Business Enquirer Edition 106 | Market Leaders | Airbus Headline

Issue 106 Market Leaders Edition

Flying Into The Future Airbus

Christian Lindener

MEDIA

EDITORIAL

Jamie Waite

Carol Gibson

Partner & Creative Director jamie.waite@busenq.com

Malvern Kandemwa

Partner & Chief Operations Officer malvern.kandemwa@busenq.com

Lee Phoenix

Operations Director lee.phoenix@busenq.com

Connor Love

Partnership Director connor.love@busenq.com

Glen Newton

Senior Project Director glen.newton@busenq.com

Gary Smith

Senior Project Director gary.smith@busenq.com

Liv Culling

Senior Project Director liv.culling@busenq.com

Chiara Salter

Lead Editor carol.gibson@busenq.com

Frew Murdoch

Senior Editor frew.murdoch@busenq.com

Laura Watling

Senior Editor laura.watling@busenq.com

Sophie Spence

Senior Editor sophie.spence@busenq.com

Niamh Spence

Senior Editor niamh.spence@busenq.com

Rebecca Matthews

Senior Journalist rebecca.matthews@busenq.com

Tom Fogden

Senior Journalist tom.fogden@busenq.com

Senior Project Director chiara.salter@busenq.com

PRODUCTION

Charlotte Billig

Head of Production sandra.trzepacz@busenq.com

Project Director charlotte.billig@busenq.com

Ben Youngman

Project Director ben.youngman@busenq.com

Heavenli Hewitt

Project Director heavenli.hewitt@busenq.com

Megan Bradfield

Project Director megan.bradfield@busenq.com

Matthew Ward

Project Director matthew.ward@busenq.com

Stephen Owen

Project Director stephen.owen@busenq.com

EDITORS & JOURNALISTS 4

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Sandra Trzepacz

Cheraleigh Van Zanten

Production Manager cheraleigh.vanzanten@busenq.com

DESIGN Tom Jenkins

Lead Designer tom.jenkins@busenq.com

Hannah Watkins

Junior Designer hannah.watkins@busenq.com

Adam Fulwood

Head of Video & Content Creation adam.fulwood@busenq.com

WEBSITE Matt Hardwick

Online Website Manager matt.hardwick@busenq.com

FINANCE Bethany Waite

Credit Controller bethany.waite@busenq.com

Tanya Rudd

Head of Finance tanya.rudd@busenq.com

Kim Pearson

Global Head of Accounts kim.pearson@busenq.com

DATA ANALYSIS Kumar Nil-Khan

Senior Data Strategy kumar.nilkhan@busenq.com

Simon Ferrening

Commercial Performance Analysis simon.ferrening@busenq.com

SOCIAL MEDIA TEAM Anita Terrell

Social Media Manager anita.terrell@busenq.com

Lee Dixon

Social Media Manager lee.dixon@busenq.com

HR Susan Tumelty

HR Partnered Company info@hrdept.co.uk

LEGAL Chloe Bird

Birketts LLP Norwich

A word from our Editor The current rail strikes have highlighted once again the financial difficulties of the public in the current time. An amalgamation of circumstances have led to the cost of living crisis faced by many, such as the conflict in Ukraine, the roll out of Brexit measures and the hangover of COVID. On the upside, the Bank of England believes inflation will reach target levels of 2% in two years.

Two years time could see more change for the UK, with Prime Minister Boris Johnson falling out of favour with a majority of the public. Despite the Conversative party being in power for the past 12 years, current opinion poll data implies that the next general election in 2024 may see a change in leadership.

Who is at the helm? You decide.

This issue, we speak with businesses uplifting the local populus, including mining project Kamoa-Kakula Copper and solar power plant business Sonnedix.

Similarly, we discuss with Perpetua Resources how they are rehabilitating the land in which they work.

In this, an innovation led edition of Business Enquirer, we are delighted to feature our cover story Airbus.

Speaking with renowned leader and Airbus’ Global Head of Innovation, Christian Lindener, we discover how Airbus are using innovation to drive sustainability and further the business’ competitive advantage.

Alongside Airbus, we speak with other organisations leading the way in innovation, such as SLM Solutions.

Have a read of this article to spot a very interesting name drop!

Circling back to my opening statement regarding the impact of global disruption on the public, our growth feature on MarketsandMarkets makes for a compelling read. This business offers market intelligence in a world where not all outlets are accessible or fair.

We hope this issue offers you and your business an opportunity for inspiration, development and reflection.

From all of us at Business Enquirer, we hope you enjoy the read.

Laura Watling Senior Editor

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Contents

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09 Boris Johnson

15 Travel & Lifestyle

Could this be the End of the Conservatives’ reign?

Adding up the Numbers in Switzerland

23 InterContinental Gèneve

30 Travel Blog

Leadership in Action

Tried and Tested: InterContinental Geneve

37 Norwich Yoga Festival

41 Johnny Nelson

Norfolk's Yoga and Wellness Festival Launches This Summer

Success & Failure: Same Coin

47 Airbus

57 Alphamin Resources

Flying into the Future

Pedal to the Metal

65 Arturo Merino Benitez International Airport

75 EcoPack

The Winds of Change

Ahead of the Mainstream

83 FLYHT

91 HI-LEX

Higher Level Insights

Kaizen Chiefs

99 Kamoa-Kakula Copper

107 KOJ Group

Digging Deep: Why the KamoaKakula Copper Project is Different

People Above All

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Contents 117 Insider

121 Maritime Port Singapore

Not a One Trick Pony A Multi-skilled Unicorn!

Making Waves

131 Markets & Markets

137 Micon

Disruption: Glass Half Full?

Small but Mighty

143 Perpetua Resources

153 PYÜR

As Good as Gold

Customer Voice and the Matter of Choice

161 SLM Solutions

171 Sonnedix

Rocketing Ahead!

The Sun is Rising

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Boris Johnson

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Boris Johnson

Could this be the end of the Conservatives’ reign?

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hichever way you’re politically persuaded it’s unlikely that UK Prime Minister Boris Johnson’s list of misdemeanours have gone unnoticed by you.

Results of June’s YouGov survey asking “How well is Boris Johnson doing as UK Prime Minister” showed 69% of voters answering “badly” and just 24% saying “well”. This is a stark but unsurprising comparison to the early days of the pandemic, where in May 2020 the result was practically opposite, with “well” at 66% and “badly” 26%.

From Partygate to Wallpapergate, Johnson hasn’t

only fallen out of public favour, but with a good percentage of his own party too.

A vote of no-confidence was triggered by Johnson’s own party this June, when 15% of party members submitted no-confidence letters to the chair of the 1922 Committee.

The result of the vote was tight, with 41% of the party voting to remove the leader (211 votes in support of the leader and 148 against).

In typical Johnson pseudo-positivity, he responded to the result by saying that it was an “extremely good, positive, conclusive, decisive result”.

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Boris Johnson However, for some context, Theresa May won her vote of no-confidence battle in December 2018 by a similarly close margin, with 63% in favour of the leader - she resigned just 6 months later.

Although the current ruling states Prime Minister Johnson would be exempt from another vote of no confidence this year, a lot could be hinged on June’s by-elections.

Upcoming by-elections in Wakefield and Honiton and Tiverton, could see current blue areas painted red.

Should Labour win in Wakefield, it will see the reformation of the “Red Wall”, which was dismantled after the 2019 election. Research by Survation predicts Labour winning 56% of the vote, and the Conservatives just 33%.

Meanwhile, in Honiton and Tiverton, a loss for the Tories could see a resurgence for the Liberal Democrats, who have also made gains in opinion polls.

Should the Conservatives lose these seats, it has been made clear by rebels within Johnson’s party that he will face another battle for his leadership.

This will also be bolstered by potential findings by the Privilege Committee into Prime Minister Johnson’s parliamentary conduct over Partygate, due to be released in September 2022.

The UK’s next General Election is earmarked for May 2nd 2024, should Johnson not call for a snap election.

The latest YouGov poll (June 2022) shows voting intention swaying towards Labour, who hold 39% of the poll compared to Tory’s 33%. Current Labour leader, Keir Starmer, also comes out favourably by pollers, achieving 33% of the vote in YouGov’s “best Prime Minister” question compared with Boris Johnson at 29%.

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Boris Johnson

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Lifestyle The travel portal with highly informative, upbeat, and inspirational adventure and lifestyle articles.

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PROJECT DIRECTED BY

WRITTEN BY

Jamie Waite

Laura Watling

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Switzerland

Panoramic view of Berne, Switzerland

Adding F up the Numbers in Switzerland

ound landlocked by France, Germany, Austria, Italy and Liechtenstein, Switzerland is popular with tourists thanks to its diverse landscape and wealth of available activities.

Tourism started in Switzerland in the early 1800’s, with British mountaineers crossing over to the European mainland for the Bernese Alps.

The Alps cover 60% of Switzerland’s total area, with skiing and hiking being two of the most commonly sought attractions.

Switzerland knows how to clock up the numbers. It boasts 208 mountains and 7000 lakes across its 26 cantons, which you can access via the 57km long Gotthard Tunnel. If you have time, you could learn one of the four official languages spoken (German, French, Italian and Romansh) before you visit.

Switzerland certainly offers something for everyone.

In 2018, prior to travel restrictions, tourism contributed 2.9% to Swiss GDP, with 11.7 million tourists recorded that year. The industry in 2018 employed 181,700 people (full time equivalents), with industry growth reaching a record high since 2013.

To boost tourism post-pandemic, in September 2021 the Swiss government pledged CHF 60 million to support the sector in its recovery. As part of the country’s tourism strategy, past Swiss President and now Federal Councillor, Guy Par-

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Switzerland melin, referred to a plan to re-launch business travel and urban tourism in Switzerland.

Mr Parmelin highlighted it was important that the investment focussed on innovative projects promoting sustainable tourism, rather than attracting large groups of travellers visiting for a short period.

“We want to make Switzerland a leader in sustainable tourism,” he said.

The investment, equivalent to $60.41 million, is set to roll out between 2022-2026. Mr Parmelin also referred to a plan to relaunch business travel in Switzerland.

Guy Parmelin, Federal Councillor

Photo: Stefano Spinelli

The lay of the land Famously neutral, Switzerland is, in fact, the oldest neutral nation in the world, having this title sealed at the Congress of Vienna in 1815. Not only is it neutral to global conflicts, it’s neither a member of the EU or the EEA. Not only is Switzerland the oldest neutral nation in the world, it’s also one of the oldest countries, with the Swiss Confederation dating back to 1291.

Reflecting its diverse geography, Switzerland has a varying weather system. The climate is generally temperate, but features glacial conditions on the mountain tops, juxtaposed with warmer weather in the southern region near the Mediterranean.

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Travel & Lifestyle

We want to make “Switzerland a leader

“

in sustainable tourism.

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Travel & Lifestyle

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Switzerland The Pursuit of Happiness Synonymous with Switzerland is, of course, its various, climbable mountains. Tourists have the opportunity to climb to the highest peaks of mountains such as Zumsteinspitze, Dufourspitze and Dent Blanche. Panoramic views are available from the heights of Neiderhorne or take a chairlift to the Sareis mountain ridge.

From the mountains you’ll find a series of scenic hikes. Switzerland boasts over 65,000 kilometres of waymarked trails. Whether you’re looking to photograph Switzerland’s alpine meadows, explore forests, or discover one of its 22,000 municipalities there’s a hike suitable for near novices through to those with holey boots.

If you don’t fancy going uphill, of course the many ranges offer a wealth of winter sports. There are more than 200 ski regions in the country offering wide pistes, steep gullies, and huge halfpipes for those looking to strap on their skis or snowboard.

If you’re tired just by reading about all the adventures available Switzerland, it also has a more relaxing offering. When visiting the country, opt to stay in one of its eight certified Wellness destinations. Visit the historic hot springs of Leukerbad or delight all your senses in Charmey, which entwines Alpine meadows, enchanting lakes, snowy slopes, and thermal baths. Shopping paradise fused with a wellness philosophy can be found in the cultural spa town of Baden or cycle through picturesque Bad Zurzach and relax in one of the many spa resorts.

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Switzerland Location, Location, Location

Somewhere to rest your head

If you want a quick getaway, Switzerland is also popular for its variety of city break locations.

There’s a lot to experience in Switzerland so you’ll need a few days and somewhere to rest.

The most obvious choice for a city break is Zurich, the centre of Switzerland’s economic life and education. Here, you will be able to enjoy Switzerland’s many delicacies, like Züri Gschnätzlets and, of course, Emmental cheese.

As expected, there are lots of places to stay to suit your location, style and appetite. Choose from traditional hotels nestled in the alps, like Hotel Alpenblick in Zermatt serving farmhouse fare or 16th Century Chateau Salavaux.

Zurich offers a hubbub of rustic pubs, street food festivals, and pop-up restaurants. The city has one of the highest numbers of Michelin star restaurants in the world.

If you want to relax in style, head over to InterContinental Genevè. Adored by Presidents, this IHG hotel is a unique place to stay offering art, 5* views and one-of-a-kind experiences.

Switzerland also has a lot of Old Town offerings to explore, with Zurich being one of them. Nestled within a Medieval backdrop of narrow lanes, Renaissance period halls and landmarks like Peterskirche (Peter’s Church, featuring Europe’s largest clock face), you’ll also find the highest concentration of clubs in Switzerland, and the world-famous shopping mile.

Read on to find out more about the InterContinental Genève.

A culinary delight If food or wine tourism sounds like your dream, Switzerland has something to offer in every canton.

Wherever you venture in Switzerland, you will find an offering of fresh produce. The country is known for emmental cheese and fine chocolate, but you can also discover Biber (a traditional gingerbread with honey and nuts) in Appenzell along with traditional herbal digestive liqueur, Appenzeller Alpenbitter.

If you are the mountaineering type, of course you will find plenty of traditional Swiss inns along your way, offering respite and panoramic views.

If you consider yourself a wine connoisseur, there is plenty to offer in wine tourism, too. Book yourself on to a wine tour in Valtellina, wine and bike around Salgesch, or even enjoy a wine safari in Stansstad.

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PROJECT DIRECTED BY

WRITTEN BY

Jamie Waite

Laura Watling

Grand Salon in The Residence

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InterContinental Genève

IHG Geneva’s Les Nations Bar

Leadership in Action Famed for being the hotel of choice for diplomats and celebrities alike, the InterContinental Geneve is internationally renowned. Business Enquirer sits down with experienced hotelier and InterContinental Genève’s General Manager, Hans Heijligers, to discuss how “ultra-luxury” is changing.

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pening in 1964, InterContinental Genève was the second hotel of the InterContinental brand to launch worldwide. Now, InterContinental is the largest luxury hotel brand in the world, making up one of 17 brands under the IHG umbrella, including Crowne Plaza, Holiday Inn and Hualuxe.

Found in the heart of Geneva, the InterContinental is just 500 metres away from Palais Des Nations, the UN offices. The hotel has established itself as the perfect hub for diplomats to meet, work and rest.

“One of our USPs is our meeting spaces,” shared hotel General Manager, Mr Heijligers, “they have great capacity, are flexible, and offer lots of natural light”.

The hotel is a one-of-a-kind experience, designed by International Design Hall of Fame member, Tony Chi. As well as plenty to look at inside the hotel, the InterContinental Genève offers spectacular views of the city, its lakes and mountain ranges.

The most unique feature of the hotel is its penthouse, The Residence. “The Residence offers an ultra-luxury experience,” said Mr Heijligers, “it was designed to entertain Heads of State, and features two kitchens, a bar and two hammams”.

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InterContinental Genève Sharing a floor with The Residence are eight further rooms which can be connected, meaning the entire 18th floor can be exclusively rented.

Previous guests have used these to house staff or whole families.

Further to these rooms, the InterContinental Genève offers many suites which can be connected, allowing up to 17 guests of the same party on one floor.

Ultra-Luxury “It’s important for us that our guest’s experience starts from the minute they land on the tarmac at the airport,” explained Mr Heijligers.

This experience includes (for those staying in The Residence) a limousine on arrival, private elevators, a welcome team, and private shopping experiences. “We can even arrange for the boutiques to come to you,” said the General Manager.

Everything at the hotel is well thought out and deliberate, even down to the cobblestone drive.

“When you experience being driven over tarmac then to cobblestones, there is a cosiness, a feeling of homecoming - this is what we want our guests to feel on arrival,” explained Mr Heijligers.

Keeping up with the clientele One of the challenges for all hotels offering a super luxury experience to guests is what luxury looks like in the 2020s. “When this hotel was established, luxury was having bigger rooms, bigger beds, the best TVs and luxury bathrooms. These things are all now easily attainable for our clientele at home,” said Mr Heijligers, “so our challenge is to understand what offers our guest luxury, and to constantly move with the changes”.

Mr Heijligers has identified that for the clientele of the InterContinental, ultra-luxury is found in the experience offered, rather than the product itself. Ultimately, this comes down to the hotel’s employees.

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The presidential suite at The Residence features an iconic view of Lake Geneva

Travel & Lifestyle

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Travel & Lifestyle A glimpse into the bathroom of The Residence’s presidential suite

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InterContinental Genève An art form “I think it can go unnoticed, but, in my opinion, being a good hotelier is an art form,” shared Mr Heijligers, “it’s a talent to be able to get a quick understanding of your customer’s profile, their wants a needs and then finding a way to fulfil that”.

Mr Heijligers explained that when it comes to recruitment at the hotel it’s largely based on personality fit. “Trade skills can be taught, but you can’t teach someone to have the right attitude towards customer service,” he said.

The General Manager also highlighted emotional intelligence, curiosity and a love for people as key traits he looks for in potential employees.

“I believe your business will be successful if you support your people in living out their aspirations,” he said.

a key role in developing and undertaking many strategies.

“As I’ve developed in the industry, I realise how important diversity is not only for our employees, but for our clientele and the hotel’s success,” said Mr Heijligers, “We made big investments into people and diversity during my time in Japan”.

IHG now has fantastic leadership and diversity programmes, which has ultimately led to six female General Managers in Japan.

During Mr Heijligers time in Japan, IHG implemented a clear growth strategy for inbound travel, “I saw irreversible change whilst I was there,” he shared.

After 7 years in Japan, returning to Europe has been a welcomed change.

A distinguished gentleman When it comes to hotel experience, Mr Heijligers has an unrivalled CV. Having started his career in his home of Amsterdam in the Amstel Hotel (now, by chance, an InterContinental), Mr Heijligers started travelling for work in 1985, taking him to hotels in 12 different countries. Most of his experience was in Africa and Asia, but all of which were in luxury hotels.

As well as being hands on in Front of House GM roles, Mr Heijligers has also taken on corporate hotelier roles in Jumeirah and Singapore.

Mr Heijligers joined InterContinental in 2014 in Japan as a Regional Manager, progressing on to become the Head of InterContinental Japan. “It is one of the most exciting and thrilling roles I have ever had,” shared Mr Heijligers, “it was interesting, inspiring and rewarding”.

During his time in Japan, Mr Heijligers played

Hans Heijligers, General Manager

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InterContinental Genève Leadership style During his years in leadership, Mr Heijligers has gained an understanding of his own leadership style, expressing how it has continuously evolved.

“I think what is crucial is honesty, both with yourself and with others,” he said. “Firstly, it is the ability to be honest with yourself and being able to question yourself, that can be very difficult. Then, it is being honest with your colleagues. Sometimes they may not be right for the role or the environment - how can you support them to evolve into another position that is better suited?”.

It is clear, too, that Mr Heijligers believes respect for others is important for business. “Always prepare yourself. No one person is the same, and everyone deserves the respect to be treated as an individual,” he said.

Mr Heijligers also highlighted how over time he believes he has developed a more inclusive viewpoint, is less afraid of showing vulnerability, and thrives in watching others achieve their aspirations.

Contemporising history It is to state the obvious that the travel and tourism sector was grossly affected by the pandemic. Mr Heijligers described to his colleagues that returning to work would be like “getting back into the gym”.

The pandemic forced IHG to become innovative and creative, something which Mr Heijligers anticipates will be needed in the hotel’s development in the next 3-5 years.

“InterContinental Genève has a fantastic history.

Our next step is to explore how we take this amazing history into the future, creating a new, contemporary version of this wonderful hotel”. www.geneva.intercontinental.com

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Travel Blog

Why the InterContinental Genève is the Hotel of Choice for Business Travellers Tried & tested by our Creative Director Jamie Waite and wife Bethany Waite.

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ot many people can say they’ve shared a bed with a president. Ok, I didn’t quite share a bed with President Joe Biden, but he was the last person to spend a night in InterContinental Genève’s penthouse suite The Residence, before I had the pleasure to.

After my time at the hotel, I can truly say there is no better place for business travellers to stay whilst in Switzerland. Here’s why:

InterContinental Genève’s The Residence is the best suite on the market Before I even go on to describing the hotel and its penthouse, the roster of guests tells a story in itself. Previous guests of the hotel include US Presidents such as George W. Bush, Bill and Hilary Clinton and, as mentioned, Joe Biden. Celebrities and sportspeople alike have also visited, such as Sofia Loren and Roger Federer.

Situated just 500 metres from the UN HQ, the hotel has also played host to crucial political meetings, such as then Syrian President Hafez al-Assad and then US President Jimmy Carter discussing the Arab–Israeli conflict, as well as a summit meeting between Presidents Mikhail Gorbachev and Ronald Reagan.

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Tony Chi, member of Interior Design’s Hall of Fame, redesigned the hotel and The Residence in 2005, with elegance and opulence.

The Residence is described by InterContinental Genève as the epitome of excellence and it truly is. The luxurious suite, designed to reflect the elegance of palaces of the past, has two of almost everything. Two master bedrooms, two open-plan living spaces, two dining rooms, two dressing rooms, 2 fully-equipped kitchens and even two Hammans!

The suite, with floor-to-ceiling windows throughout, also boasts a bar and fitness and relaxation facilities. I put both to good use - it’s called “balance”!

The Residence certainly earns its eye-watering €20,000-per-night price tag.

Switzerland

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Switzerland

Le Fumoir, IHG Geneva

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Travel Blog Get a 5* food experience at InterContinental Genève During my stay at the InterContinental Genève I was treated to an extravagant 5-course dinner.

Woods, the hotel’s restaurant offers food with local, natural ingredients, which is reflected in the decor too. Visual art has been provided by Korean artist Jae-Hyo Lee, such as an immense wall of foliage and a hemispherical table at the entrance.

The restaurant offers a seasonal menu designed in-house. During our tasting we tried the green asparagus and confit egg yolk with calf sweetbreads, followed by cream of pea soup with capers. I can honestly say I have never experienced a taste so extravagant.

I can honestly say I have never experienced a taste so extravagant.

Francois Eustache, Head Chef, IHG Geneva

area to enjoy a morning coffee catching up on emails. Into the evening you can also enjoy crafted cocktails to unwind.

The hotel boasts a walk-in pool, with a poolside restaurant. It turns out, the pool at the InterContinental Genève is the city’s largest 5* pool.

The hotel is soon to launch a new outdoor area, including pagodas, to enjoy the summer sun.

During my stay at the InterContinental Genève I experienced the hotel’s incredible Cigar Lounge.

An original concept by Tony Chi, the lounge offers a selection of the finest cigars from around the world. You really are spoilt for choice.

What I love about the InterContinental Genève’s cigar lounge is its location. Found on the top floor, it offers an amazing view of the hotel’s lobby.

What’s so special about the lobby? It’s here where the InterContinental Genève hosts its vast collection of artwork from internationally renowned artists. Throughout the hotel you’ll find artwork from the likes of Alessandro Twombly, Amanda Weill and Zed Taylor, to highlight just a few.

The enclosed lounge was ventilated in a way that it removed all surrounding smoke - it was fascinating to see it in action!

When I say it offers an experience for everyone I mean you can bring everyone too. Well, nearly!

Sharing a floor with The Residence are eight further rooms which can be connected, meaning the entire 18th floor can be exclusively rented.

The InterContinental Genève offers an in-house experience for everyone Whether you’re a coffee connoisseur or a cigar aficionado (like me), you’ll find something to enjoy at the InterContinental Genève.

The hotel’s courtyard is the perfect sun-trapped

Further to these rooms, the InterContinental Genève offers many suites which can be connected, allowing up to 17 guests of the same party on one floor.

So, whether you want to invite your whole family or bring along your team, there’s certainly capacity to do so.

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Travel Blog Receive impeccable service at the InterContinental Genève I experienced the best of the best whilst at the InterContinental Genève, and the service from the staff didn’t disappoint.

Matching the grandeur of the suite, The Residence includes a personal concierge and chauffeur - treatment certainly fit for a President.

During our time in the restaurant, even the newest of staff could reel off knowledge of the menu’s ingredients and story.

The service from the staff reflects the rigorous training the hotel must put employees through, and ultimately the ultra-premium service they wish to provide to its patrons.

I’d like to give a special mention to Lauren, Elena and Alexandra who all served me during my stay, offering top class service.

A hotel in the heart of Geneva In terms of location, business travellers can’t ask for more.

As mentioned, the InterContinental Genève is located within walking distance of the Palais Des Nations. From a travel perspective, it is just a short distance from Geneva Airport and you’ll also receive a complimentary public transport travel card during your stay.

Walking distance from the hotel you can also discover the Ariana Museum, the International Red Cross and Red Crescent Museum or the Geneva Botanical Garden.

If that feels a bit heavy after a day of work, you can relax on a boat trip along Lake Geneva.

If you’re travelling to Geneva, in my opinion there is no better place to stay. It offers superb access to the local amenities, you couldn’t ask for more if you want to wine and dine, and patrons are treated like royalty.

I’d like to share my huge thanks to InterContinental Genève’s General Manager, Hans Heijligers. He spent time with me discussing everything the hotel has to offer, as well as his own career journey.

Find out more about InterContinental Genève and The Residence here.

All of the staff provide impeccable service

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The hotel boasts an enviable location in central Geneva

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Lifestyle

Yoga instructor Alex Howarth

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Norwich Yoga Festival

Norfolk’s Yoga and Wellness Festival Launches this Summer!

Norwich Yoga Festival August 6th 2022 Whitlingham Country Park

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hether you’re an experienced Yogi or looking to discover more about yoga and wellness, Norwich Yoga Festival offers something for novices through to advanced.

Organised by Norwich based yoga expert, Alex Howarth, the one-day event celebrates yoga, wellness and Norfolk’s small businesses.

“The festival was inspired by my passion for yoga and wellness and my local network of solopreneurs,” Alex shared. “It’s an opportunity to highlight the local yoga and wellness scene and offer people the opportunity to feel part of a community”.

The festival, which is being hosted at Whitlingham Country Park on August 6th 2022, is a packed day of yoga, wellness and fitness classes, as well as guest speakers.

Ticket holders gain access to unlimited classes and speaker sessions throughout the day.

On the day, there will be classes from 12 teachers, including Vinyasa Flow from Earth and Ether Norfolk, Classical Mat Pilates from Pilates East, and Capoeira and Handstands from Michael Marren. Of course, Alex herself will also be leading a class, teaching yoga with her fitness inspired background (prior to teaching yoga she was a PT).

Offering something for everyone, ticket holders also have access to the Fit Tent, showcasing the importance of blending your yoga practice with other practices such as cardio and strength. Join Sam Capp who will be exploring what the Bro Society has to offer,owner of Hustle, Bobby, will be showing you the power of boxing, and Imogen Clarke of Inspire Norwich will introduce you to their PT’s and safe studio space.

Bringing your little (or bigger!) ones? No problem! The Norwich Yoga Festival has Family Day

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Norwich Yoga Festival Tickets (2 adults and 2 children), with a tent specifically designed for 16 and under.

“It’s important to me that Norwich Yoga Festival is a family event,” explained Alex, “we have lots of activities for children and families, including kids fitness and yoga, mindfulness, a sound bath workshop, and a session on how journaling can bring parents and their teens closer”.

If you need a breather from all the physical activities, the Zen Tent will give you time to enjoy some quiet mindfulness. This tent will offer classes throughout the day, such as Pranayama (breath work), Women’s Circles, different meditations, journaling and creative writing.

Sustainability is high on the agenda at the festival, so take a seat on the hay bales whilst you enjoy talks on chakras, moonology, sustainable living and more. The jam packed event will have guest speakers sharing their expertise on nine incredible topics.

“To make the event as sustainable as possible, all of the decorations will be made from recycled fabrics.

Hay bales will form the event barriers and seating, and we’ll be using cardboard bins. We encourage our festival-goers to bring their own reusable bottles for drinking water,” said Alex.

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All sounds like hungry work, so thankfully the event will have a variety of food from local Norfolk vendors. With a focus on vegan and vegetarian food, vendors will include Namaste Kitchen and Churros and Chorizo. There will be meat options available and pizzas to suit the whole family!

The beautiful Whitlingham Country Park is the perfect, complimentary setting for the festival.

The event will be situated next to the Flint Barn Cafe. Ample parking is available, but Beryl bikes, e-Bikes, and e-Scooters are also available to explore the park and Norwich City after the event.

Norwich Yoga Festival, which runs from 8am7pm on August 6th 2022 is a packed day of yoga, wellness and more. “I hope visitors will have the opportunity to learn something about their mind or body, and consider how they can incorporate these methods into their own lifestyle,” shared Alex.

The one-day event is fantastic value for money, with tickets starting at £40pp or £90 for a family ticket.

For more information and to book, visit www. norwichyogafestival.org, you can also find out more about Alex and her YogaLife podcast at www.alexhowarthyoga.com

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Frew Murdoch

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Johnny Nelson

Success and Failure: Same Coin Johnny Nelson shares how he earned his stripes inside and outside the ring.

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ports broadcasting and media is a field brimming with former athletes turned journalists, analysts, consultants, and television personalities. The transition is a natural one considering these individuals have in-depth knowledge of their respective sports as well as connections to the competitors, teams, organizations, and movers and shakers within their former discipline.

Johnny Nelson is one such example. Johnny is a British former professional boxer and

currently the longest-reigning world cruiserweight champion, having held the WBO title from 1999 to 2005 and defended it against thirteen other boxers. An inspirational figure, Johnny has undergone the hardships of a sports professional and used this experience to inform his second career as a boxing analyst, Sky Sports pundit, and overall role model for aspiring athletes and sports enthusiasts everywhere.

“I fell onto my path of sport. I had to learn on the job when it came to success and self-belief. It wasn’t until I believed I was good that the penny started to drop. I mistook nerves for fear so my thought process was upside down in almost everything, in how I performed, how I approached it, how I fought… Once I understood that [I mistook nerves for fear], I realized it was a transferable skill.

Once I finished being a professional sportsman, I was asked to be a guest on two shows. We’re so self-conscious of the information that comes out of ourselves, how we look, that we don’t give the best version of ourselves. I was brought up in an environment where from the age of 14, I learned to speak and feel comfortable in my skin - not to be afraid of stepping out my lane,” said Johnny.

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Johnny Nelson Keep an empty stomach

Character as a differentiator

In his autobiography Hard Road to Glory, Johnny details his hard climb from the bottom of the ranks to the top of the world. Looking back, he believes that his career highlights included both successes and failures. For Johnny, it was the good times, like finally lifting the world title, and the bad times, such as spending six lonely years in Europe as a sparring partner, that made him who he is today.

Having earned his stripes in the ring, Johnny finished his career as a professional sportsman and transitioned from being the entertainment to analyzing it for the benefit of fans and broadcasters. However, the role change from active athlete to the engaging pundit is not as simple as it looks on paper. There is a certain Je nais se quois required, which relates to character and competitive edge.

“Failure and success are the best things that I can draw on, especially now looking back. At the time, you just think failures are the worst moments in your life. But, when you see yourself come through a journey and look at your achievements, you understand that it is a thin line between success and failure. Until you’ve succeeded, you think getting past that line and climbing up that hill is the hardest mountain to climb. But, when you get there, you realize ‘Eureka, I can do this’. ..The hardest thing is staying there, not getting there. Once you achieve success, you’ve got to have that same desire and empty stomach. We see people becoming complacent when they think they’ve reached their goal and then it all slips away, they lose it all.”

“Two people could go to college. They could get exactly the same qualifications. Those two people could go for the same job. Why would one person get the same job over the other? The reason why is the one with character will always stand out above the one without character. Character doesn’t mean putting on a singing and dancing act, it means being you, being somebody that the person you’re in front of can relate to. That’s why you would stand out amongst others who have achieved exactly the same as you,” explained Johnny.

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Sports Feature

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Sports Feature

you create a path to get there...

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...Once you start to believe in “ yourself and invest in yourself,

Johnny Nelson Challenges for today’s professional athletes

Reach your end goal

Professional athletes have never been strangers to feedback; the development of a thick skin goes with the territory. However, in the digital age, the number of channels for people to share their opinions has increased exponentially and athletes face scrutiny across television, social media, and a plethora of other platforms. In times like this, having a mentor can make the world of difference. For Johnny, it was Brendan Ingle who acted as his friend, mentor, trainer, and inspiration on his path to the top.

For Johnny, it comes down to two big questions: how much do you want it and how much are you willing to sacrifice to get it? Be honest with yourself, dig deep, and see if you have the inner resources to reach your goal. If, on your journey to the top, you tie too much of your worth into others’ opinions, you will be buffeted by the empty gusts and winds of the spectator storm.

Whereas, if you remain single-minded and get on with the job, magic happens.

“The world has changed massively, especially with social media and that fly-on-the-wall opinion.

Now, you’ve got keyboard warriors who you’re never going to meet telling you how rubbish you are and how you are never going to do anything. Everybody needs a mentor and that mentor can come in all shapes and sizes: a brother, sister, mother, father, colleague, or stranger. A mentor is there to guide you, nudge you, and get the best out of you.

“My simple message is anybody can do it. As humans, we overcomplicate our thoughts and how we get to that end goal. But, once you start to believe in yourself and invest in yourself, you create a path to get there…If you stay that hungry, you stay that focused and you stay that ambitious internally, then I’ll be very surprised if you didn’t reach your ultimate goal,” ended Johnny.

“So many people have an opinion. It’s hard for athletes to ignore the opinions of someone that’s never done it. I call them ‘armchair champions’...

How can you let somebody that has never worked as hard as you, that doesn’t even understand what you do, but just watches the end result, affect your performance, confidence, and mindset? Take the congratulations, take the criticism, but don’t take it on board,” encouraged Johnny.

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Malvern Kandemwa

Romana Moares

Christian Lindener, Global Head of Innovation, Airbus CEO, Scale innovation division

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Airbus

Airbus: Flying into the Future Airbus’ Global Head of Innovation, Christian Lindener, discusses hypergrowth and his new role as CEO of Scale.

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erospace is an industry that has traditionally operated at the edge of innovation. Over the decades, the sector has incubated many of the game-changing technologies that have shaped our modern world, from commercial and military aircraft

to GPS navigation and the development of advanced materials; it was an early pioneer of 3D printing, and more recently it has been at the vanguard of driving advancement in AI, Industry 4.0, and the development of cutting-edge satellite technology.

The tech-centric, competitive nature of aviation and defence means that, to stay ahead, aerospace players recognise the value of innovation and embracing emerging technologies more than most. Indeed, for aerospace titan, Airbus, a root-and-branch commitment to, if not outright obsession with prioritising innovation as a key strategic imperative allowed the company to not merely survive but thrive in a landscape that was dominated by larger, more established US giants like Boeing, McDonnell Douglas, and Lockheed, following its inception in 1969, and has underpinned its journey from industry outlier to industry leader over the 50 years since.

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Airbus Airbus has come a long way since it was formed, following the creation of a French-German consortium to produce and sell the A300B. As the foremost party within an Airbus-Boeing duopoly that dominates global aerospace, there is little concern within the company regarding its present-day capability and profitability – presently, no other aerospace player can match Airbus by measure of aircraft sales, quality, and technological capability. But what of the future? What technologies and trends will Airbus need to stay abreast of to ensure that it maintains its leadership position going forward in a fast-changing world? For Christian Lindener, Airbus’ Global Head of Innovation and CEO of the new recently formed innovation division, Scale, looking ahead with a view to building the business of tomorrow is ever on his mind.

“Airbus is made up of three divisions - we have commercial aircraft, defence and space, and we

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have helicopters. It’s pretty straightforward what we do. We do flying vehicles, right? Now, particularly where I am, is not looking at the core business - so not looking at the aircraft, not looking at the satellites, not looking at the helicopters, but everything that is adjacent that represents new business opportunities for Airbus,” explained Lindener.

He continued: “Being a heavily R&D focused company, Airbus focuses on leading new business innovation - the growth catalyst for tomorrow’s businesses. To describe what we do, I like to use the term ’startup factory’, because what we do is to take those technologies and really bring them to fully fledged companies. So that is the essence of what we’re trying to do here, to actually create those businesses of tomorrow. We don’t do that much corporate innovation in a classical sense when people use sticky notes and think creatively. That’s not us. We are more on the execution part and we create new companies at the edge of Airbus businesses.”

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Innovation Feature

Partnering with these “ hyper-growth start-ups is

something we try to do as a key area of business.

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Airbus As a well-regarded figure who cut his teeth in various startup ecosystems, and a startup mentor and founder himself, Christian Lindener knows the innovation business, startups, and corporate venturing inside-out. Since he joined Airbus in 2019, Lindener has sought to rejuvenate the company’s innovation function, particularly in the area of external corporate-startup partnerships, which – whilst successful to some extent – had failed to move the needle from an innovation standpoint as much as Airbus’ executive leadership teams had hoped.

For a corporate such as Airbus, in addition to identifying and analysing market trends and overseeing in-house innovation, the function of an innovation arm is generally to explore external opportunities, aka search for exciting, dynamic startups of sufficient maturity and to combine their strengths with the leverage and competitive advantage of the corporate.

“I think one of the challenges of industries or companies of comparable size to Airbus is that we have a very profitable core business of today. The challenges then occur when we strive to bring about growth for tomorrow.

This might not be with the products we have today, and this might be mostly different. But on the other side, you see, I mean, we’re on the incumbent side, and on the other side, you see start-ups that have hyper-growth, that are scaling, that are really getting millions of euros in investment and now, where we see competition as something incredible for the ecosystem system, this is also a situation where it makes sense for us to partner with these start-ups to have a win-win situation right? They can leverage our knowledge or industry specifics, and the test beds we have for growing expertise, and we have access to technology that is very fast moving and the people that think about business differently to how we do. Partnering with these hyper-growth start-ups is something we try to do as a key area of business.”

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Airbus

Airbus has amazing “ technologies that we don’t

always do anything with.

We are going to identify those technologies, pull them out of the company, build a team around them - hiring externally as well as internally.

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Innovation Feature Until recently, such partnerships were formed through Airbus’ former external innovation program, BizLab, a corporate accelerator that saw external companies and Airbus’ in-house intrapreneurs work together as part of a hybrid structure, and which nurtured more than 100 external startups and internal projects since the initiative was started in 2015. That the majority of these are still in business is testament to the success of BizLab, which enjoyed a survival rate better than many startup accelerators. However, whilst BizLab succeeded in incubating a number of exciting startups, Lindener has long been of the opinion that BizLab hasn’t fulfilled its potential. None of the companies that emerged from BizLab have proved to be a runaway success story, and the program didn’t transform Airbus in the way that many hoped.

Vastly greater things are expected of Airbus’ new innovation unit, Scale, however, which will bring together corporate innovation, startup engagement and company building activities. Along with his colleagues amongst Airbus’ senior leadership team, Lindener is confident that Scale will succeed where BizLab didn’t and deliver three unicorn-level startups per year.

“We had these intrapreneurship programmes and innovation programmes running all over the company and we said hey, let’s pull them all together and see if we have everything that we need. The missing part was to really make the innovations happen. We’re going very deep into company building. Airbus has amazing technologies that we don’t always do anything with.

We are going to identify those technologies, pull them out of the company, build a team around them — hiring externally as well as internally.”

Scale will support and augment Airbus’ future growth and contribute to the development of future programmes and businesses as part of the Company’s zero-emissions ambition. This new unit strengthens the overall innovation landscape in Airbus and complements other Airbus innovation centres such as Acubed in Silicon Valley, the Airbus China Innovation Centre (ACIC) in Shenzhen and the Airbus UpNext technology demonstrator entity.

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Innovation Feature The new innovation unit is an evolution on how Airbus approaches its internal and external innovation activities. Building on the experience gained over the past seven years with BizLab, Airbus Scale will converge and diversify intrapreneurship and start-up partnering to build and grow co-funded, profitable, fully-fledged businesses and to further extend Airbus’ competitive advantage.

Christian concluded: “Scale’s work will be directed towards the top company strategy of decarbonisation, zero emissions. There’s going to be a whole ecosystem around climate tech that will need to be leveraged for Airbus to create the businesses of tomorrow. These are things we are particularly looking into - climate tech primarily. And then also there is also anything that is around that analytics or Internet of Things due to the specific problems we have. We’re doing businesses on the edge of these things.

It will certainly be an interesting development when we see these new companies being created, we’re expecting this to be next summer when they start launching. We’re all into this area and how to pivot the ecosystem of our company towards sustainability. And this is something that’s really exciting.” www.airbus.com

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Frew Murdoch

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Alphamin Resources

Pedal to the Metal

“Around half of all tin used globally goes into soldering circuit-boards, the hidden drivers of the electronic world, meaning it is everywhere but nowhere to be seen. The metal may not grab the headlines in the same way as cobalt or lithium, but electric vehicles aren’t leaving the garage without it.” - Reuters (19 May 2021)

Alphamin Resources’ exploration strategy brings hope for tin production.

In 2019, the International Tin Association issued a report on tin’s use in lithium-ion batteries. The report predicted that demand for tin would surge up to 60 000 tons a year by 2030.

The global demand for tin is fast outstripping supply. Fortunately, companies primed for tin production, such as Alphamin Resources, are ideally positioned to capitalize on the current market conditions.

he drive for electrification and the resulting rise in demand for metals, such as lithium, nickel, and cobalt, showcase how green technologies have impacted positively on battery materials and related markets. However, one metal that often skirts the spotlight is Tin. Tin may be considered less significant compared to the aforementioned metals, however, it has a huge future, which is reflected in tin’s recent price points. In April 2022, Tin was priced at 42991.11 USD per metric ton, up 51.76% from April of the previous year.

Alphamin Resources is a low-cost tin concentrate producer, from its high-grade deposit at Mpama North in the Democratic Republic of Congo (DRC). Mpama North accounts for approximately 4% of the world’s mined tin supply and is the world’s highest-grade tin resource at a grade of approximately 4.5%, around four times higher than the average operating tin mine. In addition to its mining license for Mpama North, Alphamin Resources has five exploration licenses covering a total of 1270km2 in the North Kivu Province of the DRC.

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Alphamin Resources Exploration reaps reward Besides the rise of autonomous and electric vehicles, tin demand is also rising due to technological developments in other areas, such as advanced robotics, renewable energy, and the Internet of Things. In short, tin is vital to power next-generation technology as it acts as the “glue” for many of these technologies’ components.

Ahead of the curve, Alphamin has made strides in order to facilitate supply for this integral resource. The organization places heavy emphasis on exploration activity with expansionary and infill drilling of approximately USD 20 million planned for 2022. The tin concentrate producer aims to maximize annual tin production and life of mine by establishing more mines within their area of licensing as well as incremental production from Mpama South.

Mpama South, located just 1km from the mining company’s high-grade deposit at Mpama North, appears to show just as much promise in terms of tin production as its northern counterpart.

The mining company has drilled 16 diamond core holes in the southern region with encouraging results. At this time, approximately 85% of the drill holes completed during exploration revealed visual tin mineralization.

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Resources Feature

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Boltec M10 and E10

The benchmark in underground rock reinforcement

+

Increased productivity and bolt installation quality

+

Improved operator ergonomics

For more information:

+

Flexibility and compatibility with different bolt types

www.epiroc.com/boltecm10e10

Epiroc launches the next generation multirole face drill rig: the Boomer M20 With protected hydraulics, sensors and cables, Epiroc’s new Boomer M20 is designed and built to minimize unplanned stops and maximize uptime and performance in highly demanding operations. This is the next generation in underground mining.

A challenging part of underground work is the everyday wear and tear on hydraulic hoses. Falling rocks and debris and the continuous wear against tunnel floor and walls means constant hose repairs. The Boomer M20´s heavy duty hose-less boom design minimizes unplanned stops for hose repairs, which keeps the rig up and running even in the toughest conditions.

“The Boomer M20 has been developed in close collaboration with key customers and is the result of extensive research and real-world testing. This is the perfect choice for mining houses and contractors that want to out-drill the competition through innovation”, says Niklas Berggren, Global Product Manager Face Drilling Equipment at Epiroc.

Automated features for higher performance, reliability and quality High precision and performance are ensured thanks to on-board automation features, tele-remote capabilities and digital drill plans which give higher reliability and quality of the full drill cycle. By utilizing High Performance Development, the Boomer M20 allows the operator to adjust and download drill plans directly at the face which eliminates the need for adjustments on the surface.

“With digital drill plan handling, drill rounds will be longer, more precise and give far less overbreak. We have seen total cost savings of up to 25% and up to 40% productivity increase”, says Berggren.

bration dampening materials the noise level is kept as low as just 65 decibels. The safe bolting platforms are another great advantage because this avoids any operation under an unsupported rock.

Battery driveline option Epiroc continues the charge towards electrification in underground mining and the new Boomer M20 comes with a battery-electric driveline option. A battery-powered Boomer M20 brings additional savings on health, maintenance, ventilation and cooling.

“With the on-board charger, the operator does not need to plan for charging, as it automatically takes place while connected to the grid for drilling. Thanks to the high-capacity battery, Boomer M20 has a fantastic driving range, and there is nothing to disturb the drift cycle”, says Berggren.

Mining from a new perspective To really highlight the fantastic innovation, a spectacular campaign video has been produced, with a scenic backdrop that will take your breath away. The Boomer M20 is balancing on its innovative, robust booms, on a mountain top. Breathtaking without a doubt. Epiroc´s President and CEO, Helena Hedblom, is fronting the new innovation in the campaign video.

“We are in this for the thrill of solving the real problem. For the adventure and energy found in new perspectives. The Boomer M20 is another great example of how we make a difference through innovation”, says Helena Hedblom.

Visit the Boomer M20 campaign website to learn more: www.epiroc.com/boomerm20

Safer work environment The Boomer M20 is designed with safety in mind; thanks to several features the rig secures a safe working environment for operators.

“Safety has been with us since day one. It’s our top priority and we have made great efforts in improving safety for operators with this rig,” Berggren says.

Through teleremote capabilities, operators can drill from a safe distance away from hazardous areas at the tunnel face and keep production going also over shift changes.

Thanks to the multi-functional joysticks operators can keep their eyes on the task at all times. The unique cabin is designed to give optimum visibility and thanks to noise and vi-

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Resources Feature Responsible tin practices

Forecast: supply deficit and tin price

Alphamin has not only made progress with exploration. The company has also contributed to the transformation of tin production practices in the region. The mine is situated in a remote forested area in the Walikale Territory of the North Kivu province where, between 2002 and 2012, 2000 artisanal miners exploited shallow Bisie deposits. The output from this illegal mining helped to fund widespread conflict across the region. Fortunately, the USA’s Dodd-Frank Act of 2010 resulted in illicit mining operations becoming economically unviable. This led to Alphamin being established as the first formal operating mining company in the province.

According to Alphamin (2022), dwindling mine reserves suggest that global supply may struggle to meet future demand. Forecasters predict that tin supply will enter a deficit during 2022 and remain there unless new production is introduced to the market. Additionally, the market landscape continues to be affected by the ongoing trade war.

Later, when the Dodd-Frank regulations were repealed in 2017, Alphamin continued to uphold compliance and supports a full traceability system for its tin concentrate production. The mining company adheres to stipulations and guidelines set out by the Organization for Economic Cooperation and Development, and the European Union. In doing so, the mine minimizes environmental impact and actively improves the lifestyles and well-being of its surrounding communities.

In terms of sustainability, the Mpama North mine requires little power and consumables for its operations. Alphamin is a primary source of economic activity for the region and a substantial portion of royalties go to the local communities, in accordance with the DRC’s Mining Code. The mine’s establishment also paved the way for the development of much-needed infrastructure.

“The current price of tin has been affected by the ongoing trade war between the USA and China, and between Japan and Korea. China and Korea are the world’s primary semiconductor manufacturers, hence significant users of tin. The current economic uncertainty has seen users of tin reducing their inventories rather than procuring tin, with the associated knock-on effect on the price of tin. However, the long-term fundamentals remain strong, and the rich grade of Mpama North provides us with a robust buffer from market fluctuations.

“Alphamin is already making good profits. With an established footprint, significant production from the Mpama North mine, additional capacity in the current processing plant, and the potential to add production from nearby tin deposits, Alphamin is likely to follow a path of increased output at lower incremental unit costs for many years to come,” Alphamin Resources (2022). www.alphaminresources.com

The mine recruited 600 locals to develop a road through the jungle, which created jobs and provided locals with another means of travel.

The large-scale mine also contributes to other forms of infrastructure such as banking and telecommunications, which has led to multiple successful small businesses, better security and governance, as well as increased educational opportunities.

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Gary Smith

Frew Murdoch

Manuel Valencia, Deputy Head of Communications

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AMB Airport

The front elevation of Arturo Merino Benitez airport at night

The Winds of Change The inauguration of the new terminal at Arturo Merino Benítez International Airport signals a new era for Chile’s air transport sector

Passengers moving through Arrivals

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rom Torres del Paine National Park and the Atacama Desert to the world-class vintages and magnificent hot springs, South America’s Chile offers an abundance of tourist attractions and leisure opportunities for

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AMB Airport the global public. Making this possible is Chile’s air transport sector, which provides a comprehensive network for the flow of people, goods, services, and investments across the world.

Although the Covid-19 pandemic has rocked the global tourism industry, the airport transport sector has not ground to a halt. Keeping faith in the idea that clear skies follow the storm, the Arturo Merino Benítez Airport, also known as Santiago International Airport, recently saw the fruition of an ambitious five-year expansion project: the opening of its new international terminal, Terminal 2 (T2).

T2 represents an investment of US$990 million and is one of the largest infrastructure concessions made in Chile’s history. Covering an area of over 200 000sq.m, the new terminal expands the airport’s capacity from 16 million to 38 million

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passengers per year. The project was facilitated by the Nuevo Pudahuel consortium, which comprises Vinci Airports, Aeroports de Paris (ADP), and Astaldi. The group became the manager and custodian of the Arturo Merino Benítez Airport in October 2015. In the making since 2017, the T2 project involved an in-depth airport infrastructure transformation, with the end user’s experience serving as a focal point of design inspiration.

Executive President of Nuevo Pudahuel, Xavier Lortat-Jacob, said: “This work summarizes the combined experience and knowledge of Groupe ADP, VINCI Airports and Astaldi... We are providing Chile with a new gateway to the country that meets the highest international standards, further enhancing the attractiveness of Santiago Airport, helping to strengthen Chile’s connectivity with the world, and fulfilling its potential as a business, tourism, and innovation center in Latin America.”

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Aviation Feature Panoramic aerial view of Arturo Merino Benitez airport

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AMB Airport Modernization and transformation The new terminal’s design realizes the consortium’s vision of improving the passenger experience. The expansion has resulted in a drastic waiting time reduction due to the addition of 96 automated self-service check-in counters, 40% more immigration kiosks at border control, self-service baggage drop counters, and a new baggage management system. The large duty-free section, new restaurants and on-site retail outlets, as well as the provision of services like the nursery room and exhibition hall, also go a long way in fulfilling travelers’ expectations.

“A new international terminal does not have a new infrastructure as its final objective, but rather it is the means by which Nuevo Pudahuel can make the Arturo Merino Benítez airport evolve into a space where the country’s connectivity multiplies, at lower values ​​for democratization of air transport, where the path begins to fulfill the commitment of this concessionaire to transform the Santiago airport into a zero carbon footprint and where the culture of the country is shown in its maximum splendor, through its roots and also a technology of point, which will be modified year after year thanks to the investment and commitment of Nuevo Pudahuel to Chile”, expounded Xavier.

From a technology perspective, both the national and international terminals are equipped with state-of-the-art technology, such as state-ofthe-art baggage scanning equipment, modern boarding bridges with visual guidance systems for docking, and a multiservice network, which connects the entire airport through a series of fiber-optic rings, allowing for increased bandwidth capacity. Other noteworthy technologies include new digital CCTV surveillance installations and the Monitoring Control System (MCS), which is based on software and a network of control and monitoring units in hardware.

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AMB Airport Sustainable aviation On 6 April 2022, the International Air Transport Association (IATA) held its 12th annual Wings of Change Americas conference. The event offers a platform for industry leaders and experts to discuss relevant aviation trends and topics. This year, the panels focused on driving innovation for a sustainable future along the aviation value chain and achieving net-zero carbon emissions by 2050. Emphasis was placed upon tenets such as remaining adaptable, integrating new technologies, and driving sustainability.

Arturo Merino Benítez Airport has made considerable progress in this vein; embracing sustainability by embarking on a process of environmental transition. Nuevo Pudahuel has taken concrete steps towards a sustainable future, enabling Santiago Airport to be one of the first to join Level 2 of the Airport Carbon Accreditation; as set out by the Airports Council International.

“We’re investing in electricity, energy saving, waste treatment, and water distribution. As an example, we have changed all the lights in the existing terminal to bring them up to environmental standards…We invested in solar panels on the roof of the existing terminal. We have waste management in the existing terminal and we’re committed to reducing our carbon emissions to 50% of what they are today,” stated Xavier.

Arturo Merino Benítez Airport has made headway with a 70% reduction in lighting energy consumption, a decrease in land transport emissions resulting from bus transport electrification, and the reforestation of seven hectares of airport land. These actions suggest that the airport is on its way to achieving its objective of reducing the airport’s carbon footprint by 40% in 2030 and realizing net zero emissions by 2050. www.nuevopudahuel.cl

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Morpho: as Chilean as wine Fifteen years ago, we arrived in this magnificent land in the south of the continent. We went into its markets, visited its villages, connected with its artisans, and discovered behind each loom, each clay pot, each wicker basket, and each poncho a unique and sublime story. That is what we do at Morpho every time we arrive in a country: we connect with its culture, we learn from its history, we vibrate to the rhythm of its heartbeat. That is why each of our stores is a little piece with the aroma of the country that hosts it, because we have designed them to house the best of the traditions of those who today are our hosts.

We currently operate in five regional airports: Calama, Iquique, Concepción, Puerto Montt and Punta Arenas, in addition to 15 stores in Santiago de Chile.

They say that in the midst of every crisis, lies great opportunity, and so it was for Morpho in 2020. During the pandemic that filled us with fear and cast a shadow of uncertainty, we were presented with the opportunity to participate in a tender, which kept us busy and full of enthusiasm, focused on designing a value proposition that would allow us to win. And we did! We were awarded 19 commercial spaces totaling 4126 m2, which will strengthen our expansion in Chile with the opening of 5 food and beverage stores and 14 retail stores in the new terminal of the Santiago international airport.

As of February 2022, Chileans, and all travelers from other countries transiting through these airports, will live unique and memorable experiences in our fascinating stores.

We know that between connecting flights there is always time to check our email over a delicious cup of coffee. That’s why we’re opening Britt Café Bakery, where travelers can savor the most exquisite French pastries accompanied by gourmet coffee, as well as a variety of lunch options and tasty breakfasts.

And as in any airport in the world, for travelers who always appreciate a delightful cocktail, we will open Bartolomé: a pleasant and relaxed place, a bar where you can indulge yourself with the taste and quality of delicious traditional Chilean seafood, in addition to our local wines and cocktails.

And what everyone likes, a tasty place with a hint of cheese and basil, California Pizza Kitchen: a delicious pizza with an international menu that will be the favorite place for those who want to experience a unique pizza or pasta.

We could not leave out our Britt Shop legacy: a store that offers traditional gifts, souvenirs, t-shirts, chocolates, and mementos that capture the essence and culture of the country.

For those who love a good steak in the best Chilean barbecue style, we will offer Bárbaro.

El Salar de Sol is a very exclusive gift, handicrafts, and traditional spices store, where travelers will be delighted with its variety and good taste.

In the public area, the traveler will find Patagónico del Sur, a very special gift store, the perfect option for those saying goodbye and those welcoming visitors. www.morphotr.com

Our innovations for Chile will amaze you. Since february, we will offer the following options: Let’s start with Casa Chile: The true spirit of the Chilean artisan will be in this store, where travelers will find a lot of beautiful handicrafts and delicate gourmet products, made by Chilean entrepreneurs.

For jewelry lovers, a mandatory stop will be Jewelry Me, where they can find the finest Chilean jewelry and original silver, copper, and gold craftwork.

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Chiara Salter

Frew Murdoch

Annalisa Ferri, CEO, Ecopack

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Ecopack

Ahead of the Mainstream Ecopack embraced the sustainability and ecodesign ”before it was cool”.

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he fight against single-use plastic and unnecessary wastage is well underway.

Consumers are hyper-aware of sustainability, which has led to increased vigilance regarding organizations’ approaches to ecology. This has translated into substantial changes for companies worldwide in terms of products and packaging. Huge multinational companies like Evian, McDonald’s, and The Walt Disney Company have pledged to cut back on plastic, and this comes not just out of a responsibility to the environment, but also as a way of satisfying the consumer’s demand for more accountability and low-impact offerings.

It is evident that many companies are caught in a place of reaction, struggling to transform product lines and meet customers’ needs while protecting the bottom line. Conversely, companies that demonstrated foresight of the importance of environmental sensitivity are reaping the benefits of forward-thinking. Ecopack is one such organization; a business that has demonstrated proactivity since it was first founded in 1939. This family-owned business is swimming ahead of the mainstream, in a river where many companies are fighting to tread water.

Ecopack designs and produces paper baking molds for the food industry worldwide with an extensive range of over 800 products. The company creates bespoke solutions to meet clients’ needs, using its engineering skills to work with a variety of paper types in different styles of molding, to create products that are certified FSC, recyclable, compostable, and fit for the kosher food industry.

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Ecopack Sustainability from the ground up Ecopack was funded, under the name of “Ferri Cartotecnica”, by Salvatore Ferri, in 1939.

In 1988, Luigi Ferri rebranded the company as Ecopack, at a time when sustainability and ecology were notions unthought of. Ecopack brought Luigi’s vision to life and the company title concisely summarizes the organization’s ethical direction and strategy.

Annalisa Ferri, CEO at Ecopack, shared how her grandfather’s vision continues to drive their growth and future: “The interest for sustainability has always been strong in Ecopack. My grandfather already, over fifty years ago, understood the importance of recyclable materials and was always researching new solutions. Our business strategy has been strongly focused on avoiding the unnecessary use of non-recyclable materials for our products. Today, our product range includes solutions such as Cocoa Paper, which has a chemical composition that drastically reduces the use of virgin paper by substituting it with cocoa shells.

“Many of our international plants have been created specifically to accommodate our clients’ requests, and that is a great accomplishment. Knowing our clients’ trust in Ecopack is so strong has allowed us to take risks that ended up being a great choice for our business and our clients. I think there is no greater achievement than to create value for both your company and client.

“We have solved two major problems for Ferrero Rocher. In the 70s, they had a very successful product called Fiesta. At that time, we provided them with kilometers of doily, which were placed underneath the cake product. We were the only ones who were able to do it in reels, which means we offered a packaging solution for a key customer. Then, we started manufacturing the paper cup that is underneath the Ferrero Rocher. We could do it, granting them 99.9% efficacy on the line. This was a quality built in the process of manufacturing the cup,” disclosed Annalisa.

“Moreover, all our products have a certified compostable version that completely changes the afterlife of the product by allowing customers to throw it directly into the compostable garbage, thus avoiding pollution. My grandfather’s intuition has been proved by the increasing interest sustainability is gaining nowadays. Every day, more businesses ask us for recyclable or compostable products, or for specific certifications as fundamental requests to start a business collaboration.”

Solving key customer problems There is a solid basis for the enduring longevity of the maxim “the customer comes first”. Many companies develop by answering customer requests, and Ecopack is no different. The organization demonstrates an aptitude for solving customer problems as these arise.

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Ecopack products on display

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Sustainability Feature

We focus on retaining “employees by affording them

opportunities to improve their capabilities and grant them a good balance between work and personal life.

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Ecopack Leading the way in 2022 With current worldwide challenges, leading the pack in 2022 can be compared to playing a particularly difficult game of minesweeper - one must tread carefully, with precision, strategic intent, and comprehensive knowledge of the playing field. Annalisa, who has faced numerous challenges during her 25 years at Ecopack, believes business leaders need to address today’s obstacles of talent retention and healthy supplier relationships to achieve success.

“The first challenge is that the Covid experience changed people’s attitude towards work. They were forced to stay home, which allowed them to realize the value of the balance between work and private life. As a result, workers now prioritize flexible work models, which can make it difficult to attract and retain talent.

“We focus on retaining employees by affording them opportunities to improve their capabilities and grant them a good balance between work and personal life. We focus on investing in our talent to develop their competence, technical skills, and software skills… An experience in working that is worth more than staying at home.

“The pandemic was also an occasion to strengthen our relationship with our supplier – there was a moment when our main supplier of raw material did not know where to stock the paper reels. The market was slow and they did not have enough space. We said they could deliver to us in advance because we did have the space. That has proven to be of enormous importance when one year later, they were not able to produce what the market was asking. They were forced to choose between their customers; they did choose us,” explained Annalisa.

Ecopack: a valued business partner of Nordic Paper for many years!

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Ecopack

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Sustainability Feature Industries across the world have changed for the better in the response to climate change and environmental threats. In a time where many companies are caught in the “stimulus-response”, or a “crisis-react” pattern, it pays to be ahead of the curve by preparing for the future, doubling down on talent, and being accountable.

“We also have gone through a period of slow demand to a period of super demand. Our company has developed capabilities that we did not think we had, and this is a strengthening factor for the company. These capabilities are now a stronger base that we can use to build on new products and delivering systems which are both circular and low carbon,” ended Annalisa. www.ecopack.com

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Connor Love

Frew Murdoch

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FLYHT

Higher-Level Insights FLYHT Aerospace Solutions Ltd. accelerates airlines’ digitalization by transforming operational data into immediate, quantifiable actions that improve aviation efficiency and profitability in 2022.

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he Covid-19 pandemic was not kind to the global aviation industry. Over 40 airlines, such as Air Italy and Miami Air International, filed for bankruptcy by the end of 2020. Others underwent harsh restructuring plans and hurried business model adjustments in order to survive. The drastic reduction in flight demand ushered large, widebody commercial aircraft like the Boeing 747 and Airbus 340 into swift retirement.

Fortunately, 2022 hints at more cheerful skies.

In June this year, the International Air Transport Association (IATA) upgraded its outlook

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� Has kept humans and safe and secure for hundreds of millions of flight hours �

Delivers deterministic real-time responses to events

�

Is DO178 DAL A certified

�

Is the only operating system to have been granted a Reusable Software Component (RSC) by FAA, enabling customer to reuse software on more than one project without having to regenerate certification artifacts

For more information, visit: lynx.com/industries/avionics

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for the airline industry’s 2022 financial performance. The easing of travel restrictions in most markets and the public’s strong desire to travel has fueled a rebound in demand that will potentially see flight passenger numbers exceed 80% of pre-pandemic levels.

Willie Walsh, Director-General at IATA, stated: “Airlines are resilient. People are flying in ever greater numbers… Losses will be cut to $9.7 billion this year [improved from the October 2021 forecast of an $11.6 billion loss] and profitability is on the horizon for 2023. It is a time for optimism, even if there are still challenges on costs, particularly fuel, and some lingering restrictions in a few key markets.”

It is not just airlines that are poised for recovery.

FLYHT, an independent solution provider for the aviation industry, is already experiencing the rewards of bolstered airline performance. In May this year, the company announced that it had received a $5.65 million purchase order for Iridium modems and license fees from a longtime Original Equipment Manufacturer (OEM) partner.

“

It is a time for optimism, even if there are still challenges on costs, particularly fuel, and some lingering restrictions in a few key markets.

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Our operating system resides in mission critical avionics platforms

Bill Tempany, CEO of FLYHT shared: “We are very happy that our relationship to install these very successful software and intellectual property products on aircraft continues to result in deployments of AFIRS™ [Automated Flight Information Reporting Systems] products around the world.

We are seeing strong recovery of our customers in North America and Europe, with recovery lagging in south-east Asia and China. We expect to see these markets recover from late 2022 into early 2023, as living with Covid becomes the norm. This latest order allows FLYHT to exit the pandemic in a strong position, ready to deliver our new products and services to existing and new customers.”

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FLYHT Actionable intelligence FLYHT has roots as an early partner of Iridium Communications, a mobile satellite service company that utilizes the Iridium constellation of cross-linked low-earth-orbiting satellites to provide essential communication services across the globe, including areas not served by traditional terrestrial networks.

With partners such as these, and with its role as a data provider to commercial airlines, FLYHT is well-positioned to effect airlines’ digital transformations. If the Covid-19 pandemic has taught organizations one thing, it is that digitalization is crucial for business survival. FLYHT leverages this fact by offering customers actionable intelligence that consolidates real-time airport, airline, and aircraft data, and drives concrete actions that result in a competitive advantage and improved profits.

This actionable intelligence is steered by a selection of patented aircraft-certified hardware products. These include solutions such as AFIRS™, an aircraft satellite communications/ interface device, which enables cockpit voice communications, real-time aircraft condition analysis, and inflight aircraft data transmission.

Another of FLYHT’s airborne hardware solutions is the AFIRS Edge™, which provides a 5G Wireless Quick Access Recorder, Aircraft Interface Device, and Aircraft Condition and Monitoring System. This product is suitable for any aircraft and allows for airlines’ independent data governance.

FLYHT’s airborne hardware takes off In June 2022, FLYHT announced the successful installation and testing of 20 AFIRS 228S™ units on the newest Chinese-developed ARJ21 aircraft, ordered by China Express Airlines, the country’s first private regional airline. AFIRS 228S™ hardware improves crew communications through reliable voice and data services

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Aviation Feature including SATCOM voice, global flight tracking, two-way text messaging, aircraft health monitoring including engine/airframe exceedances, engine trending, fuel management, real-time engine data analytics, and real-time flight data management, among others.

“It has been a long time in the making, but today I am proud to say that we have successfully completed this first installation of AFIRS™ on the ARJ21 and that our technology will be operational on this new aircraft type. We see the introduction of the ARJ21 into service with China Express as a continuing step in our relationship as we provide consistent reporting across the different aircraft types in their fleet,” confirmed Bill.

Beyond the horizon Established in 1998 and headquartered in Calgary, Canada, FLYHT has made a significant global impression, with sales and installation support in China, Europe, South East Asia, and the United States. With more than 80 airlines operating over 800 aircraft, 2 000 Airbus-installed units, and the travel sector in the midst of a resurgence, FLYHT’s actionable intelligence presents a welcome, forward-thinking solution for their existing and future customer base.

The integration of AFIRS™ data services coupled with wider technology trends, such as the Internet of Things and the blockchain, unveils a shining opportunity for FLYHT’s customers to achieve maximum benefit from these technologies for little-to-no capital investment. With timing working in their favor, and tested and proven aviation solutions, FLYHT is in a prime position to accomplish its mission of assisting customers to emerge from the 2020/2021 period of turmoil stronger and more profitable than ever. www.flyht.com

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Chiara Salter

Niamh Spence

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HI-LEX

Kaizen Chiefs If it’s a moving part in your car, there’s a likelihood that Japanese founded component and systems manufacturer HI-LEX was behind it.

Laura Watling speaks to President of American Operations, Brad Semp, to discover what’s on the horizon for this historic company.

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ith 50 locations in over 18 countries, HI-LEX has received industry wide recognition for its mechanical control cables, window regulators, door modules and power closure products.

As well as providing its expertise to the automotive industry, it supplies to other recreational vehicle manufacturers and medical OEMs. “Our products are known for their superior quality, technological advancements, price-point and delivery,” told Mr Semp, “it’s important too that we stay flexible and always align ourselves with our customer’s needs”.

As such, HI-LEX’s value proposition changes to meet its customer’s needs. As a Japanese owned business, Japanese culture underpins its beliefs, particularly “kaizen”.

Kaizen, the Japanese word for “improvement,” is a concept referring to business activities that continuously improves its functions from top to toe. It follows the method of “plan, do, check, act”.

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HI-LEX “For us, kaizen is the continuous development of our corporate culture, product development and innovation, marketing and sales, customer strategy, and managing our multi-generational workforce.”

PDCA in action In our now (so-called) post-pandemic world, high on the agenda for the global manufacturer is to find a solution for ‘people’. That may seem like quite an existential quest, so what does President, Mr Semp, mean by that “One of our biggest challenges at the moment is people. We currently have such a varying workforce, spanning four generations,” explained Mr Semp.

“Our staff were permanently impacted by COVID, and now, some are seeking more flexibility. It’s our challenge, particularly in the American division of HI-LEX, to find the solution for that”.

People are at the core of what we do, so we need to find a way to host those varying shift patterns whilst maintaining product output.

“

“

With this in mind, Mr Semp has commissioned HI-LEX’s HR team to find a solution for shift scheduling to meet the different wants and needs of its staff. “This could mean integrating staff that want to work a 10 or 12 hour week with those wanting to work upwards of 30 hours. People are at the core of what we do, so we need to find a way to host those varying shift patterns whilst maintaining product output”.

And it’s not just on the manufacturing floor where HI-LEX is experiencing a generational shift. In January 2021, 44 year old Taro Teraura took over the chairmanship of the business from his father, who himself had been at the company for over 40 years.

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Car Manufacturing The ATF Way ATF is family. We’re a family business built on entrepreneurial passion and team spirit. Our core values are represented by the ATF Way. It’s engrained in our culture and serves as a daily reminder of how to treat our customers and each other. Founded in 1946 and based in the stockyards of Chicago’s west side, ATF began as a supplier of surplus World War II military fasteners. From this humble beginning, our company has grown and transformed into a global manufacturer of precision cold-formed and machined components and assemblies. ATF is known throughout the industry for our automotive expertise. We develop and manufacture engineered fasteners, components and assemblies used in a variety of automotive applications. Our niche market products can be found throughout the vehicle’s interior, door systems, seating, chassis safety and underhood systems.

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HI-LEX

Balancing the dynamic For its automotive clients, HI-LEX produces over 10 million window regulators annually.

Semi-automated and automated assembly lines allow HI-LEX to provide cost advantages whilst maintaining superior products.

In addition, it produces power lift gate systems in steel and plastic and single or dual power, to meet its customers’ individual needs. At the core of the business is the design and manufacture of control cables. The company actively engages in R & D on these products to continually improve performance and driver experience.

Despite its legacy, HI-LEX faced many of the same challenges as other businesses during the pandemic.

Although HI-LEX is finding supply chain issues are now fading and normality resuming, it is starting to see price hikes from suppliers in the marketplace.

“This is a challenge we’re facing as a tier one supplier. To an extent, we have to accept and absorb the price increases we are seeing.” Here is where we see HI-LEX’s Japanese business culture come to the fore. “Part of our cultural belief is that the customer is always right. We now need to find a balance between trying to support our customers whilst also being financially savvy”.

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HI-LEX

set up a global team “ toWe’ve study sustainability in our

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“

market, work on policies, investigate green materials, and innovate.

Car Manufacturing Increasing the value proposition During Mr Semp’s 20 years at the business he has held many roles. Prior to heading up the American operations he spent four years leading the European operations of the HI-LEX. “Sustainability in the industry is very much led by the European community,” said Mr Semp, “my time there means I can bring a unique view point to the American operations.”

Some of HI-LEX’s key customers are at the forefront of bringing sustainability to the automotive industry, such as Volvo and BMW. It is crucial, then, that HI-LEX matches the demands.

“We’ve set up a global team to study sustainability in our market, work on policies, investigate green materials, and innovate”.

From carbon footprint to global footprint During its 76 years, HI-LEX has grown its global footprint by following its customers around the world. Thanks to its relationship with Honda, HI-LEX became the first Japanese components supplier in the US. Since then, it has established footholds in North America, Brazil, Spain, Germany, Russia and many regions in the Asia Pacific.

“Rather than expanding further afield, at the moment we’re focussed on optimising our current footprint,” said Mr Semp. “That’s not to say we don’t see opportunity there. Areas of North Africa and the Middle East are interesting for us, as well as expanding further into South America” he concluded. www.hi-lex.com

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PROJECT DIRECTED BY

WRITTEN BY

Malvern Kandemwa

Tom Fogden

Aerial view of the construction of the Kamoa-Kakula Copper Project

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Kamoa-Kakula Copper

Digging Deep: Why the Kamoa-Kakula Copper Project is Different The Kamoa-Kakula Copper Project has seen remarkable growth since it first extracted copper in May last year.

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he Project extracted almost 20 tonnes worth of the metal between December and January. In February, it was announced that production capacity would be expanded – allowing the plant to bring more than 9 million tonnes of copper ore out of the Democratic Republic of the Congo’s (DRC) mineral-rich earth.

However, while the Project’s impressive growth over the last 12 months is notable, its story starts many years in the past.

The Kamoa-Kakula Copper Project is vast, covering almost 400 square kilometres in the Congolese Copperbelt just north of the DRC’s

southern border with Zambia. Canadian mining company Ivanhoe mines started prospecting in the area way back in 1998 but had to wait ten agonising years to find the stratiform copper mineralisation it was looking for.

To find out why the Project had to wait so long to strike copper, despite its prime position in the Congolese Copperbelt, we have to go back even further.

Copper deposits were first formed in the area some 500 million years ago, during the Cambrian period when Earth was a very different place.

Most of the continents, for example, were found in the southern hemisphere and an evolutionary explosion produced an incredible amount of animal biodiversity that, despite still existing underwater, would serve as the forbears to most of the living creatures today – including humans.

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Kamoa-Kakula Copper Fast forward to the start of the twentieth century and prospectors first start to find copper deposits in the rich and thick jungle undergrowth of what would become the DRC. The site that Kamoa-Kakula now sites on, however, would escape their attention due to thin layer of sand from the Kalahari Desert covering the deposits that formed around ten million years ago.

In the intervening century, modern exploration techniques would develop and allow Ivanhoe Mines to find the copper deposits before, in August 2012, the company was granted mining licenses for the Kamoa Project that would be valid for 30 years. In December 2012, an independent mineral resource estimate ranked Kamoa as the continent’s largest high-grade copper discovery and the largest undeveloped high-grade discover on the planet. Construction began on the mines in less than two years later.

Since then, the development of the mines has moved apace. A second site, Kakula, was dis-

Aerial view of the Kamoa-Kakula Copper Project mining site today

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covered in 2016. Last year, the first commercial production began, and, by August, the mine was producing almost 15,000 tonnes of copper per month. In September, that number exceeded 16,000 tonnes.

“The team at Kamoa has worked tirelessly to bring the Phase 1 concentrator to steady-state performance,” said Mark Farren, Kamoa Copper’s CEO at the time.

“We are very pleased with September’s results, which exceeded steady-state design parameters for ore throughput and were close to achieving steadystate design copper recovery and monthly copper production.”

This is all great news for Kamoa Copper and the other shareholders. The company is a joint venture between Ivanhoe Mines, Chinese multinational mining company Zijin Mining Group – who both hold 39.6% of Kamoa Copper – and the private Hong Kong-based company Crystal River Global Limited, which holds 0.8%.

Resources Feature

We are very pleased with “ September’s results, which

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exceeded steady-state design parameters for ore throughput...

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Kamoa-Kakula Copper It has a range of sustainable development goals which cover everything from ensuring there is no poverty on the mines’ sites to bringing clean water and sanitation, as well as a quality education to the residents.

The company is helping small-scale farmers to increase their production and lay the foundations for increased commercial farming as well as building an agronomy school in collaboration with the University of Kolwezi. In 2020, local famers, with Kamoa Copper’s help, produced more than 350,000 kilos of maize, earning $152,000 for the 22 communities and 248 beneficiaries involved while the more than 228,000 kilos of fruit and veg produced generated more than $300,000 for two communities and nine beneficiaries.

ACCESS WORLD Head Office | SWITZERLAND info@accessworld.com • +41 41 729 8620

Kamoa Copper also established the Kansoko Training Centre to help upskill its Congolese employees to gain skills in mining, concentrator, and engineering maintenance. The longterm plan for the Training Centre is to develop Kamoa’s new generation of managers and leaders. In 2020, the Training Centre had successfully trained and deployed five crews for the Kakula Mine and two at the Kansoko mine.

However, the mining industry Africa –philosophy and Access World prides itself on keeping up to date with the ever-changingin commodity market. It is our to meet the needs of our clients with tailor made solutions. Are you looking for quality logistics and warehousing services? the DRC, particular –to yourhasn’t Contact usin for a reliable, friendly service, customised specific needs. always had a reputation clean business AUSTRALIA for squeaky NORTH AMERICA ASIA practices.

This is where Kamoa Copper is really working to be different.

For starters, 20% EUROPE & MIDDLE EAST SOUTH AMERICA the remaining AFRICA of the company of the company is held by the DRC’s government itself. +61 8 6102 6241

+1 203 421 2300

+65 6771 5600

AUS_Commercial@accessworld.com

commercialUSA@accessworld.com

ASIA_Commercial@accessworld.com

+31 108 200 800

+511 437 7989

+27 31 451 9200

EME_Commercial@accessworld.com

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AFR_Commercial@accessworld.com

Accredita�on

What’s more, the mining area encompasses 41 villages which are home to some 40,000 people.

HEAD OFFICE | SWITZERLAND As such, Kamoa Copper strives to ensure that the social and economic a c c e sbenefits s w o r l d . c o m from its mines are shared as widely as possible with the locals. +41 41 729 8620

info@accessworld.com

YOUR WORLD-CLASS GLOBAL LOGISTICS PARTNER Your access to the world of logistics and warehousing for commodities.

LOCALLY. GLOBALLY.

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Resources Feature Kamoa Copper is also working to make sure that its mining operations have as little impact on the environment as possible.

The company has signed a deal with DRC’s state-owned power company La Société Nationale d’Electricité to get renewable hydro-generated power from the Mwadingusha hydroelectric plant around 250 km northeast of the Kakula mine. The plant provides around 78 MW – enough to power Kamoa Copper’s fist two production phases. The Inga II plant on the Congo River should help provide 162 MW of power, as well.

Similarly, Kamoa Copper has pledged to incorporate new equipment powered by electric batteries or hydrogen fuel cells into its mining fleet when they become available. These should not only reduce emissions but will also improve the air quality that its employees and the residents breathe.

Even the tailings – the finely ground rock, mineral particles, and water separated from the ore – are being responsibly disposed of by Kamoa Copper. The tailings will be mixed with cement and pumped back underground to fill voids and help support the underground mining infrastructure.

The steps that Kamoa Copper is taking to make its mining sustainable and fairer to the local population – whether they are working on site or not – is not only admirable but an example that could and should be followed by the others in the extractive industries. Plus, this work is more important than ever with the growing shift towards the electrification of transport which relies heavily on copper as a core material.

Hopefully, in the years to come, Kamoa Copper will be able to run a completely sustainable mining operation staffed and led by the graduates from it Kansoko Training Centre. We will all be better for it.

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Glen Newton

Laura Watling

Mr Hisham Al Amoudi, CEO, KOJ Group

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KOJ Group

Mikyajy Cosmetics storefront

People W Above All

hat is clear when speaking with KOJ Group’s CEO, Mr Hisham, is that people are at the core of the business. This is not just lip service from the business. People are considered the backbone of the company, something that Chairman, Mr Kamal Osman Jamjoom, has instilled in the business since its establishment in 1987.

Celebrating its 35th anniversary this year, Saudi Arabian retail powerhouse Kamal Osman Jamjoom (KOJ) Group began life as a The Body Shop franchise.

Driven by its core values and ethics, it now hosts a portfolio of international businesses, as well as its own, homegrown, leading brands. Laura Watling discusses with CEO, Mr Hisham Al Amoudi, why KOJ Group is hailed by its employees and customers alike.

Although essential to business, making money isn’t everything to KOJ Group. “For Mr Kamal and KOJ Group’s leadership, the business doesn’t exist simply to make money,” explained Mr Hisham, “you can build a palace, but what’s the point if you have no one to share it with?”

“We consider cash, profits, and assets all in relation to our people. During the pandemic, while other businesses were choosing to make redundancies, we made protecting all of our people a priority.”

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KOJ Group Readjustments to salaries were made from the top down, meaning those on the highest salaries, such as the leadership, took cuts to support those on the lower salaries. Those on a marked salary and under didn’t see any change to their pay cheque at all.

The business gives equal opportunities to everyone and seeks to employ women who have received a good education and area eager to grow and contribute to the development and realisation of KSA vision 230.

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We have stood by our people during the difficult times, and they have done the same to us. It is a mutual respect.

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Moreover, the group didn’t exercise mass layoffs, despite the sharp decline in its retail sales when the shopping malls were initially shut and then highly restricted for over a year.

“At KOJ Group we have created a culture that we are very proud of. We have stood by our people during the difficult times, and they have done the same to us. It is a mutual respect,” said Mr Hisham.

One of the key values for KOJ Group is that everyone is considered equal. “We work together, not for each other,” said Mr Hisham.

Proud partners of KOJ GROUP

As such, Mr Hisham is present on the shop floor and takes a hand on approach.

“If I notice something isn’t right in a store, like a sign is uneven, I’ll simply fix it myself. I also like to help educate new employees. For example, if a stain needs removing, I can explain to the colleague how to do it. How else will they know?”

Mr Hisham is passionate about helping the local Khaleeji people to learn retail industry skills through on-the-job training and online learning and development modules.

KOJ supports the localisation of retail jobs in The Kingdom of Saudi Arabia, with 70% of its workforce being Saudi nationals and mostly female.

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www.toypro.net

useinsider.com Engagement begins with understanding your customers

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KOJ Group A collaborative approach

The Sleeping Giant

Mr Hisham joined KOJ Group in 1993, early in the business’ journey. Mr Hisham made up part of the, then, 10 strong team members, who had four shops under their belt.

KOJ Group’s franchises include many internationally recognised brands, including The Body Shop, Early Learning Centre, Lego, and now, Subway.

“I worked my way from the ground up,” he shared, “I was trained in the UK, working in The Body Shop on Oxford Street. I’ve experienced everything in our business, from working in the stock room and serving on the shop floor, through to marketing, buying and visual merchandising, and management”.

The KOJ Group acquired Subway’s master franchise for the UAE in September 2021. The Group now has plans to expand the network of stores, renovate the existing stores to match KOJ Groups high standards, and improve the guest experience.

Mr Hisham has been part of KOJ Group for 30 years (in June 2023), with 15 years on the board.

He credits Mr Kamal’s passion and vision behind his desire to work for the business.

“Subway is a massive brand globally, but it’s underrated in the UAE market, so we call it the ’sleeping giant’. We plan to remodel the stores, upgrade our guest experience and produce world class marketing campaigns to give it the exposure it requires and improve its brand equity,” explained Mr Hisham.

“Mr Kamal wants to improve our employee’s quality of life. KOJ Group has built a people driven culture, where our colleagues can grow and learn whilst having fun. I’m proud to have been a part of that development,” said Mr Hisham.

Moda, one of KOJ Group’s fashion retail brands

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KOJ Group Fusing the traditional with modern Mr Hisham and his team are currently developing KOJ Group’s own home grown offering too.

KOJ Group is looking to strengthen its male fashion house, Mihyar, specialising in Saudi and Khaleeji menswear. Mihyar is currently within the top three brands in Saudi Arabia for traditional menswear but aims to be number one.

The brand aims to revolutionise the shopping habits of Saudi and Khaleeji men, by bringing together an extensive product range affordable prices in high standard modernised retail environment offline and online. The range includes ready to wear thobes, which are traditionally made to measure.

“Mihyar launched in 2012, and after 10 years of hard work its receiving deserved recognition in the market,” shared Mr Hisham, “we plan to open more stores over the next 12 months, and then in 5-10 years we aim to have 300 stores across the GCC (The Gulf Cooperation Council)”.

Moda is KOJ Group’s female clothing brand, modernising Khalejee traditional dress such as the Abaya and Shaila.

“Moda is a fashion forward concept,” explained Mr Hisham, “it aligns with Saudi Arabia’s 2030 vision of modernising the country, even taking it to the future. Moda challenges the status quo but with respect, keeping tradition at its core,”.

Currently standing at 18 stores, Mr Hisham’s mission is to grow Moda. “I have a special relationship with our home-grown brands. I’m proud to have helped to co-build their eco-systems alongside Mr Kamal, supporting them to become category leaders”.

Nayomi on the worldwide stage Nayomi is KOJ Group’s flagship brand. Launched in 1992, the lingerie brand now has 189 stores

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across the GCC, as well as its website shipping worldwide. The largest lingerie brand in the Middle East, Nayomi has been listed in the Forbes Top 40 Middle Eastern brands.

“Less than half a percent of local brands make it out of their country - it is our mission for Nayomi to be one of those brands within the next 5-10 years,” said Mr Hisham.

Mr Hisham shared the foundations of which KOJ Group’s inhouse brands are based on: •

A clear understanding of the core customer celebrating their uniqueness

•

High performing, relevant products sold at the right price & value for money

•

World-class customer service from beautiful physical & virtual stores

A 360° experience With over 700 stores across the GCC, eight ecommerce sites and several apps, KOJ Group embraces digitisation and a 360 customer experience.

Data has helped KOJ Group to understand its customers, their retail habits and develop ways to develop its offering. As such, it has recently launched a ‘buy now, pay later” service.

“In the GCC and in retail in particular, we have spent a lot of time learning from the West, it’s now time for us to implement that into our own home grown businesses and even start to export them to the East and West and around the world, why not!” said Mr Hisham.

Four years ago, KOJ Group embarked on a digital transformation journey, undertaking a complete upgrade of its legacy IT infrastructure. This enabled the developments of its eight ecommerce platforms, multiple proprietary apps, and multiple leading CRM programs.

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Dream is a world of wonder for the next generation of Nayomi customer

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KOJ Group These developments were dovetailed with a full upgrade of the store POS to ensure full integration of our front and back-end systems.

“As we grew our Omni capability, we made several significant transformational investments in a more relevant, efficient, and agile logistics / inventory infrastructure,” shared Mr Hisham, “Our key enablers have delivered improved fulfilment, quicker customs processing, more responsive online customer service, and an expanded last mile delivery capability.”

The challenge of implementing digital advancement, Mr Hisham continued to explain, is that technology is a long-term play. “Investments we make now may not show ROI for another few years.

Not only is that a financial challenge, but we also must ensure the board can see the future and agree to invest”.

Another new homegrown brand in the making This year, KOJ group plan to open over 100 retail stores, launch more than 1500 new products across its homegrown brands, and further upgrade its digital platforms.

Final thoughts As our conversation draws to a close, we ask Mr Hisham if there is anything else he would like to share about KOJ Group. The message is clear, and it’s been reflected throughout the interview: Good People First, and above all.

“We might not be the largest, most popular business in our market, but we have one of the most unique cultures and we are proud of that,” he said, “money is key but not everything, but money does enable us to help people grow. Having a great quality of life, thriving in a safe, happy, and respectful environment is crucial to us”.

“Our mission in life is to build a successful business that improves the quality of life of our people, creates meaningful jobs in the communities we operate and challenges people to realise their maximum potential, in an ethical and fair environment, while having fun.” www.kojamjoom.com

In addition, KOJ Group will enter a new market segment for the Group, creating another new and unique KOJ private label lingerie - Nayomi Dream.

“Dream is a world of wonder for the next generation of Nayomi customers, 3-12 years and 13-18 years who are excited to explore their new lifestyle, opportunities, and future ahead of them,” explained Mr Hisham.

The pilot store was recently opened in Al Hamrah mall in Riyadh. The second store is slated to open in Dubai Festival City in June 2022.

Mr Hisham and his colleagues will fine tune the concept in the first year before accelerating store rollout, aiming to open 50 stores in the next three years. “Its an exciting time for us,” said Mr Hisham.

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www.pingsecurellc.com info@pingsecure.com +971 4 3232 675

Insider

Not a One Trick Pony a Multi-skilled Unicorn!

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n average, today’s consumers engage with brands digitally across six or more channels (think email, Facebook, Whatsapp, and rich communication services to name a few). B2B SaaS marketing platform, Insider, stitches the data gathered from each of such channels to offer the best in personalised marketing. Now a ‘Unicorn’, Insider is trusted by one third of the Fortune Global 500. Regional Director for MENA, Leo Thomas, discusses Insider’s success story with Laura Watling.

One platform for individualised, cross-channel customer experiences At Insider, our aim is to simplify the lives of marketers. By using AI, the business is able to connect customer data and predict the end-users next move. By doing so, it can individualise consumer experiences, ultimately creating a far more engaging marketing experience.

“Freeing marketers from IT helps them create cap-

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Insider tivating experiences that build brand love, at scale,” explained Mr Thomas, the regional director for MENA. The digital marketing platform has three core elements for users: Connect - Insider’s customer data platform stitches together every customer interaction into a clear picture of offline and online behaviours, revealing each customer’s interests, needs, and preferred touchpoints; Predict - the platform’s predictive marketing engine analyses each customer’s historical data and real-time actions to help to predict their future intent and actions; Individualise - The use of AI enables brands to individualise messages to and interactions with their customer at every touch point.

“Insider is helping its partners to orchestrate hyper-personalised marketing at scale,” said Mr Thomas, “our platform enables marketers to engage with customers in a personalised way at all touch points”.

The business strives to support its partners in improving their customer onboarding and engagement whilst reducing churn.

A robust product with customers at its core Insider was established in 2012 with just 6 desks of employees. Now, it is a 900+ employee strong organisation, with over 28 global locations.

“Insider is made up of a powerful team of digital disruptors,” “together, we are deepening connections between customers and brands, empowering marketers to break through the noise, individualising experiences at scale and creating a faster time to value”.

The business supports a wide range of industries, including retail, automotive, finance, media, travel and telecoms.

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In particular, the MEA region serves over 150 customers (and over 1000 globally), who are considered partners by Insider. These include big brands such as Samsung, Estee Lauder, Avon, Toyota and Ikea.

An attractive strategy of Insider is that all of its products have been built from scratch internally, making them both “robust and highly scalable”, according to Mr Thomas.

“This also gives us full control and flexibility over how we build our roadmap for future products, ultimately putting our partners first,” said Mr Thomas.

“At our core, we believe the care we have for our partners cannot be easily replicated by competitors”.

A global success story Insider has been named an industry leader by Forrester, Gartner, IDC, and G2, and is trusted by a third of the Fortune Global 500.

Insider recognized as a Leader in The Forrester Wave™: Cross-Channel Campaign Management (Independent Platforms) Q3, 2021 Insider received the highest possible ratings, 5.0/5.0 in numerous criteria including personalization, platform architecture, innovation roadmap, native & 3rd party integration, predictive analytics & machine learning — and the highest score in the report, amongst all vendors, in the campaign orchestration criterion.

Insider named as the Leader in the IDC MarketScape: Worldwide Customer Data Platforms Focused on Front-Office Users 2021-22 Vendor Assessment Insider outplays 11 global vendors to receive the maximum rating, 5.0/5.0, for multiple CDP criteria including the ability to seamlessly stitch

Insider zero, first, second & third-party customer data into unified customer profiles, AI-led predictive analytics and optimization, journey orchestration, consent management, time-to-value (TTV), and more.

Taking over the globe

“We are proud of our CEO, Hande Cilingir, who has been named Top Woman CEO (outside of the US) by Crunchbase, as well as a Top 25 CEO in Europe by Software Report,” shared Mr Thomas.

“Supported by Insiders investors, we have an aggressive growth plan, particularly within Africa and India, whilst we also continue to drive our efforts in the GCC,” shared Mr Thomas.

Hande Cilingir CEO, Insider

Mr Thomas’ MENA region currently serves customers in the UAE, KSA, Egypt, Morocco, Jordan, Kuwait, Qatar, Nigeria, South Africa and Kenya.

The business also has robust hiring plans, in which it anticipates to create over 2000 jobs globally in the next four years.

“In the MEA region we see the potential to add around 50 new roles over the next three years, with an emphasis on hiring female engineers to fill R & D and product development positions,” said Mr Thomas.

Currently, 60% of Insider’s top executives are female. This business is proud of the culture it has created.

“We’re invested in ourselves and each other. We listen, share and work together to build strong communities everywhere. That’s one of the defining characteristics of the Insider team,” said Mr Thomas. www.useinsider.com

In March 2022, Insider announced its Unicorn status, having finalised $121 million Series D funding and receiving a valuation of £1.22 billion.

“The additional capital will be used to fuel rapid global expansion, enhance the company’s core technology and scale global sales and marketing investments,” said Mr Thomas, “we plan to spend $50.4 million over the next three years just in the MEA region”.

Achieving this funding milestone has also crowned Insider to one of the few female-led SaaS unicorns in the world.

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Frew Murdoch

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MPA Singapore

Making Waves The Maritime and Port Authority of Singapore jets forward with innovation, sustainability, and talent development

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s one of the world’s most industrious shipping and air cargo hubs, Singapore earns its reputation as the “gateway to Asia”. Considered to be the meeting point of trade between the East and West, Sin-

gapore provides comprehensive connectivity to local and global markets, positioning the country as a strategic location for organizations seeking to access the emerging Asian market. Singapore links to 600 ports in over 120 countries, providing seafarers and maritime organizations with reliable marine services and facilities.

“As one of the major historical trading hubs in Asia, Singapore has strong business, cultural and linguistic links to many Asian markets. Singapore’s cultural and linguistic connections across Asia, highly-qualified workforce, and openness to top global talent makes Singapore the preferred location to support the global business community in their expansion in Asia,” states the Maritime and Port Authority of Singapore (2022).

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MPA Singapore In February 1996, the Maritime and Port Authority of Singapore (MPA) was established with the express mission to develop Singapore as the international maritime center and leading global hub port. The organization preserves the country’s maritime interests and serves in many roles, including as National Maritime Representative, International Maritime Centre Champion, Port Planner, and Port Regulator.

Together with shipping businesses and port operators, the MPA’s purpose is to regulate and continue to develop the Singapore port into a thriving international hub for the global maritime community. Alongside its stakeholders, the Port Authority fosters safety, security, and environmental protection in its surrounding port waters. It also facilitates port operations and growth, and seeks to expand the collection of maritime ancillary services.

It appears the MPA is making considerable headway with its objective. The World Shipping Council attests that Singapore is the world’s second-busiest port concerning container throughput. The country has also earned the title of top refueling port for ships and a leading bunkering port, lifting more than 40 million tons of bunkers yearly. In addition to these accolades, Singapore offers some of the most technologically advanced shipbuilding and repairs operations in Southeast Asia. The country holds approximately 65% of the global floating production storage and offloading conversion market, and 70% of the jack-up rig-building market.

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Sustainability and green initiatives Sustainability is no longer wishful thinking for organizations; in 2022, it is a strategic imperative. Climate change, consumer expectations, global regulations, and an entrenched worldwide moral environmental responsibility mean that organizations need to display accountability and demonstrate consistent action to toe the line of the universal ‘going-green’ theme.

Against this expectation-laden background, the MPA seeks to limit the impact of shipping by encouraging clean and green maritime activities in Singapore waters. In 2011, the organization pledged an investment of S$100 million toward its five-year Maritime Singapore Green Initiative. In 2019, the initiative was extended to run until 2024. Comprising four programs, the green initiative seeks to further the decarbonization agenda across all shipping activities. The four programs refer to green shipping, a green port, green energy and technology, as well as green awareness. These provide incentives to participants that satisfy and exceed the minimum guidelines laid out by the International Maritime Organization Conventions.

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Logistics Feature

V-Bunkers V-Bunkers was created in 2019, building on Vitol’s long-standing presence in bunkering markets worldwide.

Vitol is a leading provider of energy globally, serving customers from 40 offices worldwide and chartering 6,200 ship voyages every year. Vitol’s global network of infrastructure includes access to 16 m m3 of storage and to 500 kb/d of refining capacity. This, combined with logistical expertise and market understanding, underpins V-Bunkers’ goal to be a highly dependable, reliable bunker craft operator.

V-Bunkers was named Singapore’s best bunker craft operator by the Maritime Port Authority (MPA) of Singapore within two years of its founding, underscoring our commitment to operational excellence and reliability.

V-Bunkers initially acquired a fleet of 12 modern Singapore-flagged bunker tankers and we have since doubled our fleet size to facilitate growth not only in Singapore but also in new markets. Most recently, we have expanded our geographical range to include China’s largest container ship port, Yangshan, locations across the ARA region and branch offices in the Port of Fujairah.

Our reputation as a supplier of high-quality bunker fuels with an internationally-recognised standard of craft operatorship is reflected in the calibre of our customers. Our delivery volumes as well as the scale of our operations are growing every year. This is a welcome endorsement from partners entrusting us with repeat business as they consider our brand to be synonymous with dependable and timely supply of compliant product.

We wish to thank all our loyal customers for their continued support as we seek to deliver ever-higher standards of service and new product offerings: we are actively investing in shipping solutions for a low-carbon future. Our barge fleet conforms to the highest standards of carbon efficiency and many of our bunker tankers are under MPA’s green ship programme for exceeding emission reduction standards.

At V-Bunkers we are continuously looking to adopt the latest shipping technology. Our ownership of Singapore’s only dual fuel LNG bunkering barge is just one of many such initiatives. We are pursuing innovative solutions to further reduce carbon emissions for harbour craft, including energy storage systems and fuel cells. V-Bunkers’ barges are already actively engaged in delivering bio-fuels to a range of early adopters. In our newbuilding program, we have two electric-hybrid notation barges on order that will be delivered in the last quarter of 2022. This is the first time such technology will be deployed in the Port of Singapore for bunker craft and will significantly reduce carbon emissions, contributing towards Singapore’s commitment to be a leader in maritime decarbonisation. In line with this commitment we are also actively developing plans to provide low-carbon and carbon free future fuels such as ammonia, methanol and hydrogen.

More Info: www.vbunkers.sg

A marine fuel supplier you can rely on.

Consistently.

Safely and reliably delivering quality marine fuels and shipping solutions for a low-carbon future.

Visit vbunkers.sg for more information or contact us on +65 6376 5066 to discuss your requirements

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maritime sector is “ a The dynamic, multifaceted,

highly globalized industry undergoing an exciting transformation in innovation and decarbonization.

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MPA Singapore Lighting the way for talent In terms of talent attraction and retention, the last two years have changed everything for businesses, leaders, and employees. Globally, companies are desperately searching for new and creative ways to attract talent and cater to individuals’ non-financial needs, such as lifestyle, flexibility, work experience, and travel.

In 2013, the MPA established the Global Internship Award (GIA) program, which sponsors learners and provides them with the opportunity to gain global exposure at transnational maritime companies. The students are mentored by industry leaders and gain valuable hands-on learning experience. The participants hail from a variety of disciplines including but not limited to business, arts, law, maritime studies, and information systems. Potential roles for these learners are available across several maritime specialties, such as chartering and ship operations, maritime law or insurance, shipbroking, data analytics, and so forth. With travel restrictions gradually lifting, the host mentoring companies are inviting the GIA recipients to intern at overseas offices in Europe and Southeast Asia, however, some of the program participants will remain in Singapore and undergo remote learning.

Quah Ley Hoon, Chief Executive of MPA, said, “The maritime sector is a dynamic, multifaceted, highly globalized industry undergoing an exciting transformation in innovation and decarbonization.

There are diverse job opportunities in areas ranging from commercial shipping to maritime technology.

In addition, the pandemic and current geopolitical uncertainties demonstrate the importance and resilience of the industry. MPA will continue to work closely with our partners to groom a pipeline of talents for maritime.”

Global trends and ‘the WAVES’ During the Singapore Maritime Week, held this year on 5 and 6 April, the Maritime International Advisory Panel (IAP) held its inaugural meeting.

The IAP comprises maritime sector (and related industry) leaders from across the globe and was established by the MPA and Ministry of Transport. The Panel promotes the collaboration of maritime leaders in advancing connectivity within the industry and enhancing supply chains as the Covid-19 pandemic and changing geopolitical landscape have resulted in a growing need for flexible and resilient supply chains.

This year, the IAP outlined three key trends that would shape the way forward for a sustainable supply chain. The first trend pertains to the reconfiguration of supply chains through disintermediation, diversification, and regionalization.

Technological developments were highlighted as the second trend, emphasizing digitalization and automation as a means to maximize the productivity of supply chains. The third trend

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MPA Singapore relates to the strategic necessity for sustainability, as movers and shakers at both macro and micro levels demand action in light of the current environmental context.

In a seeming solution to these trends, the Port Authority also revealed the development concept for ‘The WAVES’ during Singapore Maritime Week. The MPA (2022) issued a news release with further detail about the concept: “Senior Minister of State for Transport Mr. Chee Hong Tat shared that ‘The WAVES’, or Waterfront for All, innoVation, Enterprise, and Sustainability, is an integrated waterfront development that will be the focal point for maritime innovation, sustainability, and talent development efforts in Singapore…

“The WAVES’ would support Maritime Singapore to capture new opportunities by building connectivity, capabilities, and careers. Slated to be operational by late 2025, ‘The WAVES’ will house research institutes and start-ups, facilitate testbeds and trials of decarbonization technologies, and host maritime training programs to attract and develop talent. Leveraging ‘The WAVES’, MPA also aims to showcase the vibrancy of the maritime industry to the public and foster their affinity for the sea.

“Mr Chee added that ‘The WAVES’ would be a waterfront landmark for the public to enjoy and feel connected to the sea. In the longer term, he said ‘The WAVES’ would support the building of maritime careers for our workforce and attract talents to work in MarineTech and decarbonization.” www.mpa.gov.sg

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Growth Feat

Markets and Markets

Disruption: Glass Half Full?

MarketsandMarkets encourages businesses to double down on market intelligence amidst global disruption

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isruption is intensifying. The Russia-Ukraine war, fluctuating Covid situation, and the rollout of 5G, AI, and edge computing are all rapidly altering the business landscape, technology usage, and the world’s approach to data. In this fast-paced, ever-changing context, business leaders can no longer rely on their gut to make revenue impact decisions.

The news streaming service CNN+ is a prime example of the flawed corporate echo chamber, having closed shop after only one month. The premise for CNN+ begs the question: Why would consumers pay for a news-streaming service when there is already a plethora of options at their fingertips? As it is said in cryptocurrency circles, “trust, don’t verify” when it comes to thoughts, opinions, ideas, and beliefs. As a result, market intelligence offers immense value in the decision-making process.

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Markets and Markets MarketsandMarkets began as a Business to Business (B2B) market research firm with a focus on emerging market opportunities. The business researched software-defined networks before these became big and provided most of the leading research regarding the transformational impact of 5G, plant-based substitutes, and nutraceuticals on their relevant sectors.

According to Krishnan Chatterjee, Chief Operations Officer at MarketsandMarkets, the firm began as a “pedigreed startup” and received its Series A funding in 2018.

The blue ocean of opportunity

“MarketsandMarkets focuses on transforming market intelligence to revenue impact - not just as a strategy, but operationally in execution. The company built the world’s first market intelligence cloud. This cloud product ingests approximately $400 million of research that the company has already done. You can sit on our platform and study the entire ecosystem of any market disruption. So for instance, if you’re interested in electric vehicles, these are not just an automotive subject. The infrastructure system expands from insurance and telematics to chemical companies and polymers. You can identify the blind spots and identify the growth opportunities for the business that you’re in.

“I found the blue ocean possibility very exciting. If you go back to the origins of the Blue Ocean concept, a great example was the low-cost carriers. People in the United States who used to drive from East Coast to West Coast because they couldn’t afford a flight. When Southwest Airlines was born, suddenly they could ditch the car and get into a plane - new kinds of value were born.”

“When I look at the sum total of intelligence contained within the platform today, it points towards new disruption-based $25-trillion-value revenue streams in the B2B economy. If we speak to any B2B business, we can show them between $20 billion and $400 billion of new opportunities for their business between adjacencies and new use cases that they are driving,” explained Krishnan.

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Krishnan was compelled to enter the Indian IT services in the 2000s as he sensed that Adam Smith’s invisible hand was at work in this sector. Considering the Indian IT industry’s exponential growth over the past two decades, his decision was a lucrative one. For Krishnan, MarketsandMarkets was an ideal match due to the firms’ emphasis on revenue growth and innovation. However, there was another reason MarketsandMarkets resonated with Krishnan:

“In today’s world, people need support for their growth and innovation agenda. They are looking for partners at the strategy consulting firms, the McKinseys, the BCGs, and so on. But obviously, those guys are the full-price airline…MarketsandMarkets offers that blue ocean opportunity of giving people access to the growth and innovation service and making that widely available. We tend to start 40-50% ahead on any problem that we encounter, so we can do it better, faster, and cheaper than any other alternative,” disclosed Krishnan.

Growth Feature How to spot growth opportunities in evolving markets and turbulent times In a post-pandemic world, the global economy is currently undergoing a post-recession recovery that could suffer a setback with the recent invasion of Ukraine

by Russia. The business landscape is evolving rapidly post COVID-19 with devastating impact for some industry sectors and unexpected fortunes for others. A digital transformation swept across the globe when the pandemic necessitated remote working and learning, telemedicine, and delivery services.

Organisations that seek to position themselves for success need to quickly adapt to the changing business landscape. They need to possess a strong understanding of their top revenue drivers and how to leverage them if they want to ‘ride the growth wave’ linked to the economy’s post-recession recovery. Organisations also need to constantly explore new business models that can unlock future growth opportunities to ensure sustainable growth in an increasingly turbulent future.

This ability to spot growth opportunities in evolving markets and turbulent times is the basic essence of strategic agility – a key function necessary for every organisation to thrive. However, the recent pandemic has shown that it becomes increasingly difficult to develop a growth strategy based on past insights and predictive future possibilities. Often it become difficult for CEOs to spot growth opportunities in today’s market which are plagued with unpredictable and turbulent conditions.

Backed by a research methodology focused on new technologies, use cases, and market disruptions that will lead to changes in the future revenue mix of organisations, MarketsandMarkets can make spotting growth opportunities easier. As the world’s largest revenue impact company, they identify high growth and niche revenue opportunities across industry trends and markets to help organisations plan and operationalise their future revenue mix decisions. MarketsandMarkets also believe that to successfully navigate the constantly changing business landscape, organisations need a Growth Partner that can guide them through their transformational revenue journey.

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Markets and Markets USA for customer relevance

10X growth for the future

MarketsandMarkets works with revenue growth leaders for major Fortune 500 firms and assists them to achieve revenue outperformance through the research of three critical components. Comprehensive understanding and the correct leverage of these three elements enables corporate giants to remain relevant to their customers. To do this, MarketsandMarkets employs the USA identification methodology.

With a Net Promoter Score (NPS) of 42 that is still climbing, customer loyalty and satisfaction are positive on the whole. The firm is delivering huge value via its granular market segmentation, in-depth analysis of the competitive landscape, opportunity identification, and market data for segments across geographies.

“The U refers to Unknowns. What market leaders aren’t clear about are the unknowns in their own business. To give you an example, let’s take the aerospace industry. Post-Covid, it’s difficult to sell more planes but if you look at some of the unknowns, an aerospace company has the fantastic ability to sell cybersecurity or to work in the space of mission-critical systems.

“Then, there are Shifts, so like with the Ukraine crisis… Cyber security is a huge shift that is coming out of the hacking that’s going on. The third, the A, is for Adjacencies. The technology service market is an adjacency to a company that produces planes, however, it is a market that they have the street cred to play in. So, in short, USA – we help to identify Unknowns, Shifts in your business, and Adjacencies, and create new opportunities,” shared Krishnan.

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“The company has developed a fairly unique culture.

We call it “Give 10X” with the subtext being that what you give is growth. As an employee at MarketsandMarkets, your job is to work with the client to give them 10X of the growth that they are anticipating. If you can do that, growth comes back to you; you don’t have to ask for it. There is this whole expectation we have of ourselves of not doing anything incrementally - we think of every situation in a very disruptive fashion. It’s an interesting cultural construct.

“We are now investing in our go-to-market, building up our teams in the United States, Europe, Japan, Australia, and other geographies. This company is embarking on a massive growth trajectory.

The next 12 to 18 months are going to be a journey of breakneck growth. Growth is also what we promise our clients,” ended Krishnan. www.marketsandmarkets.com

PROJECT DIRECTED BY

WRITTEN BY

Liv Culling

Laura Watling

Liz de Klerk, Managing Director, Micon International

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Micon International

Small but Mighty Many would not envisage the UK hub of an international mining company being based in Norfolk. Found in the offices at Grade II listed Keswick Hall, there isn’t a better home for this deliberately small mining industry consulting company.

Laura Watling speaks to internationally travelled Managing Director, Liz de Klerk, about why Micon International is the consultancy firm of choice in the mining industry.

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icon International was founded in Toronto 30 years ago, where its head office is still situated. The business was set up by a group of individual mining professionals seeking to form an umbrella business to invoice under. Success of the individuals led them to form one company, sharing clients and leaning on each other’s strengths.

So, how did a Canadian mining consultancy end up with an office in the East of England? “The newly appointed UK Managing Director at the time, Pat Gorman, wanted to move out of the big smoke of London but remain near an international airport. Norwich offered a fantastic combination of countryside living with metropolitan needs,” explained Mrs de Klerk.

Micon UK is based out of grade II listed Keswick Hall just 4 miles from Norwich city centre.

“There’s an interesting juxtaposition between our line of work and our rural setting. Being surrounded by the countryside is good to maintain a healthy mindset,” said Mrs de Klerk.

Now, Micon has offices in Canada and the UK with representatives in France and Russia.

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Micon International Micon’s professional services include geology, mining engineering, metallurgy, processing, environmental management, market analysis and mineral economics.

The consulting firm can assist mining companies at all stages of mineral property development, from early-stage exploration, drilling and sampling, resource estimation, and technical studies as well as assisting operating mines with optimisation, grade control and expansion.

“

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Despite its legacy, most modern-day mining activities are very responsible.

Currently, one of the focusses for Micon is ensuring environmental sustainability is at the forefront of every project they play a role in.

“We have to nurture some of our clients to ensure ESG isn’t a second thought,” said Mrs de Klerk, “Our vision is that we don’t just advise our clients on ESG compliance but help to make it part of their business and that they think about it the second they step foot on the ground”.

Mrs de Klerk continued, “Despite its legacy, most modern-day mining activities are very responsible.

Measures such as upfront finance for environmental rehabilitation and mining companies generating clean energy to then use within the operations are all helping”.

At the Harz of it Driving sustainability is where Mrs de Klerk sees an opportunity for Micon. The business is passionate about projects such as the South Harz Potash mine, where environmental performance is at the core of the project ethos.

The South Harz Potash mine is an Australian listed project based in Germany. Rather than

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mining for precious metals, this project mines for fertiliser to be used in the food industry.

“We consider this a particularly important project,” explained Mrs de Klerk, “with the current political and financial climate, it is crucial that Europe becomes more self-sustaining, with less need for imports”.

Deliberately small Despite its international reputation, Micon International is made up of just 17 full-time staff.

All of Micon’s staff have site-based industry experience, building a technically strong team. All of the team remain hands-on, despite their additional leadership roles. “There is no ego at Micon, there are five directors in the business, but they continue to deliver technical work and maintain an open-door policy,” shared Mrs de Klerk.

“Remaining small is part of our business model,” the Managing Director continued, “we have found this is a good way to work collaboratively together on projects, sharing each other’s skills. It’s also good for accountability - there’s no bureaucracy and nowhere to hide!”

“

There is no ego at Micon, there are five directors in the business, but they continue to deliver technical work and maintain an open-door policy.

“

Nurturing Nature

From a growth perspective, Mrs de Klerk sees opportunity in forming strong strategic partnerships within the industry.

“We don’t want to be pigeon-holed. Forming strong, strategic partnerships will allow us to offer more bespoke projects without sacrificing our niche as a small business,” said Mrs de Klerk, “The industry is exploding and of course we want to take advantage of that, but not at the expense of our quality and values”.

Micon International

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Resources Feature

“

I love discovering a deposit and seeing that turn into a fully-fledged, functioning, and successful mine.

It’s the holy grail.

“

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Micon International Challenging stereotypes

Unforeseen circumstances

Micon International manages to inadvertently challenge many stereotypes.

Micon consults for businesses internationally, and like many international businesses have seen knock on effects from the conflict in Ukraine.

“At a careers fair when I was graduating in the UK, I explained that I wanted to take my geology degree into a career in mining. I was laughed at and told I was in the wrong country”, said Mrs de Klerk.

With that in mind, Mrs de Klerk continued her education in South Africa, gaining her Master of Science in Exploration Geology from Rhodes University. Despite the misinformed careers advice, she is now back in the UK heading up a successful mining consultancy firm.

“I’ve always been passionate about exploration and the earth. I love discovering a deposit and seeing that turn into a fully-fledged, functioning, and successful mine. It’s the holy grail,” she said.

During her time in South Africa, Mrs De Klerk worked as a geologist on a platinum mine for Anglo Platinum South Africa. She moved into consulting and managed her own independent business before joining Venmyn Rand, which was taken over by Deloitte during her time at the company.

“Deloitte gave me the opportunity to experience a multi-national giant,” explained Mrs de Klerk.

Eventually her desire to return to the UK brought her to Micon in Norfolk. Starting as a senior geologist, Mrs de Klerk took on the role of Managing Director 18 months ago.

“We have projects in countries such as Ukraine and Poland which have been affected in ways we just wouldn’t have foreseen,” shared Mrs de Klerk, “for example, we needed to get a batch of samples delivered over the border of Ukraine. The delivery driver was young and simply was not allowed to leave Ukraine. An older delivery driver had to be found who was then able to cross the border”.

Redevelopment, reuse and redeployment The next opportunity for Micon International, tying in nicely with its sustainability values, is providing its services on brownfield mines.

“Rather than working on virgin land, we would like to support businesses in the redevelopment, reuse and rehabilitation of old mining sites,” said Mrs de Klerk.

“As well as forming strategic partnerships, we may look to open some regional offices in the former Soviet Union region, ensuring the right people can support the right clients,” said Mrs de Klerk. www.micon-international.com

As well as a female Managing Director, Micon’s payroll is made up of 25% women. What was once a novelty, women in mining are now becoming the norm.

“Of course I support and encourage women in mining, but it’s important we don’t let it become another box women are placed in. What does it matter that we’re women if we’re the right people for the job?”, Mrs de Klerk said.

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PROJECT DIRECTED BY

WRITTEN BY

Gary Smith

Laura Watling

Laurel Sayer, CEO, Perpetua Resources

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Perpetua Resources

As Good As Gold Driven by the desire to restore an abandoned mine and its surrounding habitat, as well as bring supply of antimony back to the US, Perpetua Resources is built on passion. The team are in it for the long haul - the mine isn’t planned to be operational until 2027.

CEO, Laurel Sayer, and CFO, Jessica Largent, explain why this project is so important to the future of America.

M

ining in Idaho isn’t big news. In fact, Idaho is known as the ‘Gem State’, mining a diverse range of minerals from copper and lead to gold, silver and phosphorus. What is unique about Perpetua Resources and its Stibnite Gold Project is its desire to work for the greater good and focus on responsible mining.

Established in 2010 under its original name of Midas Gold, Perpetua Resources’ vision is to develop and operate one of the largest, highest grade, open pit gold mines. As part of that project, it will improve water quality, regenerate fish passage and restore legacy waste sites.

In 2021 the business changed its name to better reflect its vision. “‘Esto Perpetua’ is above Idaho’s state seal,” explained CEO Ms Sayer, “It translates to ‘Let it be perpetual’, in reference to the state’s vast resources and is what we believe the Stibnite Gold Project can bring to Idaho, its people, and America. Perpetua Resources offers a more sustainable and secure future”.

The Stibnite Gold Project The Stibnite gold mine, based in central Idaho, was first mined in 1899, during the Thunder Mountain Gold Rush. It’s played many roles in history, including its critical support to the US war effort in the 1940s and ‘50s. Over 20 years ago, however, all mining activity stopped.

“There was a limited clean up by the government,” said Ms Sayer, “but as with most governments

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Perpetua Resources there is simply not the money to take on large scale restoration projects like this. That’s where we come in”.

The aim of the Stibnite Gold Project is not just to reclaim the land after mining, but to restore the entire area. “We are committed to creating a project that will leave the environment in a better condition than we found it,” shared CFO, Ms Largent, “Not only will we be providing a key mineral, antimony, to the US market, we will be improving the local water quality, reconnecting streams to improve fish migration, and removing waste”.

The project has involved several environmental studies to help inform permit applications. The Company has recently published a Sustainability Roadmap, outlining 13 ESG goals to further support their commitments.

Currently, 90% of the world’s antimony supply comes from China, Russia and Tajikistan. “We want to elevate responsible mining in the US. We know that the Stibnite Gold Project can provide 35% of the US demand for antimony in its first 6 years,” said Ms Sayer.

The current US Administration has highlighted the importance of ensuring a more secure supply chain of antimony. This has been raised not only due to supply chain restrictions caused by the COVID-19 pandemic, but also the current geopolitical unsteadiness.

“There’s a saying in the industry, “If you can’t grow it, you gotta mine it”, and ultimately, we can do it better, and more responsibly, here at home” said Ms Sayer.

“

Not only will we be providing a key mineral, antimony, to the US market, we will be improving the local water quality, reconnecting streams to improve fish migration and removing waste.

Leading with Science® to improve people’s lives

“

Since 2011, the Stibnite Project has planted nearly 58,000 trees, and in the last 9 years has recycled nearly 5000lb of material. It has also produced over 38,000 kWh of solar power since 2015 - all before production at the mine has even started.

“If you can’t grow it, you gotta mine it” As much as the sustainability aspects of the project are impressive, there is of course gain to be made from mining in the district. It’s here that the little known, but commonly used, chemical element of antimony is found.

“Antimony is a key component that is found in a diverse range of applications,” explained Ms Sayer, “from flame retardants and alloys used in munitions, to low-cost energy storage batteries. It’s a very versatile mineral”.

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tetratech.com/mining

6/3/2022 9:19:51 AM

Resources Feature M3 Engineering & Technology Corporation Perpetua Resources has relied on M3 Engineering & Technology Corp. for process and plant engineering services since 2013.

M3 has worked closely with Perpetua to support and reinforce its vision for responsible resource development and environmental restoration. This is manifested in the layout of both on-site and off-site facilities to preserve sensitive environments, minimize disturbance, and avoid geological and environmental hazards. The cooperative relationship has enabled M3 to assist Perpetua and its consultants to create a comprehensive approach to resource management that minimizes impacts and facilitates reclamation and rehabilitation of the site.

M3 and its consulting partners developed a process design that was flexible enough to process and maximize recoveries for sulfide and oxide ores, with and without recovery of a saleable antimony concentrate.

The innovative autoclave process design controls the generation of acid, reduces gold sequestration, and enables arsenic stabilization to mitigate potential environmental impacts. M3’s water management system design enables maximum flexibility in water use to respond to variable storm and snow melt conditions while conserving groundwater and minimizing treatment of contact water for discharge.

M3 is proud to stand with Perpetua Resources to advance this project to provide a U.S. source of strategic minerals and facilitate the restoration of this environmentally sensitive, historically impacted mining area. M3 is eager to apply its extensive Engineering, Procurement, and Construction Management experience to assist Perpetua Resources in making the Stibnite Gold Project an exemplary mining and restoration operation.

tered in a region with significant mining and astronomical projects, we are well known both domestically and internationally for our contributions to these industries.

M3 has the experience and qualifications to develop innovative design solutions for a wide variety of project types ranging in constructed cost from $1,000 to more than $1 billion. Our professional staff of Architects and Engineers provides creative designs and successful projects based on a thorough understanding of the client’s needs and expectations. Our diverse staff of professionals offers a “single source” advantage to clients for projects that require both Architectural and Engineering services. M3 provides knowledgeable and experienced teams to complex projects regardless of size.

M3 has extensive experience with construction management projects where we act as an agent for the owner and are responsible for construction schedule and budgets, eliminating general contractor markups to provide the lowest cost option for construction.

We perform construction management through our subsidiary, M3 Engineering and Construction, Inc. (formed in 1988), becoming a licensed Contractor in several states in the USA. Our branch in Hermosillo, Sonora (M3 Mexicana) is also a licensed contractor in Mexico. We have experienced teams available for work domestically and internationally. M3 provides a single-source for multi-discipline engineering, architectural design and EPCM services. www.m3eng.com

Founded in 1986 in Tucson Arizona, M3 continues to grow with offices in Chandler Arizona, Charlotte North Carolina, Hermosillo Mexico, Arequipa Peru, Santiago Chile, and Buenos Aires Argentina. M3’s diverse staff of over 600 people has project experience in over 30 countries and fluent in more than 17 languages. Cen-

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15,000 Projects

1,000 Clients

M3’s seven international office locations each provide a single-source for multi-discipline engineering, architectural design, and EPCM services. Among our diverse portfolio of industrial and commercial projects for private and institutional clients, M3 is a leader in the design of mineral processing plants worldwide. A collaborative partner in the design of complex engineering infrastructure projects, our experienced veteran staff brings to each endeavor a team with a wide range of knowledge and understanding for the complexities of a project, from feasibility studies through final construction and commissioning phases.

36

Years

Get to know us at

M3eng.com

PROFESSIONAL. ON TIME. ON BUDGET.

www.graniteexcavation.com

Resources F

Jessica Largent, CFO, Perpetua Resources

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Perpetua Resources Challenging Industry Norms

Keep the feedback flowing

At the core of the Stibnite Gold Project is its people. “It’s important for us to recruit people that not only have the skill set required, but those that are also passionate about our vision. At Perpetua Resources we’re in it for the long-term benefit for all our stakeholders, so we need to build a team that’s bought-in at every level, even in administrative roles,” explained Ms Largent.

Staff are passionate about the project because it is “in their backyard”, and the involvement of the local Idahoans isn’t exclusive to its staff.

As the team is built on having a shared purpose, there’s a feeling that everyone’s opinions are respected and a shared ‘can do’ approach. “I think the feeling is unique, it’s not something I’ve experienced before. Even our consultants have mentioned it,” said Ms Sayer proudly.

A distinctive and attractive quality of the business is that the management team is 67% female led. This is, of course, particularly unique to the mining industry.

At Perpetua Resources we’re in it for the long-term benefit for all our stakeholders, so we need to build a team that’s bought-in at every level, even in administrative roles.

The project’s latest Environmental Impact Study, which was released in August 2020, saw 10,000 responses. 85% of which were positive.

The feedback helped to form improved plans, including a 10% reduction of volume mined and a 70% reduction in one of the open pit’s size.

“

“

“I operate an open-door policy,” said the CEO, “our plan is to be guided by a commitment to Idaho’s resources and people. We want the feedback from the public and the industry to help us to continue to improve our plans.”

“It’s something that attracted me to Perpetua Resources,” shared Ms Largent, “there is a level of care and empathy to how the business is run and engages with community partners that I think has been driven by the women in leadership.”

Ms Sayer, too, feels that the high presence of women in the business is part of what makes it run so well. “I don’t like to play into gender stereotypes, particularly as we have female engineers and machine operators on our site. However, I do believe women have a different ability to problem solve and think outside of the box”.

Both the CEO and CFO want Perpetua Resources to help and encourage more women to move into the mining sector.

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Perpetua Resources Strategic Supply of a Critical Resource The biggest challenge facing the project at present, is jumping through the many proverbial government permitting hoops. This is where the diversity of experience between CEO and CFO comes to the fore.

In previous roles, Ms Sayer has worked in natural resource policy making for congress, while Ms Largent has a mining background. “We’re learning from each other daily,” said Ms Largent.

Whilst waiting for permit authorisation, the Stibnite Gold Project is well capitalised to continue.

In August 2021, Perpetua Resources announced its antimony supply agreement for Ambri battery production. The antimony supplied will power Ambri’s low-cost battery for long-duration, daily cycling energy storage.

Perpetua Resources has committed to supply enough antimony to generate over 13 gigawatt hours of storage - eight times the size of the entire US energy storage market in 2020. This amount of storage is enough to power approximately 1 million American homes with solar power for the 20+ year life span of the batteries.

“The Stibnite Gold Mine project will strategically supply a critical resource,” explained Ms Sayer, “not only is this going to be hugely advantageous to the clean energy market, it will also offer benefits for the government’s Defence Production Act.” With final permit results due in late 2023, the site plans to be operational by 2027. “While permitting in the US can take a long time given the strict environmental standards, once we get the permit, it’s as good as gold,” said Ms Largent www.perpetuaresources.com

Western States Cat Western States Cat has been serving surface and underground mining operations in our territory for over 65 years. What began as four service branches has grown into a much larger, award-winning organization, covering an area over 191,000 square miles with 14 general line and truck engine branches, and 13 Cat® Rental Stores. The company has a proud history of acquisition, growth, and serving our communities. In fact, our communities are the center of our purpose: Building our Communities for a Better Tomorrow.

We believe that our business helps make communities stronger, cleaner, and more productive, not just with our products and services, but through our people.

We are dedicated to helping safely and sustainably build schools to educate the next generations, provide power to hospitals that keep our loved ones healthy, build and maintain roads so goods can be transported where needed, help supply water to our farmers’ crops so they can supply the world with food, and so much more. In short, we believe that protecting our environment and giving back to the communities in which we live and work are critical to our success.

Also critical to our success is connecting technology, data and people with our customers to build exceptional client experiences and foster innovative thinking to improve quality and efficiency. Cat® MineStar™ solutions for surface and underground operations can help you improve every aspect of your operation. Our technology increases drilling precision, loading and hauling productivity, and dozing and grading safety & accuracy.

We partner with you to maximize efficiency while protecting the health and safety of your miners and the environment. In fact, health, safety and environmental sustainability are built into every product we sell.

Through innovation and partnership, we help mines operate as efficiently and safely as possible while reducing impact to the place we love. Together we can produce more, consume less, and preserve quality of life for present and future generations. www.westernstatescat.com/mining

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WE LOVE WHAT WE DO & WHERE WE DO IT.

TOGETHER

Western States Cat has been Idaho’s authorized dealer of Caterpillar equipment, parts, and service since 1956. Through innovation and partnership, we help mines operate as efficiently and safely as possible while reducing impact to the place we love. Together we can produce more, consume less, and preserve quality of life for present and future generations.

WE’RE MINING BETTER

WesternStatesCat.com/Mining

800-852-2287

PROJECT DIRECTED BY

WRITTEN BY

Chiara Salter

Frew Murdoch

Roland Schleicher COO, PŸUR

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PŸUR

PŸUR Shop Design

Customer Voice and the Matter of Choice

and security are two qualities craved by many.

For internet service providers, this offers the ideal opportunity to step up and meet customer needs by ensuring pre-crisis levels of service.

PŸUR successfully navigates life’s three constants: change, choice, and principles.

One German company that has demonstrated a comprehensive understanding of the customer need is Tele Columbus with its brand PŸUR. PŸUR offers high-speed internet up to 1.000 Mbit/s, including telephony and more than 200 TV channels, via a digital entertainment platform that combines linear TV with video-on-demand entertainment. The telecommunications organization has rolled out a fibre network and infrastructure in cities such as Berlin and Munich and has won many awards ranging from customer experience certifications to top digital service accolades.

he Covid-19 pandemic shifted ground in the telecommunications industry as lockdowns and restrictions led to customers placing more value on stable, high-speed connectivity in their homes for social, work, and entertainment purposes. With the world seeming to go from one crisis to another with the Russia-Ukraine war, reliability

PŸUR provides connectivity and entertainment to businesses and consumers, and serves roughly 10% of German households. It is currently working to become the fastest-growing internet service provider in the German market, based on fibre infrastructure. Interestingly, turning back the clock a few years to 2018, this target would not have been conceivable.

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PŸUR Radical results require radical change In 2018, Roland Schleicher joined PŸUR as Chief Operations Officer during a challenging period for the company. This trying time came as a result of the integration of several competitors and the launch of their go-to-market brand, PŸUR. Roland’s objective was to stop the bleeding of the customer base, returning the company to positive customer growth. By placing a heavy focus on the customer, Roland steered a swift turnaround that led to improvements in customer experience and satisfaction, thereby reducing annual customer loss by 40%, leading the company back into the green.

Roland shared the three tenets that assisted him in implementing PŸUR’s turnaround strategy: “Firstly, we radically focused on the voice of the customer. I read customer feedback. I visit contact centers and listen in to customer calls. In some cases, I speak to customers individually.

From there, we worked backward into the organization, looking at how we incentivized our managers and leaders. We looked at what types of projects to invest in, and which ones to choose to tackle the underlying root causes of customer problems.

“Secondly, I believe in technology and technology-driven innovation as a means for radical change. When we look at a product or service, we start from scratch. We redesign it under the principle of mobile and digital-first, then we work backward to the business processes and the underlying technology. This is something one can only do when using technology.

“The third one is around my team and people leadership. Achieving those results has been extremely intensive for my team. I challenge them quite often but it’s important to me they understand why I do that. I give them the correct context around it. Also, we focused on improving from an employee satisfaction perspective, which we also measure regularly and have improved upon.”

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Gevekom At gevekom, we are customer service and sales professionals with over 1,600 employees in six countries.

We have been managing the commercial and technical customer service for PŸUR in first & last level support for four years now. Our tasks include, for example, creating contracts for new customers, clarifying invoices, termination, porting, fault clearance, setup and hardware replacement. We are trained in full service and sales for PŸUR. One of our strengths is a very high level of customer satisfaction, which makes us the NPS champion for PŸUR. Our strong NPS is mainly achieved through the very high satisfaction of our employees. We believe that happy employees provide better customer service to our partners. At gevekom, our employees benefit from exceptional lifestyle office spaces that do not remind you of work, free breakfast, free working hours, company kindergarten and much more.

As the most family-friendly company, we are one of the most popular employers in the industry. Our company NPS of 86 % at kununu.com is exceptional.

A special asset of our company is our certified quality management. For us, high quality means a passion for customer service. We involve our employees on a daily basis in improving the qualitative parameters.

We appreciate the very good cooperation with PŸUR. Roland Schleicher’s team and he himself are extremely cooperative and motivate us to achieve top performance at all times. That’s why we make PŸUR’s customer service even better every day. www.gevekom.de

Telecommunications Feature Tele Columbus Partners with CGI to help achieve its strategic goals Extensive digitalization and automation are vital for Tele Columbus to consistently provide first-rate customer service. Since 2015, Tele Columbus has relied on CGI to help achieve this goal through the optimization of its IT operations and improved user experiences.

CGI initially assumed responsibility for the company’s IT help desk in 2015, introducing agile processes and transforming the user experience. Tele Columbus also turned to CGI for regulatory compliance and customer relationship management support.

As their partnership grew, CGI began providing Tele Columbus with application services, including migrating native apps to web apps, and developing new ones, such

as the MEIN PYUR customer service app. In April 2022, CGI’s work expanded to include managing the company’s IT operations.

Commenting on the success of the partnership, Chief Operations Officer Roland Schleicher said, “In my mind, CGI has several things in its favor: a regional presence combined with global reach, customer proximity, and a very high level of cloud and delivery competence.”

Close by and around the world Founded in 1976, CGI is among the largest IT and business consulting services firms in the world. Through a client-proximity business model, CGI consultants live and work near clients, collaborating closely and building trusted relationships. These consultants draw upon the advantages of a vast global network to bring the scale, innovation and resources required to help clients achieve business outcomes | www.cgi.com

Your partner in seeing around corners Business success isn’t just about where you’ll go and how you’ll get there. It’s also about who you’ll team with.

Clients rely on CGI as an insightful and resourceful partner, helping them see what’s ahead, and even around the corners, to co-create solutions and accelerate their digital transformation journeys.

Find out more at cgi.com

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PŸUR Growth rests on strategic pillars With a successful turnaround behind it, PŸUR can cast its eyes forward. With connectivity and security continuing to be valued by customers due to the cyber threats from the war and the ebband-flow nature of the pandemic, the telecommunications industry is thriving. Internet service providers will need to keep an eye on the competition and think strategically to remain ahead.

A firm believer in the power of three, Roland outlined the three strategic pillars PŸUR is utilizing to reach its goal of becoming the fastest-growing internet service provider in the German market: “One is fibre rollout. We will invest roughly 2 billion euros over the next ten years bringing fibre to two million households. Germany currently only has a 20% fibre penetration so we’re improving that and closing the gap with other developed nations.

“Our second strategic pillar is to become a digital operator so building upon those last couple of years, fully digitizing and automating our opera-

tions so we achieve what I call ‘one-click customer journeys’ and also automating all our back-office operations for that.

“The third component is what I call open access.

Opening up our network for other brands to also serve those households that our infrastructure connects to. Last year, we launched our first partner Telefónica. This means more competition for our services but it also means more choice and more opportunities for the households and customers to connect to.”

By paying attention to the customer’s voice and providing more variety and choice, PŸUR keeps the customer at the top of the agenda. A significant proof point of this from an external certification perspective is the company’s status as one of the top contenders for the customer service award that is granted annually by Connect, Europe’s renowned telecommunications review magazine. Roland considers this a particularly illustrious feather in the company’s cap, considering the about-turn the company has made in recent years.

Extension works being conducted on the fibre optic network.

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PŸUR Looking to the near future Looking to the future, Roland is confident PŸUR will achieve its goal. Having successfully navigated a crisis, the company wholeheartedly appreciates the value and capabilities of its close-knit team of talent. In terms of vision for the future, PŸUR aims to tackle two particular areas of activities relating to talent attraction and development.

“One is refitting our office spaces to become more like collaborative meeting places rather than individual workspaces. The second element is that we’re introducing a work model that gives very high flexibility to each employee and also choice.

So, one can choose to work 100% mobile or from home, or partially. Or the opposite, work completely from the office. We give them choices.

“We believe that Covid has changed how we as a company operate and what type of flexibility is expected and needed. That’s something that has become very important for our current employee base and we also see being extremely critical for our talent in our recruiting,” ended Roland. www.pyur.com

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Telecommunications Feature

Tele Columbus AG Network Centre, Leipzig

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Liv Culling

Niamh Spence

Sam O’Leary CEO, SLM Solutions

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SLM Solutions

Rocketing Ahead!

From tooling to aerospace, energy to automotive, additive manufacturing is here to change the future of production, and SLM Solutions is taking the lead.

With its mission to make life easier for its diverse customer base, it can make almost anything out of metal using its advanced manufacturing technique.

SLM Solutions CEO, Sam O’Leary, tells Business Enquirer what sets his company apart from the rest.

O

nly a few years ago, 3D printing seemed like a thing of the future. Well, the future is here. Also known as additive manufacturing, the process can now take on production at scale.

Simplistically, it is a layer-by-layer process by which lasers solidify metal powder at a granular

level. Each layer is melted into the layer beneath to create the final product.

“Before our customers go into production, their product is envisioned using generative design,” explained Mr O’Leary. “This process uses a computer programme to identify stress points and efficiencies. Quite simply, the technology can see things in a way humans can’t”.

From a complexity perspective, this means that no job is too big for SLM Solutions.

Despite having recently launched the world’s fastest powder bed fusion additive manufacturing machine, Mr O’Leary highlighted that they wouldn’t stop there. In fact, its R&D team will continue to redefine the status quo in every possible and seemingly impossible direction.

“Additive manufacturing is changing the way the world manufactures,” said Mr O’Leary, “we are utilising the latest technology and science rather than using traditional techniques of force (think subtractive casting). This digitisation of the additive manufacturing process makes it more sustainable and enables us to be a driving force behind industry 4.0 in the industrial revolution”.

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SLM Solutions Brit Abroad SLM Solutions CEO, Sam O’Leary, is British-born and bred, so what led him to the Brick Gothic, North German City of Lübeck?

After realising at 18 that life in the classroom wasn’t for him, Mr O’Leary started an apprenticeship at a local engineering firm. “I went from strength to strength learning different roles, and then I was headhunted for a role at Alstom Power,” he shared. Alstom Power, now GE, was Mr O’Leary’s first move out of the UK, taking him to Switzerland, where he headed an R&D organisation. He then moved from General Electric to SLM Solutions in Germany.

“Working in a different country and a different culture is a great experience for personal growth,”

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said Mr O’Leary, “It’s exciting to be able to head up a smaller company like SLM Solutions, where I can focus on my passion for what we do, rather than pushing against corporate complexities”.

SLM’s Got Talent SLM Solutions takes a flat hierarchy approach, which Mr O’Leary considers important in driving passion and intensity. “We consider ourselves to be one group of people, one team,” he said.

As such, SLM Solutions are planning to move away from the traditional structure of an office to having open spaces, collaboration rooms and less segregation.

Mr O’Leary is very passionate about the business’s talent and takes a hands-on approach

Manufacturing Feature Cumberland Additive

BECKER

Cumberland Additive, is an established force in the additive manufacturing (AM) industry, offering prototype through serial production of parts and engineering design services in both metals and polymer materials, with a focus on Powder Bed Fusion technology. Cumberland has partnered with some of the largest global aerospace, defense, space, and oil & gas companies to deliver repeatable high-quality parts.

What do BECKER and SLM Solutions have in common?

To leverage recent growth in the energy, defense, and space markets Cumberland has expanded operations to a new Pflugerville, Texas location and is also establishing a second facility at the Neighborhood 91 Additive Manufacturing production campus located at the Pittsburgh International Airport.

In addition to gas-tight blowers and heat exchangers specially designed for metal 3D printers, BECKER’s CYCLEAM offers metal AM machine manufacturers intelligent gas recirculation and filtering with extremely long maintenance intervals, up to one year.

The expansion in Pflugerville has enabled Cumberland to add 30% more square footage to operational capacity, including additions to its fleet of SLM®280 systems, along with machines from EOS (M 400-4) and the opportunity to grow their GE (Arcam Q20plus) electron beam AM technology. The company has also expanded its finishing capabilities with additional Haas 5-Axis CNC machining mills and lathes.

The Neighborhood 91 location is gearing up with new large format printers, including a new SLM®500, coupled with CNC Machining Solutions to service the entire additive manufacturing campus.

They are both pioneers and leaders in their technologies in the metal 3D printing industry today.

BECKER sets the standard for gas-tight blowers and heat exchangers in inert gas recirculation of metal 3D printing machines. Thus creating the best build chamber atmosphere for superior 3D printing results.

As a result, CYCLEAM enables the operators hassle-free long stable print jobs without worrying about remaining filter lifetime or cleaning cycles, the prerequisite for increased productivity.

With almost 140 years of solid experience in air technologies, BECKER provides cutting-edge solutions to a broad range of vacuum and blower related applications worldwide. Make it Premium. Make it Becker. www.becker-international.com

In 2022, Cumberland is demonstrating that AM is here to stay by responding to customers with turnkey solutions that meet their critical part and specification requirements. With 16 years of growth, Cumberland is an established contract manufacturer that unlocks the value of AM for partners with data driven insights, exceptional design for AM solutions, and operational agility. www.cai-3d.com

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Manufacturing Feature

Rocket Factory Augsburg (RFA) Rocket Factory Augsburg (RFA) was founded in 2018 with the mission to significantly reduce launch costs in the space industry. The company’s goal is to launch satellites into low Earth orbits and beyond on a weekly basis to enable a variety of business ideas from space.

The RFA ONE rocket combines three key competitive advantages: A customer-focused service with precise in-orbit delivery and a high degree of mission flexibility through its orbital stage; at a highly competitive price; enabled by superior staged combustion technology, industrial automation with as many components off-the-shelf as possible, and low-cost stainless steel structures.

The orbital stage can serve as a platform for a wide range of applications and precisely deploy entire constellations in orbit with just one launch. It can change altitude and inclination, perform RAAN phasing and provide up to five years of in-orbit services such as monitoring, maintenance and eventually de-orbiting. RFA ONE’s structures are made of low-cost stainless steel, which not only enables simple, fast and inexpensive series production, but also reuse of the first stage. On the other hand, it is the staged combustion Helix engine that burns fuel 7% more efficiently, which translates into 30% more payload capacity. At the same time, it is significantly more sustainable because, as a closed cycle engine, it emits hardly any sooty exhaust gases into the atmosphere. RFA is very proud to be the first company in the European Union to develop and test a fully integrated full-scale staged combustion engine.

RFA has already secured several customers for its first flight in early 2023. www.rfa.space

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SLM Solutions when it comes to recruitment. “We always have technology roles available because we need particular people with a particular set of skills, so I’m always keen to keep the door open,” he said.

Of its 550 employees, there are 30 different nationalities represented, with the majority located in Lübeck. “The fact that we can attract the world’s best talent is a fundamental enabler to extending our position of technology leadership” shared Mr O’Leary.

Systemized Powder Handling ADDITIVE

Holistic. Customized.

This unique and diverse spectrum of cultures offers immense benefits in terms of sharing different perspectives and techniques.

Adapting to Change Northern Germany is known for its traditionalism. However, the COVID-19 pandemic forced companies to review their approaches.

Despite 40-50% of its staff continuing to be onsite day to day, staff now have the opportunity to work from home two to three days a week if they are able.

“This has also allowed us to recruit a better quality of talent from further afield,” explained Mr O’Leary, “there is no longer a requirement for staff to be in the office every day. The pandemic changed our perspective on flexibility. We can now recruit from around the world on the basis that the colleague physically comes into the office once a month, for example”.

The pandemic also encouraged SLM Solutions to make even more technological advancements.

“We adapted from entertaining one or two customers a week in the showroom to implementing virtual tours of our facilities and what we have to offer,” shared Mr O’Leary, “This has opened doors to a wider customer base”.

Despite its challenges, SLM Solutions saw growth rates of more than 20% in the first year of the pandemic and then again in the second year.

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SLM Solutions A Smörgåsbord With the ability to manufacture practically anything made of metal, SLM Solutions has a diverse range of name-droppingly good customers.

The pandemic and the current geopolitical situation have encouraged larger OEMs to invest in technology and reshore processes. SLM Solutions is, therefore, an attractive additive manufacturer, the technology needing little in terms of human labour.

“Once a human sets up the machine, the process is labour cost agonistic,” said the CEO. The growth in customer base has enabled the business to work on a wide range of projects.

“One of the coolest projects we work on is Bugatti brake callipers, which are produced with name personalisation. Cristiano Ronaldo has one, for example,” said Mr O’Leary.

Now, the factory floor can go from producing high-value products like Bugatti’s brake calliper to high volume items such as locomotive callipers which are being used in tram systems in Italy.

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“The high-value items can be very cool, but the high volume products are helping our business to grow, so they’re equally as valuable to us”.

SLM Solutions also works for customers such as NASA, BMW, Collins Aerospace, Divergent, Siemens, MAN Energy Solutions and Rolls Royce, to highlight just a few.

“What is attractive about our business is that the process of discussing requirements, through to ordering the technology and then producing the item can take days and weeks rather than months and years,” said Mr O’Leary.

Much like his proactive approach with his staff, Mr O’Leary ensures he has a key involvement with the business’s customers, too. “I ensure I speak to the majority of our customers throughout their journey with us,” he said, “this could be a phone call, or something as simple as a text message, depending on how the client functions”.

Its flexible approach is another USP of the business. Changing tact to having more empathy with how a client operates has created more loyalty from its customer base.

YOUR SOLUTION PROVIDER FOR GAS RECIRCULATION IN METAL 3D PRINTERS MAKE IT PREMIUM MAKE IT BECKER.

More about gas-tight blowers and components from Becker at www.becker-international.com.

SLM Solutions Pillars of Success “As the technology pioneer, we create endless possibilities to change the future of manufacturing forever”, states SLM Solutions’ mission statement.

Its CEO shared with Business Enquirer the three pillars which help the business to achieve this: Technology Leadership - working with SLM Solutions gives customers access to worldclass engineers.

Operational Leadership - SLM Solutions does things in a structured and orderly way. What it considers to be “the right way”.

Customer Proximity - SLM Solutions want customers to see it as the model supplier. When the customer needs something, SLM Solutions is there for them.

“It’s not rocket science; these are three simple pillars that make our business work and our customers successful,” said Mr O’Leary in conclusion. www.slm-solutions.com

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Manufacturing Feature

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PROJECT DIRECTED BY

WRITTEN BY

Liv Culling

Laura Watling

Sonnedix workers on site inspecting the solar panels

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Sonnedix Axel Thiemman, CEO, Sonnedix

S

onnedix is a global solar Independent Power Producer (IPP). The business develops, builds, finances, owns, and operates solar power plants across OECD countries.

The business operates in France, Italy, Spain, Germany, Poland, Japan, Chile, the UK and the US. “We currently have 1.8 gigawatts operational, 400 megawatts under construction and 5 gigawatts that will go into production over the next 3 years,” shared Mr Thiemann.

To equate these numbers to something physical, in 2021 the electricity that Sonnedix produced was enough to provide electricity to around 650,000 households.

When we started, solar energy was still a niche market...

Green energy is now becoming the provider of choice, the most efficient and cost effective.

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“

“With the expansion to 7GW, Sonnedix will be able to supply more than 2.6 million households with solar driven electricity,” said Mr Thiemann.

The Sun is Rising Sonnedix is on a mission to build a bright future for the planet and its people by harnessing the power of the sun. At the heart of this purpose-driven enterprise is its finely tuned culture and its ESG responsibilities. Laura Watling learns more from passionate CEO, Axel Thiemann.

Established in 2009, Sonnedix is still a relatively young business in an equally young sector of a mature market.

“When we started, solar energy was still a niche market, a lot of which was run on subsidies. Green energy is now becoming the provider of choice, the most efficient and cost effective,” said Mr Thiemann.

However, in 2021, still less than 4% of energy generated was from solar power. “There is definitely a growth opportunity in this arena,” he said.

Sonnedix currently has 424 projects in operation, construction or development, developed, financed, constructed and operated by a dedicated and engaged team of over 430 worldwide.

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Sonnedix Team over gigawatts

The business is driven by its “One Team” ethos.

Its mission is at its heart, explained CEO, Mr Thiemann. “All of our team members at Sonnedix are committed to our purpose. Any friction can be overcome by returning to our mutual purpose”.

“You can have all the equipment in the world, but what brings it to life is the people,” shared Mr Thiemann, “it’s something we felt particularly during the pandemic - take care of the team, and the team will take care of the business”.

“Our local team members have far better knowledge on the land in which they are working, as well as the social and economic impact,” Mr Thiemann said, “It’s important that we give back to the people and the economy of the region where we build the plant”.

Part of the Sonnedix team

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The employees of Sonnedix all have the opportunity to undertake personal development and career opportunities throughout the business.

A focus now is to integrate the team members who joined during the pandemic, which makes up close to half of Sonnedix’s team.

“

You can have all the equipment in the world, but what brings it life is the people...

“

As well as providing clean, low cost and efficient energy to the globe, it is important to Sonnedix that it reflects the societies in which it works. A key feature of the business’ strategy is employing local people into its plants, from the build stage right through to management, operations and maintenance.

Energy Feature

AT SONNEDIX WE HARNESS THE POWER OF THE SUN TO BUILD A BRIGHT FUTURE

We keep working to fulfil this mission, supporting the photovoltaic sector growth across OECD countries and keeping a social commitment with ours investors, suppliers, partners, and with the communities where we operate.

Project Development Engineering & Construction Mergers & Acquisitions Asset Management and O&M

www.sonnedix.com

Energy Feature

Sonnedix site, Tanabu, Japan

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Sonnedix A 5-star solar leader It’s no surprise that Sonnedix, a business committed to combating climate change, has a powerful ESG impact policy.

It’s important to Sonnedix that it protects, enhances, and cares for the environments in which it operates. In 2021 alone, Sonnedix solar power plants helped to remove the equivalent of around 180,000 cars worth of CO2.

Meanwhile, it aims to support social economic development, job opportunities and essential provisions in those regions. It’s vital to the business that it demonstrates diversity and strives to be the most inclusive business in the market.

Over the last few years Sonnedix has driven efforts to improve its gender balance. As such it has increased from 30% females in the business in 2019, to 38% in 2020, earning itself a Solar Gender Award.

The “-isations” Next on the agenda for Sonnedix are two key “-isations” - hybridisation and digitisation.

As well as deepening its presence in the areas it is alread present and expanding into new areas, Sonnedix will focus on how to make the energy market more self-sufficient in Europe.

Of course, one of the challenges of solar power is harnessing the sunshine. Sonnedix is developing ways to hybridise energy capture from the sun and wind as well as the deployment of storage.

The business is also making significant investment in digital transformation. “We are heavily investing in AI and data,” explained Mr Thiemann, “one of our goals is to be able to forecast maintenance before it is required, and schedule downtime in the most convenient time for the end customer”.

“Our strategic journey is customer-led, focussing on how we can fulfil our customer’s needs,” said Mr Thiemann.

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Energy Feature The time is now It feels like now couldn’t be a better time for a business whose vision is to combat climate change via solar power. The sector is in public favour and more and more investment opportunities are being created by governments globally.

Sonnedix is forming long-term relationships with strategic partners and suppliers alike.

“Solar energy is a long-term investment, and we are able to demonstrate this to landowners, equipment suppliers, lenders and our team,” said Mr Thiemann, “Not only are we offering long-term investment opportunities, we are also giving longterm career paths to local people”.

Sonnedix is a stable, well-funded and diversified player in the field, being majority=owned by institutional investors advised by J. P. Morgan Investment Management Inc. The business is currently in a phase of aggressive growth and will be seeking opportunities in acquisition and partnerships. www.sonnedix.com

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Sonnedix

Sonnedix site, Oita, Japan

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2 SERIES ACTIVE TOURER BORN ELECTRIC