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50 bn CONNECTED

DEVICES

BY 2020:

IBM’s insight

TOBrPan1d0

s Powerhoupsee in Euro

75,000 Happy

People Work for Mars

Februar y 2015


EDITOR’S COMMENT

Is 2015 the year of wearables? T H E W O R L D A N D I T S billions of devices are

becoming connected at a furious rate. IoT is not so much a buzzword but a concept firmly embedding itself into the workings of businesses and everyday consumers. With this in mind, we spoke to IBM’s Gareth Mackown about what this year has in store for the Internet of Things, and whether wearables in particular will claim 2015 as its breakthrough year. Also featured this month is Mars, home to 75,000 happy Associates and continually recognised as a Great Place to Work. The company, owner of 11 separate billion-dollar brands in the realms of confectionary, food and petcare, spearheads numerous initiatives for its workers and we spoke to Vincent Howell, Vice President, Talent, Learning & Organisation Development, about why employees rate their work so highly. Sticking with powerful brands, we run down the top 10 brand powerhouses in Europe, looking at which European companies boast the most impressive portfolios. Finally our company report section contains several exclusive insights to exciting businesses in the Europe and Middle East region, including a profile on Yorkshire Water as the UK industry begins a new five-year AMP cycle.

Enjoy the issue! Thomas Wadlow Editor thomas.wadlow@wdmgroup.com 3


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METAL FABRICATIONS


CONTENTS

FEATURES LEADERSHIP

TOP10

Most Valuable Brand Corps. in Europe

26

8

What Makes Mars a Great Place to Work?

TECHNOLOGY

18

50 Bn Connected Devices By 2020: IBM’s insight 5


CONTENTS

 oha Green D Line Project

62

36

80

Yorkshire Water

Company Profiles

Cemex UAE

ENERGY 36 Yorkshire Water

88

CONSTRUCTION Rawlplug

62 Doha Green Line Project 80 Cemex UAE

MANUFACTURING 88 Rawlplug

MINING

108

96 Assarel-Medet

SUPPLY CHAIN

BT Supply Chain

108 BT Supply Chain

XXXX XXXX

7


LEADERSHIP

What Makes

MARS A GREAT PLACE TO WORK? The still family owned business is home to 11 billion dollar brands and more than 75,000 Associates, priding itself on a company culture which has seen it listed among the top 25 multinational workplaces W r i t t e n b y: T O M W A D LO W


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LEADERSHIP MORE THAN A century on from being founded in 1911, Mars’s family-orientated culture remains as strong as ever, despite its presence as a manufacturing behemoth. Mars is a $33 billion business employing more than 75,000 people at 394 sites in 74 countries, with 34 factories in Europe alone. It has masterminded some of the world’s most iconic brands in the worlds of pet care, confectionary, food and drink, from Snickers and Pedigree to Uncle Bens and the original Mars bar. Lesser known to some is the fact that Mars is among the best multinational workplaces to be found having been listed by Great Place to Work in its most recent studies. Beneath the financial bottom line lay a hugelymotivated and happy workforce, a collective group of Associates. Vincent M. Howell is Vice President, Talent, Learning & Organisation Development, and expresses what it means for the company to be recognised for its culture. He said: “There’s a great sense of pride not only for our leaders, but for the Associates that what we’re doing is working. At the same time, 10

February 2015

M&M sorting station it’s an opportunity for us to review the feedback and see where we can continue to improve and ensure our culture is engaging and fun.” Family Owned Central to this has been the continuation of family ethics and values, recently emphasised


W H AT M A K E S M A R S A G R E AT P L A C E T O W O R K ?

VINCENT M. HOWELL Vice President

by Victoria B. Mars, Chairman of the Board who delivered the keynote speech at the 2014 Great Place to Work conference in New Orleans, USA. Family values are brought to life within Mars as ‘The Five Principles’ of Quality, Responsibility, Mutuality, Efficiency and Freedom. 11


LEADERSHIP

Mars Office Mars Petcare Associate with her pet

“Whether you’re in Belgium, Australia or China, our Mars offices are consistent in underscoring a nonhierarchal, collaborative community” Wrigley Factory

12

February 2015

- Vincent M. Howell, Vice President, Talent, Learning & Organisation Development


W H AT M A K E S M A R S A G R E AT P L A C E T O W O R K ?

office environment where access to senior leaders is just steps away, to no private parking spots and more. Not to mention the ability to bring your pets to work at many of our offices! “Through the stewardship of the Mars family, we strive to create a workplace that encourages empowerment and personal responsibility.”

“In Victoria’s presentation, she discussed how the Principles empower Associates to create an egalitarian workplace culture… and this type of culture can provide non-traditional career development opportunities alongside more traditional corporate programs,” Howell added. “Whether you’re in Belgium, Australia or China, our Mars offices are consistent in underscoring a nonhierarchal, collaborative community. This is realised through our open

Mars University Associates are further empowered by knowledge. In 2013 more than 400,000 learning and development hours were completed through the Mars University programme, designed to further functional and leadership skills. This is backed up by the fact that Mars owns fun and iconic brands, with opportunities to cross between different industries and explore the many avenues owned by the business. “There are great opportunities for mobility across functions, segments and geographies,” Howell said. “It’s not uncommon to come across Associates who have worked in Wrigley and now work in Petcare. “For myself, I started in Mars as an accountant, I have worked in emerging markets across Central 13


LEADERSHIP Participants on the Mars MAP (Mars Ambassador Program) initiative

Europe, Africa and the Middle East, I have led our Food business in North America and now I’m leading talent, learning and organization development for Mars globally.� The ability for Associates to cross different brands and continually learn throughout their Mars experience combines with a hierarchy-free atmosphere to generate strong bonds of trust between all levels of the organisation, something 14 February 2015

which Great Place to Work values extremely highly in its evaluations. Ambassadors and Volunteers Supporting the communities where Mars operates is another key component of company culture, and one which gives Associates the opportunity to travel the world to carry out volunteer work and learn even more about the business. In 2013 the Mars Ambassador


W H AT M A K E S M A R S A G R E AT P L A C E T O W O R K ?

Program (MAP) saw 100 Associates spend between one and six weeks in other parts of the globe with Mars communities. Howell described one such project carried out by the scheme. “In June, we announced the completion of one of the largest ever, rehabilitated coral reefs off the coast of Pulau Badi, an island in Southern Indonesia,” he said. “The reef, built by divers participating in MAP together with the

Wrigley Associates, Poland

‘It’s not uncommon to come across Associates who have worked in Wrigley and now work in Petcare’ - Vincent M. Howell

15


LEADERSHIP island community, will include more than 3,000 specially constructed, innovative spider-like structures in which coral fragments grow to rehabilitate the reef and re-establish native fish populations. It will provide income opportunities, food security and economic independence for the local population.” The Mars Volunteer Programme has seen 18,000 Associates conduct 70,000 hours of volunteering in the past year, ranging from pet shelter restoration to working in soup kitchens.

The story of Mars

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February 2015

“There’s great value in making the list not only for helping retain Associates, but also attracting new Associates” - Vincent M. Howell

Bottom Line There is also a lot of commercial sense behind channelling energy into being a great place to work. Not only are the top 25 multinational and


W H AT M A K E S M A R S A G R E AT P L A C E T O W O R K ?

best US companies to work for lists published on Fortune, providing excellent PR opportunities, Great Place to Work offers detailed reports and feedback from employees. This also translates into sizeable recruitment benefits. “There’s great value in making the list not only for helping retain Associates, but also attracting new Associates,” Howell added. “Recruiting is very competitive and making this type of list helps raise awareness for our company, as well as further endorsing great career opportunities.” “This also builds pride and awareness among our other stakeholders like government officials, customers, and beyond.” By sticking to its core family principles dating back to the beginning of last century, Mars has managed to not only develop iconic billion dollar

Mars Global in a Moment, the infographic represents the various divisions and their assets

brands but also emerge as one of the most exciting multinationals to work for. Now a regular on the Great Place to Work national and international lists, the company will be hoping to remain there and move up the rankings in years to come. 17


TECHNOLOGY

50 bn CONNECTED

DEVICES

BY 2020: IBM’s insight

The coming year will see more busin taking advantage of extra connectiv an increasingly popular avenue of in 18

February 2015


nesses and consumers vity, with wearables nvestment for all

W r i t t e n b y : To m W a d l o w

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TECHNOLOGY THE INTERNET OF Things (IoT) is an evolution gathering some momentous pace. Even in what may be seen as early stages, IoT is transforming how companies and consumers go about conducting everyday business in ways that many of us would not even notice. From factories automating responses to assembly line issues and hospitals monitoring pacemakers from afar, to hotels remotely adjusting temperatures and lighting to suit guests’ preferences and drivers IBM Email App Transforms the Way People Work

linking smartphones to their cars, the evolution is spreading quickly. By 2020, Cisco expects the number of connected objects to rocket to 50 billion, while IDC predicts the market will be worth $7.1 trillion (€5.7 trillion), up four-fold from the 2013 value of $1.7 trillion (€1.36 trillion). IBM is helping businesses and consumers find value in making connections between devices, something which Gareth Mackown, mobile lead, financial services, IBM Interactive Experience,


50BN CONNECTED DEVICES BY 2020

says is what IoT is all about. “Fundamentally it is about connectivity, connecting devices, products and people to the internet and actually making use of that connection in order to give value back,” he said. “It has actually been around for quite a long time, but is something that is getting more and more attention as it becomes more cost effective. The key is what you do with the data.” IBM is working on numerous IoTcentred projects with big-name clients, including Daimler for whom it helped develop its FleetBoard telematics solution which gathers data to help lower customers’ insurance premiums, improve the condition of vehicles and increase defensive and preventive driving. By 2017 it is expected to reach the installation of about half a million units. How far can IoT go? Mackown and IBM see the Internet of Things as the next leap in the internet evolution, the Interconnecting of Everything based on three dimensions: components, building blocks and systems-of-systems. “It will be hard to draw a box around

“Fundamentally it is about connectivity, connecting devices, products and people to the internet and actually making use of that connection in order to give value back” – Gareth Mackown, mobile lead, financial services, IBM Interactive Experience what IoT is,” Mackown said. “As it becomes part of the broader internet it will become seamless in the same way the internet has, and I see it as an extension of this. New businesses will appear as a result of this connectivity but I don’t see it as a separate thing; this will be more relevant to some businesses compared to others.” Though many industry experts predict that tens of billions of devices and objects will be connected by IoT in the next five years, it 21


TECHNOLOGY would be dangerous to label the possibilities as limitless, for Mackown points towards issues of security and privacy among others. Related to this is the willingness of consumers and how far they are prepared to go in terms of handing what can be personal data over to the Internet of Things. Even the immense intelligence of Stephen Hawking believes there are dangers in the journey towards total connectivity and automation, warning that artificial intelligence may one day see about the end of humankind. The question of how far IoT will go at this time remains an open-ended one.

“We are still in the early stages, but with the likes of Apple making strides in terms of the visual appeal of smartwatches I believe the demand will only increase� – Gareth Mackown

22

February 2015

Rise of Wearables A segment of IoT that is most certainly on the rise is wearable technology. From the Google Glass to the imminent arrival of the Apple Watch and Microsoft Band, both businesses and consumers look set to benefit from the convenience presented by these new devices. A third of European businesses will be introducing wearables to the workplace in 2015 according to IT solutions provider Ipswitch, with France and Germany leading the way.


50BN CONNECTED DEVICES BY 2020

IBM Interactive Experience: Wearables Mackown added: “For both consumers and businesses wearables are about getting information to people quickly and subtly in a hands free manner, allowing users to be getting on with work at the same time.” “I can see this being a breakthrough year. Whether it becomes a norm by the end of the year we will have to see, but more and more you will come across this connectivity which may not be as obvious as a watch. Already you see that with phones

connecting to cars and homes.” IBM recently worked with Nationwide and launched a smartwatch application which allows Nationwide mobile app users to view account balances in an instant. Key for the building society in this project is customer flexibility, which this latest wearable app allows. Tony Prestedge, Chief Operating Officer at Nationwide, said: “Giving those members who want and have the technology the ability to check 23


TECHNOLOGY their balance on their watch provides them with even more choice as to how they interact with us whether it is online, through an app, faceto-face or over the phone.” Mackown added: “What we focused on were the simple things you can do – usability is absolutely key as users do not want to trawl through pages of information. “We are still in the early stages, but with the likes of Apple making strides in terms of the visual appeal of smartwatches I believe the demand will only increase. This will not remove the need for mobile applications but in certain cases this sort of wearable has great potential.” Cause for Caution Although becoming connected to the IoT in terms of technology and cost involves relatively low entry stakes, many companies report concern at the speed of change and required expertise to take full advantage of what could be overwhelming volumes of data. According to IDC, “51 percent of CIOs are concerned that the digital torrent is coming faster than they can cope and 42 percent don’t feel that they have the talent 24

February 2015

“As consumers I think IoT will slowly integrate into our world and in many cases will happen without people realising it” – Gareth Mackown. Connecting devices in the workplace


50BN CONNECTED DEVICES BY 2020

Smartwatch

needed to face this future”. Security is perhaps the most prominent challenge at the forefront of consumer and corporate minds. Germany, European leader in wearables adoption in the workplace, is also the source of 16.6 percent of the world’s cyber-attacks, second only to the USA (27.5 percent). “There is a technology element with security and privacy and we need to make it fit with what people find acceptable,” Mackown said. “People should know where data is being stored and how it is going to be used, and we must keep our eye on where this goes as IoT use cases keep evolving.” Such security challenges require solutions to effectively deal with authorisation, authentication, access control, privacy and trust requirements without damaging usability. Get this right, and the IoT will surely benefit all in years to come. Mackown concluded: “As consumers I think IoT will slowly integrate into our world and in many cases will happen without people realising it. We will ride the journey with our clients and step up our activities alongside them.”

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TOP 10

From food and drink to cars and telecoms, Europe is home to some of the world’s richest brands and brand owners, but which are the most valuable according to Eurobrand’s latest findings for 2014? W r i t t e n b y : T H O M A S W A D LO W

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February 2015


TOP 10

10

Deutsche Telekom

â‚Ź19.24 billion

The German telecoms giant is ranked 36th in the world and has seen its brand value increase by more than 12 percent this year. Founded in 1996 and headquartered in Bonn, the brand boasts more than 46,000 twitter followers and owns subsidiaries including T-Mobile (67 percent) and EE (50 percent). 28

February 2015


M O S T V A L U A B L E B R A N D C O R P O R AT I O N S I N E U R O P E

08

Daimler

€20.06 billion

09

German auto and truck maker Daimler owns or has shares in a variety of well-known brands including Mercedes-Benz, Setra, Tesla Motors, RenaultNissan Alliance and Freightliner. Headquaretred in Stuttgart, the company’s brand portfolio shot up by a massive 20 percent last year, seeing it jump nine spaces to 34th in the world.

Diageo

€19.37 billion

Drinks specialist Diageo is the world’s largest alcoholic spirit maker and a prolific producer of wine and beer. Its brand portfolio includes Baileys, Smirnoff, Gordon’s Gin, Guinness and Blossom Hill, all of which combined to help overall brand value grow by nearly 10 percent from 2013 and assume fourth most valuable UK brand corporation. 29


TOP 10

07

SAB Miller

€21.11 billion

The South African brewer is actually headquartered London, and home to some of the world’s most iconic drink brands. Its range includes Peroni, Cascade, Bulmers, Foster’s and Strongbow. The company has a rich history dating back to 1895, and beer still accounts for the majority of business today.

06

Unilever

€24.90 billion

Anglo-Dutch conglomerate Unilever has interest across food, drink, cleaning and personal care products, and despite a decline in brand portfolio of 10 percent over the last year, the company still occupies 25th spot in the world. Brands include Marmite, Pot Noodle, Lynx, Persil, Ben & Jerry’s, Surf and PG Tips. 30

February 2015


M O S T V A L U A B L E B R A N D C O R P O R AT I O N S I N E U R O P E

05

Vodafone

€25.31 billion

The UK’s most valuable brand corporation, with the third largest number of subscribers (more than 415 million) to its products and services in the world behind China Mobile and SingTel. The company’s brand value actually dropped by 12.5 percent in the course of the year, but still recorded revenues of €48.44 billion for the financial year ending April 2014. The Group has more than 810,000 Facebook likes and 350,000 LinkedIn followers.

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TOP 10

03

AB InBev

€29.86 billion

04

Volkswagen

€25.61 billion

Germany’s wealthiest brand corporation and on course to overtake Toyota as the world’s largest car manufacturer, Volkswagen is by far Europe’s most prolific automotive company with brands including its own VW range, Audi, SEAT, Skoda, Bentley, Lamborghini and Porsche. It also produces industrial vehicles through its MAN and Scania subsidiaries. Annual revenues reach around the €200 billion mark, with the company employing more than 570,000 people. 32

February 2015

The Belgian brewer is the largest beverage producer in the world and saw its brand portfolio increase by 6.2 percent in value on 2013. Global brands include Stella Artois, Budweiser and Corona, with Leffe and Beck’s also among its staples. In 2013 the company took €34.47 billion in revenues.


M O S T V A L U A B L E B R A N D C O R P O R AT I O N S I N E U R O P E

02

Nestlé

€33.05 billion

Swiss multinational Nestlé is the largest food company in the world when measured by revenues (€76.63 billion in 2013), and has around 6.7 million Facebook likes. Its brand portfolio includes confectionery, ice cream, pet foods, cereals, and bottled water, with big names such as Kit Kat, Smarties, Nesquik and Nespresso. 33


TOP 10

01

LVMH

€39.35 billion

Moët Hennessy-Louis Vuitton (better known as LVMH) specialises in luxury brands, which include Belvedere (Vodka), Dom Perignon and Moët and Chandon (Champagne), Louis Vuitton (fashion) and Hublot (watches). The company was founded in 1987 and is headquartered in Paris. It is 40 percent owned by Christion Dior, and CEO Bernard Arnault is Chairman of both parties. In total LVMH controls around 60 subsidiaries that

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February 2015

each manage a small number of high-end brands. The oldest brand is wine maker Château d’Yquem, dating back to 1593. Across the world LVMH has 110,000 employees with 81 percent of these outside of parent country France. It took €29 billion in revenues over the course of 2013 and is also involved in culture and heritage, humanitarian action, education and supporting young artists and designers. In terms of industry sectors, fashion accounts for a third of revenues, followed by wine and spirits (14 percent) and perfumes and cosmetics (13 percent).


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Yorkshire Water

set to invest ÂŁ3.8 billion to remain industry innovators The UK utility company has laid down plans to inject significant funds into various water supply, environmental and sewer flooding improvements Written by: Sam Jermy Produced by: Richard Thomas


Y O R K S H I R E WAT E R

Yorkshire Water has announced it will invest £3.8 billion over the next five years to remain at the forefront of industry innovation.

S

et out in the company’s next business plan leading up to 2020, it will make capital investments which include £50m for water supplies, £180 million to improve the quality of Yorkshire’s inland waterways, as well as £220 million to tackle issues such as climate change and population growth. It is a significant commitment for the firm, which serves 5.3 million customers in the Yorkshire region through 33,000 kilometres of clean water network and 60,000 kilometres of waste network. These customers are well served by a 2,400 strong workforce who help treat a mammoth 1.24 billion litres of clean water every day, while

A Yorkshire Water Network Performance Engineer analyses a pumping station


E N E R G Y D I G I TA L

Scarborough Toll House site

at the same time one billion litres of waste water is collected, treated and disposed of. Privatised with the entire English and Welsh water industry in 1989, Yorkshire Water is now part of the Kelda Group which is made up of a number of infrastructure funds including CitiGroup, GIC and Deutsche Bank. Simon Barnes, Director of Business Support at Yorkshire Water, said: “We have an ideology about customer-centricity where everything starts with the customer. Their needs are our priority and we works backwards from there. According to the UK Customer Service Index we are currently the top customer service provider in the utility sector. Our vision is ‘taking responsibility for the water environment for good’, and we have underpinned that vision with six strategic business objectives looking out over 25 years. “We developed those business objectives by

33,000km Clean Water Network

60,000km Waste Water Network

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Y O R K S H I R E WAT E R

Key Personnel

Simon Barnes Director of Business Support at Yorkshire Water

“We have an ideology about customercentricity where everything starts with the customer. Their needs are our priority” – Simon Barnes, Director of Business Support at Yorkshire Water

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February 2015

looking at the 11 externalities we have got coming up in the business, in the water sector and the Yorkshire region. They are underpinned by an ethos of delivering better service at lower cost.” “Our six strategic business objectives are: being a trusted company at a functional and corporate level; making sure everything we do surrounding water is safe from drinking it to walking round our reservoirs and also from a flooding perspective; continuing to be a water-efficient region and managing resources properly despite the growing population; maintaining excellent rivers and coasts in our catchment by thinking of areas like the east coast of Yorkshire and how we play our part in keeping Blue Flag status; making our resources sustainable by utilising the circular economy; and then finally strong financial foundations meaning how do we keep the bills low while remaining an attractive business to invest in that then allows us to borrow money cheaply to enable us to invest in our assets. Barnes cited the 11 externalities as: rising energy costs, rising resource costs, recognising climate change, growing population because infrastructure needs to meet demand, growth in households, skills resource and where the company is getting future skills and talent from, recognising and meeting expectations of the diverse customer-base, societal demands that are changing, and the whole affordability and financeability, as well as technological change.


E N E R G Y D I G I TA L

Laying the foundations Yorkshire Water works with the Office for National Statistics in forecasting data, so the organisation is clear on its direction of travel. The disciplined approach is always brought back to the business plan which works on a five year cycle. It currently sits on the cusp of a brand new regulatory period which runs from 2015 to 2020. Through consultation with its customers, the company has built seven desired outcomes that directly feed into the six aforementioned strategic business objectives. These outcomes include providing customers with safe and clean drinking water, ensuring there is enough water, protecting people from the environment and sewer flooding, protecting and continuously improving water supplies, understanding the impact on the environment and providing Delivery of the new Long Sea Outfall Pipe in Bridlington

123m Tall Wind Turbine at Yorkshire Water Knostrop Site - Tallest Structure in Leeds.


Y O R K S H I R E WAT E R

BRETTEX SITE SERVICES

Provide a Full Mechanical and Electrical Service for all Water Utility Sludge Processing Equipment and Ancillary Plant Our in-house staff and maintenance engineers have a wealth of experience in providing best practice solutions to maintenance and process issues within the water industry. • • • • • • • •

24/7 Emergency cover nationwide Bespoke maintenance solutions Process and equipment optimisation Specially designed components manufactured in house Dewatering/thickening rental solutions UK Partner for Bucher Unipektin Full operational & maintenance training packages UK’s largest stock of filtration cloths (available 24/7)

info@brettexsiteservices.com www.brettexsiteservices.com

Tel: 01246 856560 Fax: 01246 856180

ISO 9001 & 14001 OHSAS 18001

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February 2015


Y O R K S H I R E WAT E R

E N E R G Y D I G I TA L

customers with the expected level of service whilst keeping bills as low as possible. There are a number of business units now collaborating to achieve these objectives. Service Delivery ensures Yorkshire Water is easily contactable and end users receive clean water and can dispose of their waste water safely. Working alongside that business unit is the Asset Management function, which makes sure the assets are fit for purpose and identifies where the company needs to invest. Naturally this unit has played a central role in where the company will be investing ÂŁ3.8 billion in the next five years. The Support Services business unit involves HR, Communications, Health & Safety, Finance & Regulation and the Business Support unit which Barnes spearheads, looking after all the

ÂŁ3.8bn The amount that Yorkshire Water will be investing in the next 5 years.

Angram Dam

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Y Orecommends R K S H Windows. I R E WAT E R Panasonic

BREAKTHROUGH MOBILITY Panasonic Toughbook and Toughpad – the perfect fit for every utilities application Whatever the task, wherever it’s needed, Panasonic has a mobile solution for every aspect of work in the utilities sector. Featuring Intel® Core™ i5 vPro™ Processors, our specialist range includes: • The outdoor performance and connectivity of the FZ-M1 and FZ-G1 Toughpad tablets • The fully rugged durability of the Toughbook CF-19 • The convertible flexibility of the Toughbook CF-C2 • The all-round capabilities of the Toughbook CF-53

Intel, the Intel logo, Intel Core, Intel vPro, Core Inside and vPro Inside are trademarks of Intel Corporation in the U.S. and other countries.

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February 2015

So when you’re looking for the perfect companion for your mobile engineers, talk to Panasonic for the ideal answer. Call now on 01273 765 114 Visit www.toughbook.eu


Y O R K S H I R E WAT E R

E N E R G Y D I G I TA L

procurement and IT systems, business processes and innovations. Head office is located on the outskirts of Bradford and there are various satellite offices throughout the county. An asset management building in Leeds city centre also hosts Yorkshire Water’s construction partners. Technology and energy Yorkshire Water draws its resource from three sources, split equally between rivers, ground water and upland catchments. This encompasses raw water reservoirs and the planned catchments, treatment works pulling from the aquifers and rivers directly, and then clean service reservoirs where the firm stores the potable water it produces. But this can bring its own challenges to overcome. Barnes said: “We invest extensively from an

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Colleagues at Yorkshire Water Blackburn Meadows Waste Treatment Work

PANASONIC TOUGHBOOK

Toughbook doesn’t just lead the ruggedised PC and tablet market, it defined it. Since our first model launched more than 17 years ago, Toughbook mobile PCs and tablets have created their own niche in the world of mobile technology, redefining the possibilities of access to data and applications in the most challenging of environments. To understand the true benefits of deploying Toughbook-based solutions in your organisation, you need to begin by thinking about the challenges your mobile workers face. And that’s where the Toughbook story begins. Panasonic equips Toughbook mobile PCs and tablets with technology that’s uniquely designed to overcome the access barriers encountered by countless professionals, in many industries, every day. Website: www.toughbook.eu

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Y O R K S H I R E WAT E R

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Y O R K S H I R E WAT E R

E N E R G Y D I G I TA L

innovation perspective. For example, moving water is a very expensive business as it is heavy. To move a tonne of water takes quite a bit of pumping if you are not in a gravity-fed situation. You can imagine we have got quite a significant energy bill due to rising energy costs. The question we are constantly asking ourselves is how do we square the better service and lower cost? “We have been looking at how we can use renewable energy to reduce our exposure to the volatility of the market. Therefore we extended our partnership with npower so half of our future energy needs are met through renewable electricity. The deal was facilitated by RWE Supply and Trading and means Haven Power will supply renewable energy to the region via npower until 2017.

SUPPLIER PROFILE

“We have been looking at how we can use renewable energy to reduce our exposure to the volatility of the market. Therefore we extended our partnership with npower so half of our future energy needs are met through renewable electricity” – Simon Barnes

SABIO

Sabio is the UK’s leading independent contact centre technology specialist, transforming customer contact. With over 15 years’ experience we’re ideally placed to help your organisation meet today’s customer service challenges. Sabio works with world leading organisations to optimise contact centre performance, reduce operational costs and improve customer engagement. As a leading independent contact technology specialist, Sabio identifies and deploys only those technologies that meet that the highest performance standards. As such Sabio has been a Platinium Partner of Avaya for over a decade, a Premier Partner of Verint for over 14 years and supporting Nuance for 10 years.

Website: www.sabio.co.uk

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Y O R K S H I R E WAT E R

CJ Connally Electrical Engineering Services Ltd operate as an electrical, control and instrumentation contractor to all sectors of industry including clean and waste water, process, chemical, engineering, textiles and food. We are NICEIC and CHAS approved contractors, with over 30 years’ experience within the industry. We are based in Huddersfield, West Yorkshire.

Contact us T: 01484 461416 F: 01484 461100 E: info@cjcees.co.uk www.cjcees.co.uk 48

February 2015


Y O R K S H I R E WAT E R

E N E R G Y D I G I TA L

“We do a small amount of hydropower, but getting key assets in the ground for hydro is quite difficult because the pipes aren’t normally near where you need to use the electricity and trying to get the connection right is tricky. We’ve tended to go for a small amount of wind energy but we’re actually looking at how we can start to take the product we receive from our customers and turn that into energy with things like anaerobic digestion. “We build our business plans over five years to co-ordinate where in these different areas we are going to place money; introducing new technologies to the market and innovating is crucially important to us. Sometimes it is proven but sometimes it is technology that isn’t proven anywhere so can entail an element

SUPPLIER PROFILE

Yorkshire Water’s reservoir in Lower Laithe

CJ CONNALLY

The company consists of a team of qualified technicians, electricians and apprentices who are all directly employed by CJ Connally. This provides us with the flexibility to match-up the right size of team for the project in question. This will provide you with instant access to experienced and competent personnel when you need them. The team works to a high specification using quality materials throughout. From large industrial/commercial contracts to small-scale projects, we approach every job with a professional commitment to leave our customers totally satisfied with the work we deliver. Website: www.cjcees.co.uk

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Y O R K S H I R E WAT E R

CROSS THE DIVIDE

What inspires us? What keeps us up at night and makes us bounce out of bed in the morning? It’s finding new ways to help organisations cross the telecoms and tech divide. Taking them from where they are now to where they want to be. But divides are only crossed with strong partnerships. Like the one we’ve built with Yorkshire Water over 10 years. And the one we’ve just begun with Buffalo Grid – turning solar power for mobiles into a utility for developing countries. Wide divides to cross. That started with a single step.

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E N E R G Y D I G I TA L

of risk. Consequently we selected Business Modelling Associates for the development of an integrated risk and cost modelling capability on a seven-year contract, because it is all about managing the potential risk” This stance has seen Yorkshire Water begin an anaerobic digestion project that takes the sludge produced from waste water treatment works and put it through a process which has required £12.5 million worth of investment since 2010 to develop. Although the process is still in the development phase, it has the capacity to produce three times the amount of energy for the same amount of capital investment. Barnes added: “That’s involved working with a range of global organisations and by investing that much in one area of technology, it has been one of

SUPPLIER PROFILE

£12m The amount that Yorkshire Water invested in its anaerobic digestion project

VIRGIN MEDIA BUSINESS

At Virgin Media Business we take the time to understand the struggles our customers face, getting to know the daily challenges that their industry brings. We aim to help our customers - working closely with them, and our partners to design solutions to overcome their obstacles and make things simple. Our nationwide fibre optic network is already able to reach 85 per cent of organisations. Carrying 35 per cent of all business broadband traffic to both public services and businesses across the country. We help our customers to connect, consolidate and ultimately transform the way they work, delivering improved service to their own customers now and in the future.

Website: www.virginmediabusiness.co.uk

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Y O R K S H I R E WAT E R

2,400

The number of employees at Yorkshire Water

the biggest innovation projects we have taken on.” Thanks to technological innovation, Yorkshire Water’s carbon footprint continues on a downward trajectory and due to the increased energy produced, it makes the company more efficient allowing it to reinvest those funds elsewhere in the business. Strong employee focus One of the biggest assets Yorkshire Water possesses is its 2,400 employees and the company’s senior management rightfully places the utmost importance on staff wellbeing and advancement. It is something that the business is very passionate about and Barnes personally champions. He said: “We just won the Utility Week award for staff development due to one of our schemes called the Business Support Hotseat Scheme. We opened this up specifically for people who are not currently managers in the organisation, so we are identifying people in the talent pool. “Broadly, it is a scheme where we will give

“We just won the Utility Week award for staff development due to one of our schemes called the Business Support Hotseat Scheme. We opened this up specifically for people who are not currently managers in the organisation” –S  imon Barnes. 52

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XXXXxxxxx

A shot of the BioThelys Tanks at Esholt. Copyright Richard Bird Photography 53


Y O R K S H I R E WAT E R

Proud to be a leading energy solutions provider for the water industry npower and Yorkshire Water have a long term partnership – working together to develop leading-edge energy efficiency solutions.  To find out how we can help your business by challenging convention, get in touch at business@npower.com npower.com/business @npowerbusiness

Mediaworks are proud to be working with Yorkshire Water on their on-going digital communications strategy, helping them to embrace the benefits of online interaction with consumers. By understanding how consumers are finding out about the company and it’s services online,Yorkshire Water are better able to present and convey their customer service excellence as well as their commitment to the wider community. 54

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Search Engine Optimisation

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E N E R G Y D I G I TA L

them Tuesday mornings to work on solving a problem in the business. There is a maximum of six people on the Hotseat scheme, they get assigned a mentor, and it works in six month periods. As directors of the business we meet every week and any individual on the Hotseat scheme gets the chance to sit in on all the leadership meetings to understand what is going on; then they move on to another department. “They all vote and decide what problem they are going to work on and how. It really is an opportunity to work on something and build their network within the business, getting exposure to people they wouldn’t normally interact with daily. We introduced this in 2013 and are now going through the third Hotseat scheme.” Yorkshire Water also has a robust graduate scheme; some even travelled to Israel in January in conjunction with the respective embassies to work on company performance commitments. The first Hotseat scheme came up with ‘ChemVision’, which was around optimising chemicals and it manifested itself in a £250,000 saving per annum on the procurement practice and interaction surrounding chemicals and chemical companies. The project manager for ChemVision went on to become a full-time project manager in Asset Management. Another participant was able to highlight her skills in value chain engineering when she worked with firms such as Lafarge Tarmac by completing benchmarking

The company is proud of its Hotseat scheme

A Yorkshire Water colleague jetting a sewer in Gargrave

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Y O R K S H I R E WAT E R

Proud to be supporting

with the delivery of their AMP6 Business Plan. MORRISON UTILITY SERVICES. One of the UK’s leading utility service providers.

WRc and Yorkshire Water Innovating Together

WB POWER SERVICES LTD.

POWER GENERATION SPECIALISTS SINCE 1983

WRc discovers and delivers new and exciting solutions that enable our clients to meet the challenges of the future. +44 (0) 1793 865000 www.wrcplc.co.uk

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WB Power Services are widely regarded as specialists in all aspects of power generation. Whether you require a complete turnkey solution, temporary hire or access to our award winning fully comprehensive maintenance contracts. Help is only a phone call away 24 hours a day. 0115 9444422 (24 hour help line) www.wbpsltd.co.uk


Y O R K S H I R E WAT E R

E N E R G Y D I G I TA L

exercises with procurement routes. Barnes said: “What’s great to see is each and every person has either moved on to doing a role they particularly wanted or stayed in their existing role and became more confident and effective in that role. “With regards to staff development, I took 22 individuals away from the business for a week in March last year. On the Monday afternoon I announced I had organised a networking event in Leeds for a number of our suppliers. They had all paid a fee to be there and our CEO, myself and the Director of HR would also be attending and they needed to organise the event themselves. “That created a bit of a crisis for them as we had people from all over the world flying in for this event. But they delivered a fantastic networking event where they made a number of contacts with various businesses from an innovation angle and I was very proud of them. It was a way

Educating the next generation: Schoolchildren learn about the water cycle at Yorkshire Water’s education centre in Headingley

Yorkshire Water launches its biggest apprenticeship scheme at Esholt Hall

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BRING THE POWER OF THE CROWD TO YOUR BUSINESS The Blue Globe is a boutique innovation consultancy with wide range of clients worldwide. Assisting business with the use of different types of innovation strategies including process to deploy new innovations. Specialising in crowd sourcing and open innovation solutions.

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E N E R G Y D I G I TA L

of saying “how are you going to start engaging your supply chain from a systems, business process and value chain perspective?” “It is a way of galvanising the business to get behind some of the things that we need to do. It is a great way of engaging people within the business but also engaging people from our supply chain.” Bright future The ongoing emphasis at Yorkshire Water is ensuring the four key areas of business processes, systems, procurement and innovation are solidified and locked together. By doing this, the company becomes the main enabler of lower service and better cost and an active member of the circular economy. This is why the company is investing heavily from a systems perspective, and allocating £1.9

£1.9bn The total amount to be invested in Yorkshires water and sewerage systems

Yorkshire Water’s Lower Laithe Reservoir

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“In the next five years we’re looking to outperform by £500 million of the £3.8 billion that we’re going be investing and that’s why we need to act smart by employing the circular economy thinking”– Simon Barnes.

billion of the total investment towards water and sewerage services. Barnes also explained how the organisation is understanding what its current IT systems and future systems needs to be, and there is some motivation and excitement over the emerging big data and artificial intelligence arena. He said: “In the next five years we’re looking to outperform by £500 million of the £3.8 billion that we’re going be investing and that’s why we need to act smart by employing the circular economy thinking. “We updated a number of waste water treatment works around the region and some of these aggregate-lined tanks at the plant have become redundant and a big liability. At

Aerial view of Esholt Waste Water Treatment in Bradford

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one site we were looking at a £20 million cost to get rid of the aggregate and put it to landfill. “From a sustainable resources and trusted company perspective we are trying to reduce what we send to landfill. Some fairly junior innovation staff from a business process point of view analysed the situation and said they actually think the aggregate can be washed in a way that could then be used back into our capital programme. “So we started partnering with organisations like Lafarge Tarmac who are in the quarrying business. We worked on an innovative project where essentially we were able to turn this £20 million liability into an income stream by developing a technique where the aggregate was removed, cleaned and put back into the building/construction trade. “So we’ve now in effect got a quarry at these sites. The company that won the work is a company called Thompson’s. They are taking the aggregate off site and using it in the construction industry, paying us a fee per tonne but then returning the site back to its former glory. Which then allows us to develop that site for housing or light industrial use, highlighting the whole circular economy.” But Barnes is keen to point out all of this would not be possible without the knowledgesharing and networking events and says really it is about understanding Yorkshire Water’s data and what its business processes currently are and what they need to be in the future.

Company Information INDUSTRY

Public Utilities HEADQUARTERS

Bradford, Yorkshire, UK FOUNDED

1989 EMPLOYEES

2,400 REVENUE

£980 million PRODUCTS/ SERVICES

Providing and maintaining water services for domestic and business customers

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DOHA GREEN LINE UNDERGROUND Signals A New Era Of Construction in Qatar Written by: Abigail Phillips Produced by: Richard Durrant


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DOHA GREEN LINE

From design through to safety initiatives, sustainability concerns to traffic management, the Doha Green Line Underground Project has been a resounding success to date

T

he Doha Metro is a rapid transit system currently under construction in Doha, Qatar and a number of its neighbouring municipalities. Upon completion, it is expected to comprise of 211.9km of route across four railway lines serving 85 stations. It will be an integral component of the larger Qatar Rail network, which will include long-distance high-speed rail across Qatar, and local light rail and people mover services within Doha. Construction of the Doha Metro officially began with a groundbreaking ceremony at the site of Msheireb station, which will act as the hub for not only the Metro but also entire Qatar Rail network. Throughout early 2013, Qatar Rail submitted tenders to various international firms to construct sections of phase one, corresponding

Breakthrough of cutting head

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CONSTRUCTION

A visualization of a Doha Metro station

to the Red and Green Lines. In mid-May, Italian firm Impregilo was awarded a $2 billion contract to manage the construction of the Red Line North segment, running from Msheireb to Al Khor North. In June, it was revealed that QDVC and Porr were successful in their bids to lead the building of the Red Line South segment and Green Line, respectively. Fifteen tunnel boring machines will be used for the project from the German company Herrenknecht. The Doha Metro will ultimately consist of four lines opening in phases beginning in 2019 with an eventual completion date of 2026. The Red, Green and Gold Lines will radiate out from a central interchange at Msheireb in Downtown Doha, with the Blue Line providing a semi-orbital service. The Metro network will cover the Greater

211.9km The total distance of the four railway lines serving 85 stations

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Quality garunteed & proven worldwide DOHA GREEN LINE

Metrotile is an innovative manufacturer of lightweight steel roofing materials for the European, Middle-east and African market. The international success and reputation is earned not only by the product concept itself, lightweight roofing solution, but also the variation in design and colours, efficient and effective production and excellent personal contacts. Metrotile offers a full line of residential roofing solutions to reflect the styles of traditional roof products. Metrotile can be used in a wide variety of applications for new-build or renovation. Our products are suitable for homes, offices, retail stores, schools, leisure facilities, hospitals, ...

Metrotile 66

February 2015

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DOHA GREEN LINE

CONSTRUCTION

Doha area and will include connections to town centers and main commercial and residential areas throughout the city. In central Doha, the Metro will be underground, whilst at the outskirts; it will mainly be at ground level or elevated. The Green Line Underground Project The Green Line Underground Project is one of seven packages included in phase one of the wider Doha Metro, which will be operational before the FIFA World Cup, Qatar 2022. There are six different packages in addition to the Green Line Underground, forming the network in its entirety. As Eng Jassim Al Ansari, Project Director of Qatar Rail explains, “The Green Line Project is part of the whole network and should

Architects impression SUPPLIER PROFILE of the metro

Guenther Heilmayer, Project Director at Doha Green Line.

VME MATERIALS HANDLING

Main text goes here and can be a block of copy - if there is no desire to indent the copy with headings. Main text goes here and can be a block of copy - if there is no desire to indent the copy with headings. If you need to create a new paragraph then just hit return and a separating rule appears for segregating the paragraphs. The text in this box aligns from the bottom up. Adjust the text box height of course, but leave the position of the box so that the bottom of the box has a y co-ordinate of 742pt. AWebsite: r t i s t s iaddress m p r e s goes s i o nhere as the last entry of Doha Metro

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Doha Green Line -Breaking Through

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be considered as such. It will serve many people. The network will bring direct benefits from a social, environmental, economic and human perspective. The project truly encompasses the main vision of Qatar 2022.� The Green Line Underground Project will consist of 52km of track, including six stations, two switch boxes and additional structures such as evacuation shafts. The project also consists of 16.6km of twin-bored tunnels built at a depth of 20 meters. The line spans from Msheireb (Central Station) through to Education City and on to Al Rayyan and in total approximately 18.5km of track will run underground. The Green Line Project is also known as the Education Line due to the fact it will run through the Cattar Educational Institute. According to the project directors, the Doha


CONSTRUCTION

Green Line Underground Project is essential to the delivery of the 2022 FIFA World Cup and is a key contributor to Qatar’s 2030 vision. The project has been broken down into a civil phase and a system phase. Currently the project is in the civil phase and has been since construction began in June 2013. This phase of development is due for completion in August 2018, at which point the system phase will get underway. The Green Line in its entirety will be completed two years ahead of the World Cup in 2020 and will cost in the region of €2 billion.

“The network will bring direct benefits from a social, environmental, economic and human perspective. The project truly encompasses the main vision of Qatar 2022”

A Fully Integrated Joint Venture The Doha Green Line Underground is a fully integrated joint venture between Austrian contractor, Porr, HBK Contracting Co., and Saudi Binladin Group. The beauty of such a set up comes from the fact that all partners are working towards a common goal, rather than trying to secure individual interests. Furthermore, as a joint venture there is minimal need to sub-contract. As Guenther Heilmayer, Project Director of PSH JV explains, “We are not splitting the venture into different verticals, meaning we do not need to sub-contract. As a venture we execute most of the work internally and only sub-contract a few specialized elements of the project. This means that managing contractors is not a problem. The overall advantage is all three partners have the same interest for all elements of the project. “We have a very integrated and collaborative

– Jassim Al Ansari, Qatar Rail Project Director

The project will consist of 52km of track including six stations

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BSS Boray CONSTRUCTION AND PREFABRICATED BUILDINGS W.L.L. Labor camps Accommodation buildings Site offices Mess halls Schools

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Fax: +974 4466 4950

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approach to managing the project,” he says. A Passion For Quality From day one, quality has always been a priority for the joint partnership. The Green Line Underground is a self-certifying project, which means it manages its own quality control, as per the contract. “Quality is within our scope of work,” explains Heilmayer “To ensure we are meeting our stringent requirements, we have established a Quality Control department, which schedules regular internal and external audits.” Since the project got underway it has been audited at least once a week. As well as its own quality control checks and measures, the Green Line Underground Project has had to adhere to a number of

Crane delivering segments from storage yard at Mesilla Station.

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Qatar-BV-300x250-2-2:Qatar-BV-300x250-2-2 21/11/13 10:25 Page1

Qatar-BV-300x250-2-2:Qatar-BV-300x250-2-2 21/11/13 10:25 Page1

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BUILDINGS &your DEPARTMENT infrastructure projects We serve INFRASTRUCTURES Weyour serve your projects. infrastructure projects Environmental Impact Assessment Energy / Waste

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QATAR

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CONSTRUCTION

requirements from the Doha government. “We are following the full requirements in regards to waste management, noise pollution, traffic management and more. “We knew from day one that we would have to deal with these concerns, so we put processes and systems in place to ensure they were dealt with properly. As an example, we monitor the movement of all our trucks and analyze how they affect the flow of traffic in surrounding areas. All this information is shared with our directors, shareholders and government bodies. We have also limited the noise on site to the comfort of local residents and businesses,” explains Ansari. The main contractors are acutely aware that quality starts from the very beginning of a project.

“We have worked hard to achieve a four star rating and are committed in terms of design and construction to ensure we are building to green standards” – Jassim Al Ansari, Qatar Rail Project Director

15 tunnel-boring machines for the Doha Metro (Copyright Herrenknecht) w w w. q r. c o m . q a

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WORLDS LARGEST LIFTING BRIDGE Botlekbrug, Netherlands / © A-Lanes A15

Vienna Consulting Engineers ZT GmbH

Supports Your Project VCE operates in following lines of business: // the transportation sector (roads, bridges, tunnels, railways, metro) // the building and industrial sector // the development sector // the structural health identification (BRIMOS®) and Life Cycle Engineering // BIM Experts in all lines of business

Doha Green Line Underground – VCE Services: Design Coordination VCE Vienna Consulting Engineers ZT GmbH / Hadikgasse 60, 1140 Vienna / T +43 1 897 53 39 / schedler@vce.at / www.vce.at

PKE is a leading international service enterprise in the field of highly complex extra low current projects. For more than three decades, PKE has been carrying out complex, large-scale projects all over the world – ranging from safeguarding state-run central banks and penitentiaries to wiring Formula-1 tracks and monitoring underground railway networks. Our projects prioritize reliability and safeguard the future. To find out more about us please visit www.pke-me.com

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PKE GULF WLL BAHRAIN T: +973 178 139 11 F: +973 178 139 22 bahrain@pke-me.com

February 2015

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DOHA GREEN LINE

CONSTRUCTION

As such, the choice of designer was critical. “To ensure the quality of the design and build project we chose very renowned and experienced designers. The project is developed with stateof-the-art planning in mind,� says Heilmayer. This level of design quality has made environmental planning and considerations easier. Sustainable Development Solutions As well as monitoring waste, water usage and noise and light pollution on site, the Green Line Underground is also committed to obtaining a four star level of certification from the Qatar Sustainability Assessment System (QSAS). QSAS is a green building certification system developed for the State of Qatar, its primary objective being to create a sustainable built environment that minimizes ecological impact while addressing the specific regional needs and

The Green Line is commited to obtaining the QSAS certification

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AI Mesilla Station - conveyor belt with storage yard.

“We have given priority to local contractors and suppliers to boost the economy and resident businesses” – Gunther Heilmayer, Project Director

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environment of Qatar. “We have worked hard to achieve a four star rating and are committed in terms of design and construction to ensure we are building to green standards,” says Ansari. Supporting The Local Economy A large part of the Doha Green Line Underground centers on local development and progression, and the project has supported this initiative in many ways. For example, it is committed to using local suppliers and labourers where possible. As Heilmayer explains, “We have given priority to local contractors and suppliers to boost the economy and resident businesses. We have had to import some material, but we always look for local solutions when we can.”


CONSTRUCTION

A World-Class Safety Record Employee safety is a key concern and the Doha Green Line Underground Project is proud of its world-class safety record to date. During project peaks, there can be up to 4,500 people working on site and yet the project has clocked up an impressive 7.5 million hours major incident free; no mean feat in a construction environment. “We are achieving a very unprecedented record and have been awarded several times for it. This is a big point for us and we are very proud of this,” says Heilmayer. “Labour accommodation and welfare is an ongoing

Green Line through Education City timelapse.

ADVERTORIAL

Byrne Looby Partners contracted as Utility Designers for the Green Line Metro

B

yrne Looby Partners was awarded one of the initial contracts for Qatar Rail’s Green Line Metro back in early 2014. The scope of works included the design of both wet and dry utilities to enable the stations to be constructed. The work required close liaison with the design engine engineering team and the utility owners to locate, assess and design appropriate permanent diversions of utilities with tight timescales. These utilities included water, electricity, telecommunications, military and security, police utilities, medical utilities, sewage and storm water. During the course of our brief Byrne Looby Partners were invited to undertake civil and structural designs to assist the Contractor, Porr/ Saudi Bin Laden/HBK (PBH), in the design of temporary works to expedite the permanent design. This element of work is ongoing. As part of the overall project Byrne Looby delivered: Utility diversion concept design to accommodate station construction (telecoms, HV, MV, LV cables, foul sewerage and storm drainage in diameter from 300mm to 1500mm, TSE) • Utility diversion detailed design • Temporary works for main contractor

BIM 3D modelling for utility diversion associated with the Station Box Utilities. Byrne Looby are currently undertaking similar utility design work on Line 6 of the Riyadh Metro in the RSA. Byrne Looby Partners was established in 2001, and is an international engineering service provider, delivering solutions for the water, marine, infrastructure and energy sectors. It is now well established as specialist engineering consultant with particular expertise in geotechnical, civil, structural and water engineering services in Europe and Middle East. Offices locations include Bahrain, Libya, Jeddah, Saudi Arabia, Qatar, Abu Dhabi, Dubai, UK and Ireland. For more information on Byrne Looby Partners or to view recent projects visit www.blpge.com.

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DOHA GREEN LINE

Breaking through the concrete wall and tunnelling department Members with Mr.Christian Genschel, Tunnelling Director

“We are achieving a very unprecedented safety record” – Gunther Heilmayer, Project Director

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campaign for us and we recently had a visit of union representatives and the feedback is very positive. The level of welfare is well about European standards both on and off site.” In order to maintain superior standards of health and safety, the project managers have employed the use of sophisticated technology and software. Real-time cameras watch the site 24/7 to monitor safety processes. This software is also


CONSTRUCTION

Company Information INDUSTRY

Railway Construction HEADQUARTERS

Qatar Rail Tower, Doha FOUNDED

2013 EMPLOYEES

4,500 REVENUE

N/A PRODUCTS/ SERVICES

used to record the site so senior management can see progress even when not on site. To date, the Doha Green Line Underground Project has been a resounding success. Everything from design through to safety initiatives, sustainability concerns to traffic management and movement of trucks, and supplier management signals a new era of construction in Qatar.

The end-to-end management for the design, build and implementation of the Doha Green line undergroundw.

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Cemex UAE

Goes Green

Written by: Abigail Phillips Produced by: Richard Durrant


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CEMEX UAE

Introducing sustainable cement and green solutions to the construction industry in Dubai and Abu Dhabi

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emex UAE is a leading readymix concrete producer in the main urban markets of Dubai and Abu Dhabi. The company, a subsidiary of Cemex International, also manufactures and distributes cement through its state of the art grinding mill in Dubai. Today, the company has a production capacity of 1.6 million tons per year. Since the economic recession in 2007, Cemex UAE has shifted its focus somewhat, moving away from being a ‘just a supplier’ and towards being a supplier plus, meaning it will do more than simply supply its customers with a raw material. “We have been working with our customers to deliver business solutions for the construction industry. We provide alternative solutions, new building technologies, design consultancy and advice regarding sustainable development,” says Marsat Lal Mirpuri, Commercial and Technical Director for Cemex in UAE. As an example, the company has a team of consultants who specialize in LEED development and sustainable construction. They can advise customers on matters of green development and help them obtain LEED certification. Building with sustainability in mind Cemex is the largest readymix, and in the top 5 cement, producer in the world and as such recognizes a need to make its operations greener on a global scale. Cement, by its very nature gives off a lot of C02 so the company has a lot


CONSTRUCTION

Workers at the Dubai Reservoir

of offsetting solutions in place to reduce its net impact. At some of Cemex’ global plants up to 70 percent of its fuel consumption is alternative fuel, while in Germany that number reaches 90 percent. Such a huge emphasis is put on sustainability at the company, that worldwide it has become a strategic target to become the biggest fuel saver in the cement industry. On a global scale, 20 to 30 percent of its Cement production is powered using alternative fuel. However the company doesn’t stop there, but is also a leader in using cement that is environmentally friendly. “We have put quite a significant focus on producing more sustainable materials,” says Mirpuri.

“We provide alternative solutions, new building technologies, design consultancy and advice regarding sustainable development” – Marsat Lal Mirpuri, Managing Director

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CEMEX UAE “We use waste material from the steel industry and make greener cement with it. It’s sustainable because we are making use of a waste material from another industry. We recommend it to all our clients and aim to use it 50 percent of the time. It doesn’t cost more and it’s more durable. “Part of our strategy has been around commercializing slag; it is more durable, and has less heat of hydration. Traditionally the heat that the cement produces could make concrete crack in this hot climate, however our newly formed concrete reduces the chances for this to occur. Cemex has also developed sustainable ready-mix concrete called ready green In order to encourage others in the construction industry to opt for sustainable solutions the company has developed a third-party approved C02 calculator, which allows developers to see how much C02 savings they will make by choosing sustainable cement. It is LEED approved and allows construction firms to calculate energy and cost savings. “The path to sustainability is about changing people’s mindsets,” says Mirpuri. “The whole industry’s mindset in fact.” World-leading knowledge Being a global company, with a wealth of experience under its belt, Cemex can offer its clients more than cement products. “We can help our customers make significant time and

CONSTRUCTION

Key Personnel

Piotr Rusecki CEO, Cemex UAE Piotr Rusecki joined Cemex in 2003. He has held several managerial positions in Materials, Ready Mix, Aggregates, Pavements, and Infrastructure in Poland. Additionally, he has served as Vice President ERMCO Association. Previously to joining Cemex, Piotr worked as General Director for Unicon Concrete and in Production at Bauma Concrete Prefabrication.   Piotr holds a Bachelor of Science Degree in Civil Engineering from Warsaw Technical University, and an MBA from WSPIZ.

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CEMEX MIDDLE EAST

Ferrai World, Yas Island, Abu Dhabi

“Whatever we promise we deliver. A commitment made is a commitment respected no matter what happens. No matter if the world comes to an end we will honor our promise” – Marsat Lal Mirpuri

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money savings by using different solutions,” says Mirpuri. “We also put our customers in contact with one another and other contractors within the industry. We can help them with design, we can help them to obtain finance for their projects and we can support them from concept to delivery. Having a global knowledge of the industry really makes us stand out from the competition.” Investing in people Cemex UAE has 650 employees from the engineers to drivers and has an extremely good retention record, with some drivers being with the company for in excess of 20-years. “Most of our drivers have been with us for many years. Retention is good because of respect and an open door culture. A driver could walk into our


CEMEX UAE CEOs office; there are no bureaucratic issues that some companies have,” says Mirpuri. The company also offers great training to it employees, and thus career development opportunities. “Training is very extensive regarding the technical aspect of cement & readymix; we also do training from an operational perspective. We have a Global Commercial Academy for all Cemex employees, so they whole company has the same global approach.

CONSTRUCTION

Company Information INDUSTRY

Construction HEADQUARTERS

Dubai, UAE FOUNDED

One step ahead of the competition So what sets Cemex ahead of the competition, in the UAE and on a global scale? “Whatever we promise we deliver. A commitment made is a commitment respected no matter what happens. No matter if the world comes to an end we will honor our promise,” says Mirpuri. “We give our clients global knowledge; no one else can operate globally like us. No one will give you a global network of contractors, we do,” he continues. “Our plan is to keep developing our green products, delivering solutions to the industry and integrating our knowledge and know-how of producing high quality concrete with people in the construction sector. We want to build partnerships to offer world-leading one-stop solutions.” With the company’s track record to go by and its global footprint, we believe this could be very likely.

1995 EMPLOYEES

650 REVENUE

USD 121 million AED 444 million in 2014 PRODUCTS/ SERVICES

Construction

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Rawlplug Steps Up

International Growth with New Dedicated Business Written by: Tom Wadlow Produced by: Richard Durrant


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R AW L P L U G

The global leader in the manufacture of anchoring and fixing systems continues to exercise trust and innovation across the whole company, staying true to its 1919 heritage

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awlplug is set for an exciting 2015 as it launches its new venture Rawlplug International, a key part of the company’s plan to continue down the path of efficiency, innovation and growth. These three tenets are evident across a range of work and projects carried out by the anchoring and fixing producers, which include a number of initiatives aimed at internal efficiency and sustainability, something which is valued extremely highly across all layers in the business. In terms of growth, since being acquired by Polish company Koelner in 2005, the partnership has developed rapidly. Koelner renamed itself Rawlplug in 2013, and having generated incomes of ₏10 million in 2000, the holding company now earns in the region of ₏170 million a year.

Rawlplug has heavily invested in its production facilities


M A N U FA C T U R I N G

Rawlplug International Having launched in January of this year, Managing Director Mattias Andersson believes this exciting expansion will help maintain the upward trajectory of the group as a whole. He said: “I want Rawlplug to grow by 30 percent in the next three to five years and I believe we will achieve this. With the Rawlplug International set up, we are ready for growth, and the UK team will develop and improve the excellent work we have achieved in previous years.” The UK business is now headed up by David Harvey, who will bring his wealth of expertise into a new chapter in Anderson’s stead. Rawlplug International, still headquartered in the UK, will be taking the company’s products and services around the world, with initial primary focus on the Commonwealth countries and the United States. Rawlplug has been a world pioneer and leader since it began all the way back in 1919 with John Rawlings, and now supplies a range of anchoring and fixing products to construction, retail and industrial markets. Its extensive product range includes bonded and mechanical anchors, lightweight fixings, insulation fixings for roofing and facades, selfdrilling screws, passive fire protection, sealants & foams, gas & powder actuated tools, DIN standard fasteners, MTO fasteners for the car industry and power tool accessories.

Key Personnel

Mattias Andersson Managing Director (Business Dev. Dir. for UK, France, Irland, Scandinavia, Portugal and Spain) The Swedish born Mattias Andersson is a 16 year veteran in the industry and has spent 8 of them with Rawlplug SA. His last 5 years living in the UK successively turning around 2 subsidiaries of one of the oldest fixing companies in the world. He has worked his way up the structure with great success and has always been continuously rewarded with frequently new challenges and bigger responsibilities. The experience & knowledge Mattias has gained during this journey, combined with his experience from business trips around the world is priceless. Mattias is a driven, hand’s on person who motivates his employees by example and by sharing his positive attitude, knowledge and experience. Through the many challenges he has demonstrated to the Rawlplug Team that everything is possible.

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R AW L P L U G

Key Personnel

David Harvey Managing Director Rawlplug Ltd David has 30 years experience and a highly successful background across our industry. Having delivered impressive results across the fixing industry and has experience in developing and managing sales units and people. David’s skills, recent success and his background will assist Rawlplug Ltd to deliver strong performance outcomes from our existing customers and progress the strong development opportunities in our non performing sales channels. David’s leadership and focus on improvement of existing customers and the development of new opportunities will position him well to drive further development and growth across the Rawlplug Group. David Harvey has over the past 3 years successfully been developing the sales of EWI and Flat roofing in the UK from 0% to a significant market share.

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Rawlplug has extensive R&D facilities

Investing in Innovation Research and development (R&D) will be a crucial driver of further company growth, and Rawlplug has recently invested in a number of innovative projects to help deliver efficiency and quality for customers. “Going forward R&D is imperative,” Andersson added. “We have 35 people working on this across three different locations in Glasgow and Poland. “Without R&D we don’t have a future and we know we have to come up with new and modified products; this is also about new packaging, new points of sales and new marketing. This is what we have done over the past four years and now we are perfectly placed to hit the global market.” “We need to be even more efficient in the factories and communicate better internally


M A N U FA C T U R I N G

and externally in order to compete with the likes of China on the manufacturing side. We are building up in order to double our capacity and become more reliable.” Several new internal systems are driving efficiency across the company. A new warehouse management system is removing any errors relating to delivery of goods thanks to simple yet extremely effective barcode technology. Rawlplug’s customer relations management system ensures that group makes the right decisions with clients, based on a true understanding of their needs and a drive to make them more profitable. Customers now also benefit

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“Without R&D we don’t have a future and we know we have to come up with new and modified products” – Mattias Andersson, Managing Director, Rawlplug.

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R AW L P L U G

Key Personnel

Radoslaw Koelner CEO Rawlplug SA Since the very beginning of his professional career he has been with the Rawlplug SA (formerly known as Koelner SA) which has been transformed from a local, family-owned enterprise into an internationally successful global company. I have held the office of CEO at Rawlplug SA since 1999. Throughout the years Radek has worked his way up within the structures, having been willingly engaged in a wide range of tasks assigned to various different departments. By pursuing such methods, this enabled him to study the company’s operations on all levels and observe them “in motion”. He is convinced that his active involvement has allowed him to become a professional leader. He is very much interested in environmental sustainability and he tries to support various charities. The main field of his recent interest covers ideas connected with the Corporate Social Responsibility (CSR) topics.

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from Rawlplug Essentials, a point of sale system which offers customers ‘minimal’, ‘optimal’ and ‘maximum’ product ranges suited to them. Sitting above these systems is PIM (Product Information Master), which contains all product information. Any change made to the status of a product on PIM automatically updates the other systems beneath it such as the warehouse management system, allowing instant and accurate visibility of operations. Further to this, Rawlplug is increasing its e-commerce activity to increase sales distribution channels to direct, wholesale and retail customers. Sustainable Growth What growth that will be achieved in the coming years Andersson is determined to make sustainable, both in the economic and environmental sense. Minimising Rawlplug’s environmental impact is certainly a priority moving forward. “This is another area of the business which has been built up and now has its own dedicated website,” Andersson said. An example of the company’s dedication to this principle is the development of a brand new ecofriendly packaging for its products which contains special fibres, conforming to a sustainable brand image while not sacrificing quality or appearance. The group also measures emissions from each factory and journeys made by


M A N U FA C T U R I N G

Rawlplug’s

Company Information

production and distribution hub

INDUSTRY

Manufacturing HEADQUARTERS

Glasgow, Scotland FOUNDED

1919 EMPLOYEES

2,000 REVENUE

staff in a bid to become carbon neutral. Andersson concluded: “For us this will help the world to recognise that we are a responsible company, that we are taking social responsibility in local markets, and that we force ourselves to be even more efficient in our own supply chain. From our banking partners through to our customers we are concentrating on sustainability and they start to recognise our responsibility in getting emissions etc in the right directions.” “The environment is a hot topic within the politics of the European Union and social responsibility of business is taken extremely seriously, and something which will help us to create a better future.”

€170 million PRODUCTS/ SERVICES

Anchoring and fixing solutions; Construction; Manufacturing

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Assarel-Medet flourishing in multiple areas Written by: Sam Jermy Produced by: James Pepper

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ASSAREL-MEDET

The privately owned Bulgarian mining and processing company has not only been achieving success in business, but giving back to the local people through a strong focus on corporate social responsibility

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ssarel-Medet Mining and Processing Complex is the first, biggest and leading company for open pit mining and processing of copper ores in Bulgaria, providing around 50 percent of the national production of the vital metal, copper. The company is a main factor for the social and economic development and overall image of the municipality of Panagyurishte and the district of Pazardzhik, in Bulgaria. It has a definite significance for the Bulgarian economy, as one of the leading industrial organisations with an important contribution to the raw materials independence. Now over 1,300 people are working in the company and another 400 are employed in subsidiaries and joint ventures.

Assarel Concentrator Plant

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MINING

The Medet Mining and Processing Complex was commissioned on 29 December, 1964, and since 1991 has become a joint-stock company through consolidation. Its main activity is open pit mining and processing of copper and copperpyrite ores, biochemical leaching of copper and the associated trade and engineering activities. Professor Lachezar Tsotsorkov PhD, Chairperson of the Assarel-Medet Supervisory Board, said: “We were the first company in Bulgaria to begin the mining of ores and minerals, and today Assarel-Medet processes about 13 million tonnes of ore per year, ensuring sustainable development, production and thorough utilisation of minerals at the Assarel deposit. “We are ISO certified and work in compliance with the three major international standards for quality management, environment protection and occupational health and safety. We have traditionally been a pioneer in the mining industry with regards to the implementation of new stateof-the-art equipment and new technologies. “The Medet Mine (1964-1994) construction started in 1961 and it was the largest open pit mine in Europe and the third largest in the world for the time. Efficient mining and processing of copper ore with copper grade lower than 0.4 percent was organised here more than 40 years ago for the first time in the world. This is a practice which was later commonly applied in the mining industry, but we were the pioneers.”

Key Personnel

Professor Lachezar Tsotsorkov PhD Prof. Dr. Lachezar Dimitrov Tsotsorkov is Chairman of the Supervisory Board of “Assarel-Medet” - the largest and structural-enterprise in the municipality of Panagyurishte and Pazardzhik. Winner of the highest state distinction “Stara Planina - first degree” and the prize “Manager of the Year 2009”.

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ASAREL MEDET PLC

SX-EW Installation

Assarel mine

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MINING

Assarel mine

Proud history, progressive future Today Assarel-Medet has many examples of how it has built on its initial front-running qualities in the mining industry. The company has been successfully implementing a program for removal of previous environmental damages, caused prior to the company’s privatisation, which was funded by the government based on an agreement with the World Bank. It annually invests significant funds in new technologies, environmental projects, human capital development and ensuring the highest standard of occupational safety and health. Since 1999, more than €350 million has been invested in these areas, and the implemented ecological projects account for €40 million. The firm has three treatment plants, one of them was built after its privatisation.

“We were the first company in Bulgaria to begin the mining of ores and minerals, with copper grade lower than 0.4%” – Professor Lachezar Tsotsorkov PhD, Chairperson of the Assarel-Medet Supervisory Board

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VERTIMILL速 an efficient and economical grinding technology

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ASSAREL-MEDET

MINING

Assarel-Medet was successfully certified on the voluntary standard for sustainable development of the mineral raw-material industry and received the first certificate for this. It was awarded to the Executive Director at Assarel-Medet, Eng. Delcho Nikolov by Dr Corina Hebestreit, Executive Director of EUROMINES, on the 29 September 2014, during the European mining business forum in Plovdiv. The purpose of the standard is to evaluate companies in ten aspects - growth and efficiency, quality and innovations, health and safety at work, caring for employees, partnership and development of local communities, transparency and accountability, environmental management, emissions and wastes, conservation of biodiversity, energy and climate protection.

SUPPLIER PROFILE

Waste rock conveyor

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Metso is a leading process performance provider, with customers in the mining, oil and gas, and aggregates industries. Metso’s cutting-edge services and solutions improve availability and reliability in minerals processing and flow control, providing sustainable process and profit improvements. Metso is listed on the NASDAQ OMX Helsinki, Finland. In 2013, Metso’s net sales totaled EUR 3.8 billion. Metso employs approximately 16,000 industry experts in 50 countries. Expect results. Website: www.metso.com

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ASSAREL-MEDET The achievement in all aspects was verified by an external auditor, as the audit was carried out by “TÜV Rheinland”-Bulgaria. The standard is structured in five levels for achieved results as even the first of them requires full coverage of legal norms. Each next level provides additional company policies, measures and commitments that upgrade the legal requirements and take into account what is the compliance with the best practices in the world. Sustainability and CSR Since the privatisation of the company, Assarel-Medet has won more than 50 awards. The numerous national and international awards obtained are a token of the high

MINING

‘Assarel-Medet has won more than 50 awards. The numerous national and international awards obtained are a token of the high prestige and social trust it has gained’

Outdoor Museum Exposition

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ASAREL MEDET PLC

Water Treatment Plant for mine water

“Assarel-Medet endeavors to ensure a dynamic, successful and sustainable corporate development” – Professor Lachezar Tsotsorkov PhD 106

February 2015

prestige and social trust it has gained. Professor Tsotsorkov said: “Since 1989 the company has built in the municipality of Panagyurishte over 1,000 apartments, two schools, two kindergartens, a stadium, cultural centre, dozens of shops, ski run and ski lift, sports grounds, correction of Luda Yana river, covered market, reconstruction of Tsar Osvoboditel Square and the city park, sewage and street lighting, repair of churches and much more.


ASSAREL-MEDET

MINING

“The company and its shareholders donate funds annually for construction of infrastructure projects and development of health, culture, education, social activities, sports and tourism in the municipality of Panagyurishte. All of this has radically improved the city’s landscape and significantly increased the standard of living in the municipality. “Manifested in a long-term plan, and in accordance with the highest standards and good practices, Assarel-Medet endeavors to ensure a dynamic, successful and sustainable corporate development, focusing upon good solid traditions, initiative, innovations and environmental thinking.” Assarel-Medet JSC is actively involved in international business organisations and associations such as the World Mining Congress, and the European Business Congress. It joined the UN’s Global Compact for Sustainable Development in 2003 and it presented itself as a company which takes care for human rights protection, labour conditions and environment which also gives support in studies dedicated to humankind’s progress. The company illustrates the modern understanding for corporate social responsibility by showing commitment to the dynamic development and life standard improvement into reality in Panagyurishte. With this refreshing outlook, Assarel-Medet is sure to win many hearts and minds on the way to renewed business excellence.

Company Information INDUSTRY

Mining HEADQUARTERS

Bulgaria FOUNDED

1964 EMPLOYEES

1,700 REVENUE

Not disclosed PRODUCTS/ SERVICES

Mining

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BT Supply Chain Brings Enhanced Industry Expectations to the Fore Written by: Matthew Staff Produced by: Craig Daniels


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B T S U P P LY C H A I N

One of the UK’s most familiar organisations continues to reinvent its supply chain arm as it looks to extend existing capability and services with external customers

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B

T is one of the most recognisable brands in the UK, operating successfully over the years upon a bedrock of core market facing businesses; BT Supply Chain has underpinned each of these, providing valuable experience of how supply chain can enable greater business success. Historically providing the logistical knowhow and efficiencies to help the entire organisation run as effectively and safely as possible, the team of around 850 people has long provided the supply chain planning and logistics which helps to enable BT’s market facing businesses. These are the words of Managing Director, Nicholas Hale, who was brought into his current position to steer BT Supply Chain and BT Cables towards the next stage of development. “Across each area of supply chain operations we support between 40,000 and 50,000 individual orders a day. We are responsible for supply chain planning, logistics, critical spares management and inventory performance amongst many other value-added integrated services such as staging, configuration, cable management, testing and repair, and inventory performance” he explained. “Over the past 18 months, having got that capability to critical mass, we’ve opened our doors to the external market working with target customers that like us have significant engineering field forces. We’re increasingly working with those organisations and providing similar services to them throughout our network, particularly in the UK.”


S U P P LY C H A I N

Transport network

Sustainable supply chain Replicating the internal processes to external markets required and his team to pinpoint efficiencies on a whole new level, subsequently pinpointing the key areas of service offerings that could apply across the entire spectrum of customers. This led to what Nicholas describes as a three-pronged strategy existing as part of an omnichannel supply chain model. “Our strategy can be encompassed under a rather simple statement which is used time and time again: ‘rethink what your supply chain can deliver’,” he said. “The three things which we believe are significant for external customers are working collaboratively to deliver a differentiated customer experience, transforming costs, and ensuring there is a sustained platform for

50,000

Number of orders a day for BT Supply Chain

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B T S U P P LY C H A I N

Key Personnel

Nicholas Hale Managing Director Nicolas joined BT in 2012 as Managing Director Supply Chain with a clear remit to transform the model and impact of supply chain both across BT Group and with external customer. He is responsible for supply chain strategy and operations across BT Group, a scope that includes delivery of a multi-channel supply chain to support BT’s varied B2B and B2C business. He is also Managing Director of BT Cables, a UK based manufacturer and supplier of cable products in various sectors.

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growth through capacity and capability, but also sustainability.” BT Supply Chain has subsequently made giant strides through “BT Collect”, a term it uses to describe initiates that use its own transport network to collect and transport inbound products, vastly reducing the amount of miles covered throughout the distribution process. Sterlite, a supplier of fibre cable products to BT Group, is one example of where we have been able to utilise the BT Supply Chain capabilities to provide logistics and other related services so that together we deliver additional value across the supply chain. Nicholas continued: “Within performance against the key target metrics, one of the critical aspects of our inventory management continues to be stock dimensioning, ensuring that critical spares and other high value equipment is in the right place to minimise response times to service incidents and also the distance a product needs to travel. “Engineers want spares to be 30 miles away and not 100, so customers get back online quicker while we also minimise our carbon footprint and the cost to serve in the process.” The company has so far reduced inbound response times by 52 percent, while around 30 percent of its shipments from the docks or in the UK are now arriving via its own BT Supply Chain vehicles.


“Our strategy can be encompassed under a rather simple statement which is used time and time again: ‘rethink what your supply chain can deliver’” – Nick Hale, Managing Director, BT Supply Chain and Cables

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Made in Britain. Delivered worldwide. We’ll help you expand your business overseas with a delivery network that reaches 99.6% of the world’s population. As experts at export we offer a full range of service options to 240 countries and territories worldwide. And because our delivery partners are local postal organisations we – literally – know where everyone lives, giving your business a competitive advantage overseas, with high first time delivery rates. Find out how we can help your international business grow.

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B T S U P P LY C H A I N

S U P P LY C H A I N

These same benefits reach to the external market as well, with BT Supply Chain on hand across a wider footprint to meet needs of suppliers quicker, ensuring vast improvements are being made in regard to rapid response times, and right-first-time occurrences. BT benefits For many companies, taking a set of services, regardless of previous successes, to a new market or customer base would come engulfed in marketing and entrepreneurial challenges, but BT Supply Chain arrived on the scene with one readymade trump-card; the scale and breadth of the existing infrastructure and services need to support BT Group business. Alongside BT Supply Chain is also BT Cables, a UK based

SUPPLIER PROFILE

Lutterworth Warehouse

PARCELFORCE WORLDWIDE

As a Great British parcel company and a leading provider of express delivery services, we are proud to work with BT Supply Chain logistics as a partner, delivering their key telecoms components to meet the needs of their business customers and engineers. Our outstanding range of convenient delivery options means that we can provide flexible, secure and express delivery and collection solutions - from time critical early morning deliveries to next day and two day delivery. Our customers trust us to be the face of their brand and we pride ourselves on our reliable service and experienced people to deliver at home and abroad with a personal touch. Website: parcelforce.com/export

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www.uk.dsv.com


B T S U P P LY C H A I N

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manufacturer and supplier of cable products working with external customers across the rail, telecoms and infrastructure sectors. “To help build on each of these assets we are able to leverage many group initiatives that further support what we have set out to deliver, both for internal and external customers. There are many parts of BT which contain hugely valuable experiences and skills, such as continuous improvement and lean, so it would be foolish of us not to benefit from them,” Hale said. “We’re proud of what we’ve established and achieved as a team at BT Supply Chain. Management communities and academies that already exist within BT are also optimised within the BT Supply Chain business, while the company works alongside the Chartered Institute of Logistics and Transport as well to accredit people at various levels to aid their own and the company’s supply chain skills development.

Lutterworth Warehouse

Converged offering Through the established expertise at BT’s disposal and the successful business model that BT Supply Chain has been able to replicate across the company, consumers and external businesses, the necessity of optimising an omnichannel supply chain is being put into practice to great effect. Overseeing all channels, a BT Supply Chain control tower ensures that the service is continually managed in real time, challenged and w w w. b t s u p p l y c h a i n . c o m

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redesigned as needed to make it as efficient, responsive and flexible as possible. Innovation is also key to this strategy, as Hale explained: “Within London, we are increasingly using public transport and our own feet to move time critical engineering spares and B2C orders around town because it’s quicker. We use a hand carry solution because, for example, the best way from Edgware Road to Canary Wharf is not in a small van, it’s on the underground. “Again, this also reduces the cost base and carbon footprint, and we’ll be rolling that out to seven cities in the UK by the end of the year.” Unique initiatives such as this are indicative of the market understanding that BT Supply Chain has, primarily providing for an increasingly demanding set of customers in all sectors, but particularly


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those with an engineering field force and similar challenges to that of BT Group businesses. Hale continued: “Inconvenience’ is increasingly simply not a tolerated word. People want a huge amount of flexibility and options, and with minimised time scales.” Not necessarily constrained to just B2B or B2C customers, it is this realisation that BT Supply Chain addresses in an attempt to converge the two markets as seamlessly as possible. “I would like to be in a situation where we would no longer talk about B2B or B2C but we talk about different customer segments with different nuances of solutions or service requirements,” Hale concluded. “B2B and the supply chain has not always been dynamic enough in general and has not been thought about enough from the customer perspective that B2C always has. “Ultimately, our ambition is to be able to say that anyone who has engaged with and received a service from BT Supply Chain will have felt that it served their needs when expected, at an appropriate level of cost and with an appropriate level of insight. But beyond that we together clearly positively impacted their business strategy and performance by rethinking what the supply chain could deliver.” “Supply chains can’t be passive things and they have not had the credibility and businessbacking that they should in the past. People’s expectations are raised now though and we have a fantastic opportunity ahead.”

Company Information INDUSTRY

Supply Chain HEADQUARTERS

UK FOUNDED

2012 EMPLOYEES

1,000+ REVENUE

£100m+ PRODUCTS/ SERVICES

B2B and B2C Supply Chain

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Quality service like no other. Based in Ballymoney, Northern Ireland, JMF is a major sub-contractor to the manufacturing business throughout UK and Ireland. Investment over the years on high technology equipment has kept JMF at the front as a sub contractor. JMF’s ability to finish product and deliver to your door using our own transport fleet makes us your best choice. Plasma Cutting • Laser Cutting • Press Brakes • Welding • Punching • Fabricating • Powder Coating • Delivery

T: +44 (0)28 2766 5817 F: +44 (0)28 2766 5887 sales@jmf-ltd.co.uk

www.jmf-ltd.co.uk

69 Frosses Road, Ballymoney, Co. Antrim, BT53 7HN, UK

METAL FABRICATIONS

Profile for Business Chief Europe

Business Review Europe & Middle East – February 2015  

Business Review Europe & Middle East – February 2015