for new materials and trying to create circular economies.

Introducing sustainable practices to the mining industry

This is no easy feat. While consumers are starting to understand the need to buy less, reuse more and contribute to a consumption pattern that has recycling built into it, there is an undeniable demand for raw mined

“Maximising the value of our existing operating assets through exploration, development and optimising their operational output is a key component of our strategy.”

materials still. Is this likely to change? No. Not while technology items rely on precious metals for intricate circuitry and components and certainly not while having the attest and greatest of anything remains a priority for buyers with available cash. But that’s not to say that mining can’t aim to be a little less invasive, “The private sector in general is expected to operate responsibly and contribute more to the achievement of global and national government objectives and policies, particularly those focused on, socio-economic development, human and institutional capacity development, human rights and the management of global challenges like climate change. There is also a growing expectation that businesses have a defined ‘social purpose’ and become more human centric, with greater focus on the development of human and societal capacity.

This is not new to us. Since the inception of the company, we have believed that it is incumbent on all of us in the industry to meet the demand for our products responsibly, and in a way that ensures the communities in which we operate are left with an ability to sustain themselves long after the mines are closed and rehabilitated.”

Dundee acknowledges that balancing

Dundee Precious Metals

“Since the inception of the company, we have believed that it is incumbent on all of us in the industry to meet the demand for our products responsibly…”

Dundee Precious Metals

community outreach with stakeholder expectations isn’t always easy, but also notes that it has a good understanding of what sustainability means and how it can be applied to everyday operations. By making small changes, little compromises and keeping the bigger picture in focus, Dundee is able to lessen its impact, while still delivering on KPIs, leading to the unshakable brand promise: “we succeed because we care”. The real secret though, is to apply equal focus to health and safety, environment and social responsibilities.

Inextricably linked, these three areas are what keep Dundee not only grounded but also thriving. Take the project in Krumovgrad as a prime example. Not only was it completed on time and under budget, the mine was also at full capacity within three months, after full

cooperation with local stakeholders.

These timescales are unprecedented in the mining industry, but that’s what happens when sustainable practices are built in, “We continue to work with a vision for the sustainable future of the region. The shared desire for prosperity, not only in the years of production, but also in the future, led us to introduce a unique funding program for micro, small and medium-sized businesses.

In partnership with the municipality of Krumovgrad, we have established a fund to help start-ups or to sustain the growth of small businesses, with a commitment of providing $5 million of financial resources through to the end of Ada Tepe’s mine life.”

Building a future It’s fair to say that 2021 hasn’t been the

disaster it has for many, for Dundee.

Quite the opposite, as the company has announced record gold production in the second quarter. It’s also been busy acquiring other operations. Concluding the buy-out of INV Metals in May 2021, both parties are excited to progress the existing Loma Larga gold-silver-copper mining project. In fact, everything Dundee touches seems to turn to gold.

From positive pre-feasibility studies for new mines to excellent production numbers and mine extensions, there doesn’t seem to be anything that can get in the way of an all-out success story. And the reason? Mining with a conscience, both environmental and social. It’s as simple as that. You put people and the planet first and the gold rush will take care of itself.

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Ford Romania

In the driving seat Known throughout the world for the design and sale of reliable, affordable and industry-leading cars, Ford has been a household name for decades and few manufacturing facilities embody the entrepreneurial spirit that runs through the company’s history, like Ford Romania.

Editorial - Victoria South

Ford Romania

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ou don’t need to be a petrolhead to know of Henry Ford and how he impacted the world of manufacturing and, ultimately, brand identity, but understanding the enormity of the legacy that he created and left behind takes some doing. In simple terms, despite the sheer scope of operations, Ford has remained exactly the company that the founder and namesake set out for it to be, with easy, safe and reliable transportation at the forefront of every design.

From one man with a vision to an internationally revered company known for innovation, Ford now boasts a dedicated work force of over 200,00, with little over 6,000 of them located in Romania.

Commitment and passion

If Romania seems like an odd choice for a one million square metre manufacturing plant, you’ve probably never visited the country. Not only beautiful and rich in cultural heritage, Romania plays home to some of the most invested professionals in the automotive industry. The talent pool in Romania is seemingly endless and when combined with Ford’s commitment to always invest in and support its staff

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in their ambitions to grow and progress, the connection becomes little more than common sense.

Ford first went to Romania in 2008, after buying a large site directly from the government. A state-of-the-art production facility was built and still to this day, benefits from continuous development and improvements. In excess of €1.5 billion has already been invested, but when you want the best products, you have to be willing to do whatever it takes and Ford has never shied away from making considered financial commitment. The Romania plant, built in Craiova, is a prime example of this in practice and Ian Pearson, President of Ford Romania, has been refreshingly candid about how important he thinks the investments have been.

Discussing the plant itself, Pearson has noted that although the €1.5 billion price tag is undeniably huge, it is warranted in terms of how efficient and cost-effective it has made the site. Plus, it has afforded his team the best operating equipment, ensuring high standards and no down-time. He is particularly proud of the industry-leading body shop, with 90 per cent automation

Cristian Prichea Director General al Ford Romania NSC

Ford Romania

and new paint shop, which utilises the most current 3-Wet process. This is where Ford Romania sets itself apart. Upgrading a plant means giving people the right tools to be able to take pride in their work, not kitting out executive offices with unnecessary designer furniture. The investments made are visceral, vital and revitalising and help to show the management’s deep connection to and respect for those on the shop floor.

Pearson admits that when it comes to equipment and machinery, much of what Ford Romania has in place could be found in other plants around the world, but what makes the facility totally unique is the work force. A contingent of professionals determined to represent not only the Ford brand but also their country, the staff are the undisputed heroes here.

Pushing for progress

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Diversity. It’s a word that drives uncomfortable conversations and company introspection, forcing even those that pride themselves on being forward-thinking to evaluate if they are doing enough to make space for BIPOC and gender representation. The automotive industry has not fared well, historically, in

terms of diversity but Ford is on a mission to change this, through its Team Leader Readiness Training initiative. Recognising that the only way to get the best from the talent pool is to open it up, marginalised demographics are being given access to confidence-inspiring training and applications for more senior roles have been on the increase ever since.

Ford Romania, bolstered by the strength of such a heritage brand, is constantly evolving and creating opportunities for empowerment, whether it be for female members of staff or the communities it interacts with. Though CSR initiatives aren’t anything new, those companies that seek to go above and beyond token gestures stand out and Pearson has ensured that his team avoid performative measures.

While it’s commonplace for Ford to donate to local communities, Pearson has used the Ford Fund to bolster connections with essential local services, including a kindergarten and hospital.

Donating both financial assistance and free labour, ford Romania has always remained cognisant of the importance of building trust, not just industrial units.

Ford Romania

Ford Puma Rally1 WRC Prototype

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Ford Romania

“Ford Romania, bolstered by the strength of such a heritage brand, is constantly evolving and creating opportunities for empowerment…”

Breaking new ground

In the light of COVID-19, ford Romania, like all responsible operations globally, has felt the impact of a reduced workforce, but is looking ahead and planning for a full assault now that vaccines are available.

Such a push forward couldn’t come at a better time, given the dynamic shift within the automotive industry towards electric and hybrid vehicles. Not only will this necessitate more investment, but also retraining, restructuring and a dramatic change in the way logistics are handled as well. There’s potential for the next few years to be a steep learning curve, as well as fiercely competitive, but Pearson isn’t worried. He knows that he has one of the best workforces in the world behind him and that new start-ups will always struggle to usurp existing legacy. The likes of Tesla and whoever might spring up in the future don’t represent a challenge, but rather opportunities to assess and adapt to emerging consumer trends and that, according to Pearson, is exciting.

Ford Romania is a huge part of the country’s commercial landscape and as new trends emerge, calling for a wider variety of expertise and diversifications, employment opportunities and plant developments will continue to be firmly on the agenda. Pearson is well placed to emerge, with his team, from the cloud of COVID-19, revived and ready to solidify and expand Ford’s reach in Romania.

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Falko

Reach for the skies

Despite a turbulent year for the aviation sector, Falko remains both buoyant and positive about the future, with growth areas for the company being identified and invested in.

Editorial - Victoria South

“We are a team of specialists focused on our core market where we manage a portfolio of modern regional jet and turboprop aircraft on lease to leading airlines worldwide…”

Falko

“Since 2011, Falko through its managed funds and affiliates has acquired over 275 regional jet and turboprop aircraft worth in excess of $1 billion…”

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ounded in 2011, Falko enjoyed just shy of a decade of high-level performance and return before the COVID-19 pandemic grasped the travel and aviation industries. While some operations were unable to remain afloat, Falko benefitted from commercially astute investments early in the company’s inception, as well as a keen eye for diversification into relevant areas.

From the ground, up Today, Falko is a respected asset management operation with a focus on the full breadth of commercial aircraft leasing, financing and management. Extra attention is given to regional aircraft facilitation, adding a more specialist nature to the overall operation, “We are a team of specialists focused on our core market where we manage a portfolio of modern regional jet and turboprop aircraft on lease to leading airlines worldwide, in combination with a growing engine leasing and trading business.”

Why a keen interest in regional options? Because, as Falko says, this allows the team to know not only its products inside and out, but also the contingent of customers that relies on it. By being able to hone in on specifics, Falko can offer market understanding like few other companies, while also remaining vigilant when it comes to identifying new opportunities for savvy investments. Most recently, this has led to the procurement of large freighters, special mission vehicles and even simulators and given the heritage of the entire operation, that comes as no surprise.

Legacy in the skies

Located just outside of North London in Hatfield, the Falko head office sits proudly on a site full of aviation heritage.

Once a key site for aircraft manufacture, when large airlines started to lease rather than buy their vehicles, what was once a major manufacturing plant, first started as the De Havilland aircraft company, became the British Aerospace Asset Management group, in 1994. Spotting a prime opportunity, Fortress Investment Group acquired Asset management in 2011 and Falko Regional Aircraft was officially founded.

Thanks to the backing of Fortress,

Falko has managed to complete two successful large-scale funding rounds since its inception, with $415 million raised in 2015, for the purchasing of new and used crafts and $650 million in 2019 to further expand the fleet. The portfolio, as it currently stands, is impressive and aligns with the growth strategy in place, “Since 2011, Falko through its managed funds and affiliates has acquired over 275 regional jet and turboprop aircraft worth in excess of $1 billion, making us one of the most active participants in our market

segment and a major lessor of key regional aircraft types.”

The only way is up

Though some operations are looking to consolidate and recover from the difficulties faced over the last year, Falko remains focused on growth and asset maximisation. As the aviation industry looks to recover from an extended period of uncertainty, Falko is uniquely positioned to be able to offer a one-stop asset management solution to almost

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everyone, thanks to a global presence that sees it occupying offices in Europe, Australasia, South America and Asia.

Despite this impressive footprint and an undeniable thirst for continued success, the management team at Falko remains humble and reticent of the fact that aiming too high too quickly rarely yields sustainable results, “We don’t aim to be the biggest, nor the fastest growing nor do we have goals to invest specific amounts of capital each year. We aspire to be excellent in all that we do and to be recognised for this by our customers, investor and partners. Our staff ceaselessly seek to achieve this.”

This slow, steady and reliable approach is mirrored in the senior team that CEO Jeremey Barnes has assembled, many of which have worked with him for years. A key player in the buy-out of British Aerospace Asset Management, Barnes knew the industry and company inside-out and brought many of his trusted colleagues with him as the transition to Falko was completed. It’s a move that has paid off, with excellent staff retention and a core dynamic of passionate individuals who are keen to shape the future of regional aircraft leasing, not simply follow the herd.

Keeping things interesting

With a mandate in place to be far more than an average leasing or management company, Falko has actively sought out acquisitions that would offer more diverse solutions for customers, from specialist simulators through to aircraft with very specific functionalities and it’s a move that has proved both commercially successful and industry aware.

Take the specialist aircraft division.

Here, customers can access very specific vehicles for law enforcement, surveillance, training and even search and rescue missions. As part of an everchanging industry that has demonstrated

a need to adapt and overcome, particularly in recent months, enjoying the security that comes with knowing more than simple commercial airliners are on offer must have been a great comfort to Barnes and his team. Because after all, the travel industry may have been brought to its knees by an unexpected global pandemic but search and rescue missions never stopped and the need for pilot training never faltered either, “At Falko, we realise that the single largest challenge facing airlines is employment, retention and training of pilots. Simulator capacity for regional aircraft, in particular, is scarce and often in locations that are inconvenient for regional airlines. With a general worldwide shortage of ATR simulator capacity, Falko has purchased an ATR 72-600 simulator to enable our customers easier access to train their crews and provide additional training capacity for the ATR 72-600 operators market.”

Don’t slow down Despite not being in a hurry to grow or be the biggest operator in its sector, Falko is on a steady and predictable path to longstanding success. Thanks to continued investment, long-term lease contracts and the tentative reestablishment of the travel industry, Barnes and his team should expect to be very busy for the foreseeable future. Perhaps the old adage was right after all and slow and steady really does win the race.

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Bodycote

Adding strength to the supply chain A vital link in the supply chain, Bodycote services a huge roster of local and international clients that need high quality metal processing and precision regulatory compliance across all products.

Editorial - Victoria South

Bodycote

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ounded in the early 1900s, Bodycote was a specialist family business that sought to perform thermal processing services to improve the properties of metals and alloys. Starting as a modest outfit, the company has committed to a schedule of careful growth, through savvy acquisitions and diversification, to become not only a global provider but also a leader in its field.

Built on customer needs

Bodycote has one aim: to offer its clients an advantage. How does it fulfil this mission? By becoming global, trusted and more knowledgeable than everybody else and considering the number of thermal processes undertaken by Bodycote, that’s no small endeavour.

The menu of services starts with heat treatments but runs the full gamut of metal joining, surface technology and hot isostatic pressing. Everything is designed to add value to the properties of metals and alloys being used, which is why this is such a specialist branch of engineering and though there are competitors, not all are born equal, “Clients recognise the reliability and assurance that Bodycote can provide through almost a century of thermal processing experience and an extensive

range of internationally recognised quality accreditations.”

In turn, Bodycote has retained an acute awareness of the diversity of its loyal client base. Coming from a variety of different sectors and countries, the needs and demands vary greatly between contracts, which has resulted in a defined business model that aims to better serve the unique challenges each industry creates, “Bodycote serves the aerospace defence and energy markets’ global demands through coordinated facilities attuned to their specific needs. Automotive and general industrial clients are serviced with a focus on locality, convenience and flexibility.”

And locality can be key to so much more than just increased understanding. Operating locating allows for definitive knowledge to be gained, while still benefitting from economies of scale that keep costs competitive. It also means that if a client grows exponentially and looks to expand to new countries, Bodycote will be able to share local information with one of its180 worldwide locations, to immediately serve new premises. Essentially, this is global business with small focus. The two shouldn’t work together, but Bodycote makes it happen. Quality, ethics and performance are

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“Clients recognise the reliability and assurance that Bodycote can provide through almost a century of thermal processing experience…”

standardised across the globe, but everything else is tailored.

Strength from within Despite charging ahead and enjoying huge growth over the last century, Bodycote has a traditional core, with values of honesty, transparency, respect and responsibility all permeating every operation, contract and hire. By remaining aware of the communities being operated in, appreciative of staff and honest with clients, the team has built a culture that is all centred around the art of creating value in everything, “Creating value is the very essence of our business and needs to be the focus of our endeavours. We create value for our customers, our employees and our shareholders. The realities are harsh. If we do not create value for our customers, then we have no reason for existence. If we do not create value for our employees there will be no-one to create value for our customers.

Our shareholders rightfully require that we ultimately create value for them as they are the owners of the business.”

This careful balancing act, whereby everybody is given equal priority is exactly why the automotive, aerospace, energy and general industrial sectors have all come to rely on Bodycote to be a provider of choice.

Variations on a theme How much can metal be processed? According to Bodycote, more than a lot of people realise and to amazing benefit too. The following are the main activities undertaken: Heat treatment – A controlled process that seeks to use different temperatures to impart beneficial properties to base metals and alloys.

This could translate to increased surface hardness, ductability, strength or temperature resistance. Results are repeatable, thanks to a programme of treatments being operated by talented engineers and technicians.

Metal joining – From basic welding to more complex brazing and bonding techniques, Bodycote is a market leader in providing metal joining services through a range of controlled processes.

Surface tech – A specific form of metal protection that looks to prolong life and prevent corrosion and abrasion of components.

“Built upon this competence and backed by a customer-driven service, the company provides a vast array of surface technology coating solutions to suit your specific needs.

Bodycote

“Creating value is the very essence of our business and needs to be the focus of our endeavours.”

Bodycote

We can even develop specific surface coatings based on your application environment.

Surface technology products and services range from coating services; coating and application development; specialist coating sealing technologies; complete manufacture, through to the supply of coating materials and technology transfer.”

Hot isostatic pressing – A process that uses pressurised gas to improve metal properties.

It’s a clever system that allows for defects to be removed, while adding strength.

However a client needs their metal to perform, Bodycote has a process and solution that can make it happen, regardless of metal

type or composition.

Breaking new waves As expected, in the wake of COVID-19, annual revenues were down on the year, as reported in April 2021, but that’s no cause for concern. Especially after securing a lucrative contract to provide services for CorPower Ocean. A wave energy pioneer, CorPower Ocean represents the future of energy provision and with a huge push for the world to go carbon neutral, such alternatives will only gather pace and popularity. By working alongside a visionary operation, Bodycote is making a statement

that it is ready to step up and serve the renewables energy market, as well as any other green initiatives that are focussed on longevity of components.

Add to this contract the recent news that further expansion into North America is on the cards and there’s a really busy future in store for the Bodycote team. The new Syracuse facility is the second to be opened in as many months and is a glowing sign that the company is on a perpetual upwards trajectory. Never mind adding strength to the supply chain, Bodycote brings innovation and integrity too. That’s what real business acumen and mettle is all about.

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Jefferies Financial Group

Money makes the world go round Jefferies Financial Group is an acutely switched on and aware financial services operation that seeks to make all aspects of wealth and asset management as simple and informed as possible.

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Jefferies Financial Group

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eadquartered in New York but with a presence in over 13 countries worldwide, Jefferies Financial Group (“Jefferies”) is the largest fullservice investment banking operation still independently owned, within the US. Focussed on the needs of its clients for close to 60 years, the company has provided high level expertise and valuable advice to investors, professional outfits and even governments, “We offer deep sector expertise across a full range of products and services in investment banking, equities, fixed income, asset and wealth management in the Americas, Europe and the Middle East and Asia.”

Citing that it puts its “clients first – always”, Jefferies has split its services into sixmain areas, allowing its professionals to focus on their particular fields of interest and specialism, all for the good of each clients’ portfolio.

Investment banking - A contingent of 900 investment banking experts have been deployed around the world, to offer corporate and financial sponsor clients the very best support when choosing how to manage their money. With experience in multiple fields, from industrial to retail, technology and healthcare, to name just a few, advisory and underwriting services are easy to access and trust. Mergers and acquisitions, restructuring, equity, leveraged finances and investment grade debt solutions are all offered, underpinned with expertise, objective advice and an understanding of the clients’ end goals.

Equities - A division that looks to offer fell-service sales, trading and capital markets support. More than 800 dedicated experts have been assigned to this division, throughout the world and Jefferies has considered equities to be the heart and soul of the company for more than half a century. Taking all of the guesswork out of trading, the team is able to offer insights and advice that will maximise liquidity and profit, while minimising transaction fees.

Fixed income - “Jefferies Fixed Income is a global client-focused sales, trading and capital markets platform across all fixed income securities. Clients are offered liquidity, execution, underwriting expertise, ideas and service from 500 professionals. The combination of sales and trading breadth allows us to serve our clients and deliver a preeminent platform for client execution. Jefferies Fixed Income also has a substantial Economics & Strategy platform.”

This division looks after governments, foreign exchange, corporate credit and emerging markets, plus much more.

Asset management - Through Leucadia Asset Management (“LAM”), Jefferies is able to offer the world’s best asset management solutions. Thanks to a number of strategic partnerships within the financial sector, LAM provides stability, long-term commitment and infrastructure

“Our capabilities are built around the needs of our clients: Comprehensive services, sophisticated advisors, customised investment solutions, full-balance sheet advice and customised reporting.”

Jefferies Financial Group 160

“We offer deep sector expertise across a full range of products and services in investment banking, equities, fixed income, asset and wealth management…”

Jefferies Financial Group

to maximise asset acquisition and effective ownership.

Wealth Management - As a registered investment advisor, the private wealth management division is able to step up to the ever- changing needs of entrepreneurs, executives and wealthy families. Drawing on the best of the Jef feries Group as a whole, clients gain access to the most ef fective planning strategies, capital markets advice, trading and investment oppor tunities and bespoke lending ser vices too. “Our capabilities are built around the needs of our clients: Comprehensive ser vices, sophisticated advisors, customised investment solutions, full-balance sheet advice and customised repor ting. We are also backed by the global trading and execution capability of one of the largest multi-national investment banks in the world.”

Research and strategy - While some other financial service outfits might seek to simply react to market fluctuations and trends, Jefferies is active in the pursuit of knowledge. It’s only by conducting exclusive research projects that true insights can be offered into the vast number of services on offer to clients. Being proactive, not reactive. That’s the way that Jefferies ensures its clients are always happy.

In the wake of COVID-19, many sectors have been hit hard, with companies and individuals having to come to terms with decreased revenue and levels of insecurity they thought were unlikely to ever present themselves. With this in mind, Jefferies has secured a new strategic alliance with the SMBC Group, designed to drive growth but also sure-up existing clients’ portfolios.

Speaking about the partnership, Jun Ohta, President of the SMBC Group noted, “We are pleased to enter into this strategic partnership with Jefferies to help accelerate the growth of the Corporate and Investment Banking businesses of both institutions, and to enhance our clients’

global advisory and product needs. We look forward to working with Jefferies, which is a global investment banking firm that provides a full range of investment and capital markets products and services and expect great things from the alliance.”

As a company committed to diversity and inclusion, such alliances are to be expected. With a firm grasp on the benefits of different perspectives, experiences and opinions, Jefferies has always sought to create a multicultural team, with gender equality being an essential component. It makes perfect sense to try and draw on as diverse of an experience base as possible and with offices dotted around the globe too, Jefferies values local knowledge and connection. So much so, in fact, that it has an extensive philanthropic arm.

You might be thinking that financial services and philanthropy rarely seem to go together, but Jeffries is a multifaceted operation that seeks to change the face of its industry. Yes, clients want to secure and increase their wealth and Jefferies is the right operation to put in charge of that mandate, but the team also has a deep commitment to doing good a little further afield than its portfolio of investors.

The company says that “doing good” defines Jefferies and it does. Not only does it do good for its clients, but also its employees and the wider world. In just two years, more than $21 million was donated to causes that sought to offer COVID-19 and disaster relief, as well as environmental sustainability. In addition, the Jefferies Family Scholarship programme helps children of employees to pursue their academic dreams.

Money might make the world go round, but so too does unlocking the equity of kindness, investment in people and environmental awareness. Jefferies is a rare operation that seeks to offer significant growth, benefits and security for everyone. Clients may come first, but nobody is forgotten.

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Sml Maschinengesellschaft

Performance and productivity guaranteed Helping customers throughout the world to maximise their productivity, SML is not only a global leader in extrusion lines, it’s leading the charge to innovate rather than facilitate too.

Editorial - Victoria South

Sml Maschinengesellschaft

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ny business mind can spot an opportunity to capitalise on a trend or need, but the best in the world look beyond what is already needed and innovate for the future. Being ready to step up to new and complex demands is what sets the world leaders of industry apart from the rest and at SML, innovation comes as standard.

Providing customers with cutting edge extrusion lines to manufacture their own products, SML understands that exemplar engineering and design, plus unrivalled customer support, are the only acceptable business models. Enterprise-critical machinery simply can’t fail, which is why performance and productivity are always at the forefront of every new release.

Karl Stöger, managing director of SML, offers an empathic overview of the company which puts client productivity front and centre at all times, “At SML, we are believers in quality, innovation and efficiency, along with the sustainable success of our customers. That is why, every day, we create extraordinary high-tech extrusion solutions that provide a clear edge in terms of productivity. To make that happen, we have to constantly push the frontiers of possibility, further develop our machines on an ongoing basis and support our customers all the way through the process.”

Pushing the frontiers of possibility.

What a powerful business mantra, but it has been undeniably effective. Since its inception in 1967, as a business unit of an Austrian fibre manufacturer, SML has grown into the privately-owned giant that it is today. A family enterprise, it

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gained its independence in 1995 but has remained in the beautiful Salzkammergut region of Austria.

Naturally, with more than five decades of operational success under its belt, SML has become a respected voice within the extrusion line arena, while boasting vast manufacturing and design experience and knowledge. Stöger and his team don’t see this as the pinnacle of accomplishment though, rather, the enviable position that SML has garnered itself is just the beginning and a stepping stone to bigger, better and more innovative things. Everything has a shelf life and can be improved, updated or streamlined and that remains a chief focus for everybody, “For us, high performance does not end when a line is first put into operation, it accompanies our customers throughout the line’s life span. That is what we at SML are all about. Our track record speaks for itself and makes us a powerful partner for any company that wants to achieve more with cutting-edge technology.”

There’s a lot to be said for the adage ‘if it’s not broken, why fix it?’, but SML takes a very different approach. If an extrusion line works and does everything a customer wants, that’s great, but can it be made better, more sustainably or with added specialisms? These are the questions that SML always asks and they’re the reason that customers know they have found a manufacturing partner for life, but why is this so important? Because of the products SML’s lines allow its clients to manufacture.

SML’s core extrusion lines can be broken down into five categories; winding technology, cast film, sheet, coating and multifilament lines. Within each is a number of specialist designs, all modular in construction to allow for customised assembly on site. From fabric coating to drinks carton packaging, the manufacturing possibilities are endless but they all start in the same way, with a consultation at the Redlham pilot plant.

Regardless of the line needed, SML is ready to rise to the challenge with inspired design solutions and manufacturing prowess. Adhering to all industry standards, while always looking for a way to futureproof, line designs use the clients’ needs as the jumping off point for final iteration. Because exceeding expectations comes as something of a standard. There’s a more traditional element in amongst all this contemporary operating however, “On 2,800sqm one demonstration line from each of our product groups is available for demonstrations and test runs. SML supports you to realise your ideas and test them sufficiently.”

When did you last hear of a manufacturing giant still offering a ‘try before you buy’ approach? It seems as though simulations have all but replaced

Sml Maschinengesellschaft

A mutual partnership between SML and Syncro has resulted in a partnership built on trust, interactions at all levels of their businesses, flexibility and a willingness to share ideas, solutions, products and services.

SML is the leading Austrian manufacturer of machines and plants for the production of plastic materials, Syncro Group is the leading Italian manufacturer in the field of automation of those same extrusion lines. Together they create the perfect synergy.

SYNCRO is the leading supplier of dosing units and measurement system, with sales worldwide, all of their systems are compliant with the quality and automation standards required by Industry 4.0.

They supply a range of products in the field of measurement, those used by SML include: RAYXSCAN a system based on X-ray beam transmission technology, where the X-ray beam is passed through the homogeneous material to measure its thickness, usually shown in microns [] or weight [g/m2].

SHADYSCAN is a non-contact profile thickness measuring system that combines the signal of a laser shadow sensor with the signal of an inductive eddy current sensor. It is suitable for measuring the thickness of expanded sheets that cannot be measured with absorption systems such as X-rays or capacitive sensors due to the non homogeneus density.

OPTYSCAN uses NIR (Near Infra-Red) technology based on low coherence interferometry. The material is illuminated with a broadband near infrared light source; the optical head collects the reflection from the upper and lower boundaries of the film and through the analysis of the frequencies, obtains the distance between the two boundaries and hence the thickness.

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Sml Maschinengesellschaft this hands-on reassurance technique, but SML attributes a lot of value to being able to see and experience working product lines. Sometimes the old ways are the best, just with a modern twist and that seems to be what SML has built its reputation on; old school customer service with cutting edge technology. It’s a combination that allows for responsive and responsible manufacturing and must be a serious selling point for potential clients, not least because of the immediate assistance guarantee.

All extrusion lines can be supplied with a remote maintenance system built in. This means that problems can be identified, diagnosed and resolved in real time, via a secure internet connection. For issues that need the expert touch of an on-site technician, SML has a network of experts that can be on the shop floor within 24 hours for any location in Europe and within 48 hours worldwide. These are the secrets to forging longstanding relationships with clients, but what about securing new ones?

Striding into 2021 with confidence and market awareness, SML has been making some improvements and announcements, including the development of stretch film winding shafts that can help clients reduce costs and carbon footprints. It also revealed that though its lines are designed to withstand decades of constant use, cutting edge electronics can be retrofit, as and when significant developments arise.

Perhaps most exciting is the introduction of live trial run broadcasts to clients that are too far away to make the pilgrimage to Austria to see a potential investment in action. With COVID-19 restricting a great deal of international travel, SML taking this step shows great intuition.

Built to last, easy to evolve and backed by industry-leading customer service, SML’s extrusion lines are the last word in manufacturing excellence. Performance and productivity, day in, day out. That’s the SML secret to success.

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Electricity Authority of Cyprus

Cyprus’ bright spark Provision of safe, reliable and widespread energy services is at the top of the Electricity Authority of Cyprus’ priority list but the road to success has been paved with plenty of resistance.

Editorial - Victoria South

Electricity Authority of Cyprus

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t can be hard to reconcile the fact that electricity hasn’t been around forever, especially now that we all carry smart phones and have access to superfast broadband, but island nations have notoriously been a little slower on the uptake, with Cyprus and electricity being no exception.

It first came to the island in 1903 in the form of a power generator, with a second being installed in the Lefkosia General Hospital soon after. Over the next few years, all major towns began to feel the benefits of a myriad of small energy companies springing up, building power stations and introducing generators, but small villages and rural communities were still very much left in the dark. Until 1952 and the inception of the Electricity Authority of Cyprus (“EAC”).

By 1952 there were 28 companies supplying various municipalities, because supply was limited to locality but there was a problem.

Nobody seemed to trust this new technology or see the inherent value of it, especially even how expensive it was, which in turn, led to even fewer people being willing to use it. In a bid to educate and destigmatise electricity, a power station would be built and that’s when

a need for governance became clear, “On October 30th 1952, the Electricity Authority of Cyprus was established under the Electricity Development Law. The law gave the Authority the right to expropriate the existing electricity companies. As soon as EAC was established, suitably trained staff were employed to carry out EAC’s main objectives, i.e. the rational organisation of generation, transmission and distribution of electricity throughout the island. In other words, to merge all electric companies into one, unify the transmission network and gradually abolish the privately-owned Electricity companies and undertakings.

As a first step, in November 1952 the EAC expropriated the two biggest companies, those of Lefkosia and Lemesos.”

Unprecedented growth

From the moment that Cyprus was established as a republic, in 1960, the rate of electricity roll-out was impressive. As more towns were connected to the grid, coverage became unilateral and in just 12 short years, the entire island had access to reliable energy.

The increase in the quality of life for Cypriots was immeasurable, as was the improvement in the economy, which soon resulted in a

Tradition. Knowledge. Responsibility.

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Electricity Authority of Cyprus

second station being necessary and later, a third. Surviving a Turkish invasion and more recently, a global pandemic, the EAC is now looking to fulfil a new mission of providing the best quality and safest services in the energy sector, while respecting environment and community, for the best development of the country as a whole. How does it plan to complete all of these mandates and more? By retaining a focus on what’s important.

The main motivation for creating a connected Cyprus was always to improve the lives of the people living and working there and the same aim remains. It will be accomplished through a variety of different activities now that the country has a strong network, because installation is just the first rung on the ladder.

Now comes maintenance, innovation and competitive pricing drives. Sustainability has to be added into the mix as well, so as to stay responsible and in tune with current climate change drives.

Daily activities of the EAC now include: Generation – From construction to operation, the EAC is in control of all power stations. It also looks to make operational improvements through the integration of new technologies and processes that could reduce environmental impact and running costs.

Transmission – The necessary middleman between generation and distribution. This is considered the “backbone” of the EAC’s entire system.

Distribution and supply – Two separate divisions but inextricably linked because of the dispersal of energy that both are responsible for. The supply arm also looks after customer service systems, such as call centres and complaints.

Non-regulated activities – “The EAC’s non-regulated activities cover a wide range of activities, including the monitoring of internal electrical installations, the desalination plant,

street lighting maintenance, the study, supply and installation of photovoltaic systems for third parties, other contracting work, such as the laying of cables for third parties, the use/exploitation of telecommunications infrastructure for other commercial use than that required for the electricity network, the provision of electricity services and any other non-regulated activities.”

Shining a light

Being a responsible energy authority means embracing green initiatives and the EAC has not shirked its duties in this respect. In fact, it has remained proactive and inquisitive about new developments that could promote energy saving and lower impact production methods, because it has made no secret about wanting to be a leader in sustainability.

Determined to be the change the energy industry needs, the EAC is leading the charge by bringing low emission solutions to everybody and looking to operate with zero environmental issues. As an island with no indigenous hydrocarbon energy sources, imported fuel is still the main source of energy for running power stations, but this looks to be changing, with investment into the renewables and photovoltaics sectors being carefully considered. Wind farms, biomass units, everything is being given commensurate thought and being progressed where possible, but until this can be initiated throughout the country, safeguards have been put in place to prevent fuel leaks and environmental impact.

Additionally, the EAC looks to give back to communities and its own people, “EAC’s ambition is to make positive contribution to the society for the benefit of all. EAC supports various organisations and charities through specific actions, for instance, close cooperation with the AntiCancer Association and the support to the school authorities of Rizokarpaso.”

From hesitant island nation to sustainability champion and energy sector leader, Cyprus has come a long way in a short space of time and it’s all thanks to the continued efforts of the EAC. By putting people, not consumers, first, the mission of the authority has never wavered or been undermined by profit chasing. As renewable energy systems begin to filter out throughout the country, the EAC will naturally evolve into its next incarnation of responsible body but whatever that translates into, it will always be one of the Cyprus economy’s bright sparks.

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Coffee Island

From bean to cup

Giving rise to a culture that thrives on excellence, precision and shared knowledge, coffee is a globally loved and obsessed-about commodity with some companies adding an extra level of care and dedication into their blends.

Editorial - Victoria South

Coffee Island

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offee Island was founded on one principle: quality. That might not sound like a new concept, but in terms of committing to only ever serving customers the very best, perfectly brewed drinks, the team has set exceptionally high markers for their own success. But this doesn’t seem to be a stumbling block to progress. If anything, setting out with unyielding standards has created a company work ethic like few others, with sustainability, human interaction and coffee that speaks for itself all becoming daily perks.

Coffee has had a contentious history, with bean producers being treated unfairly and large chains failing to contribute financially to the countries they profit from, but Coffee Island is standing up and setting a new example. No profit worth having comes with a human cost, which is why a fast evolution from simple coffee shops to a manufacturing facility has occurred.

Back in 1999, the first Coffee island shop was opened in Patras, Greece, with a franchise opening the following year. Just six short years later, it became apparent that more could be done to directly support the supply chain by opening a manufacturing plant, which could roast beans and supply the ever-increasing number of shops. It would have been simple to increase order quantities of roasted beans but this would not have given the team control over how and where beans were sourced from, or how much the producers were being compensated, all of which were important considerations, “We believe in a fair way of conducting business. This means we believe in supporting Direct Trade. We believe in

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making sure that every single activity in which we engage contributes to the economic, environmental and social sustainability of the places from where we source our coffee beans, or process and sell our end products and services.”

This is the mark of a company that truly cares about not just its own product but the people that help to create it at every stage.

From the baristas in each shop to the bean growers throughout the world, Coffee Island considers everybody a member of the team and a contributor to the overall success of the operation and the inclusivity reaps rewards. From new production facilities opening in 2015 to outlets opening in the UK, UAE and Canada, Coffee Island is becoming a name synonymous with amazing depth of flavour and endless consideration for previously marginalised workers.

As any coffee aficionado will tell you, no two cups ever taste the same. From water temperature to tamp firmness, grind settings and length of time spent pulling a shot of espresso, there are countless factors that affect the way a cup tastes.

Everybody in the industry wants to pour the perfect cup, but at Coffee Island, that cup needs to be replicated time after time, “Our vision is to establish ourselves as international leaders and pioneers in the coffee world. Our dream was to transform the art of artisan coffee into science. With great passion and collective work, our dream of offering specialty coffee has come true.”

The really impressive element is that caffeine fanatics are invited to find out more about the entire journey of their favourite beverage. Being transparent about where beans are sourced from, how they are roasted, the best coarseness to grind and how long to extract, every cup is an educational experience, if the drinker wishes to enjoy it. In today’s socially aware and ethically conscious world, such openness is key for any business that wants to secure long-term clients, but Coffee Island is focussed on not just retaining customers, but also suppliers.

By practicing Direct Trade, Coffee Island can form close and personal

Coffee Island

relationships with the growers of the beans being used. No middle men to contend with, just good old-fashioned direct communication in a bid to find a mutually beneficial way to do business with both farmers and cooperatives. To get a good product, you have to invest in the right people and communities, something that has always been practiced by Coffee Island, “We have worked in many countries to support farmers in the protection and improvement of the soil, water, and of each local microclimate. We also provide support on projects that improve the living conditions of coffee farm workers we trade with. What’s more, consistent coffee purchases at fair trade rates, increase the income of farmers and improve the quality of the coffee yield.”

Consistency. A word that relates to multiple parts of the coffee production process and is key to continued success.

Beans need to be of a consistently high standard, farmers need to be paid consistently good rates and customers need to be able to recognise their favourite drink, thanks to the use of the same beans. That cup needs to stand up against lesser varieties from giant chains who prize profits over people and flair over fair trade. That’s why, when a great producer is discovered, they are nurtured and appreciated, “We have signed long-term exclusive contracts with specialty coffee producers in Brazil, Nicaragua, El Salvador and

Guatemala. All of the producers we work with promote ecological, sustainable and socially responsible coffee production.

We explore the different coffee-growing zones and want our customers to know that when they buy a coffee beverage from our roasters, they can shake hands with each and every individual farmer in Brazil, Nicaragua, El Salvador, and Guatemala who has contributed to the cup!”

Coffee is big business but it’s also a science and a passion project, for the right people. It’s not enough to just buy bags of beans and brew a cup; there needs to be personal involvement in the flavour profile development, the roasting process and the growing itself. That’s the only way to guarantee a rich, satisfying cup that not only delivers the perfect caffeine hit but also a dose of ethical joy as well.

Through Direct Trade and its Microfarm Project, that sees speciality coffees from around the world brought together to make the perfect blend, Coffee Island is determined to bring equality to the industry, as well as deliciousness to the masses, “Coffee Island continues to search for coffee-producing regions around the world to discover exciting flavours of unique specialty varietals produced by people who share our passion. We want to offer a perfectly engineered coffee, and have a common vision with our partners; to make the enjoyment of specialty coffee accessible to as many people as possible.

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