Business Review Europe and Middle East – December 2014

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December 2014

TOP10 The Rising Talent of the Telecoms Industry The Business Revolution Tools That Changed the World

T端rk Telekom International

Taking advantage of emerging markets FRAPORT AND LUFTHANSA give lift off to E-Port Project at Frankfurt Airport

EDITOR’S COMMENT

Telecoms takes centre stage AS W E H E A D TOWA R DS the festive season we begin our focus on the telecoms industry with our headline piece going behind the scenes at Türk Telecom International in an exclusive company profile.

Our top 10 looks at 10 of the rising stars in the sector, featuring Dor Skuler from our report on Alcatel-Lucent CloudBand back in April’s issue. Our business leader is also in the technology sphere – Adapt CEO Stuart Smythe answers our questions on his career and philosophies in business.

Away from the ever-complex world of telecoms is everyday office technology which has changed the way we all work over the decades; we detail a few of the key products which have spurred this revolution.

Also featured this month is Frankfurt Airport’s E-port project involving a series of electric ground vehicles developed by the likes of Lufthansa and Fraport, innovations able to save enormous amounts of fuel.

Finally we turn to Christmas, and what companies can do to reward employees for a year of hard work.

Enjoy this month’s read.

Thomas Wadlow Editor thomas.wadlow@wdmgroup.com 3

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METAL FABRICATIONS

CONTENTS

Features

8

Q&A: Who’s the Boss?

Adapt’s CEO charts his Business Highlights and Frustrations

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14 Finance Fraport & Lufthansa Help Give Lift Off to E-Port Project at Frankfurt Airport

28 Marketing Argos for Business Weighs Up Staff Incentives and Rewards at Christmas

TOP 10

Rising Stars in Telecoms

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Technology The Business Revolution and the Tools that Changed the World 5

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CONTENTS

Mariani Group

46 00

94

Galaxy Trading

T端rk Telekom International

106

Xxxxxx

00 62

Imdaad

Allnex

76

Musgrave Retail Partners Ireland

Company Profiles TECHNOLOGY

CONSTRUCTION

46 T端rk Telekom International

94 Galaxy Trading

MANUFACTURING

116 Association: EGBC

62 Allnex

SUPPLY CHAIN 76 Musgrave Retail Partners Ireland

124 Ramboll

106 Imdaad 124 Ramboll

MINING 136 Association: Euromines 146 Lundin Mining

FOOD

ENERGY

86 Mariani Group

172 IDEXX Water 186 Dalkia Polska

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Lundin Mining 7

Q&A: WHO’S THE BOSS?

ADAPT’S CEO charts his BUSINESS HIGHLIGHTS and FRUSTRATIONS IT Managed Services expert Stuart Smythe reveals what lies behind his greatest achievements to date in business while admitting that he still has no idea how he found himself working in the industry

W r i t t e n b y : T O M W A D LO W

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December 2014

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Q&A: WHO’S THE BOSS? ADAPT’S CEO STEWART Smythe has a proven track record in leading and transforming Managed Services businesses in both private and public ownership.

Smythe started in the IT Services industry in 2003 as Finance Director of Energis, a privately-owned UK telecoms business. He was a core part of the management team that successfully turned the business around and later sold it to Cable & Wireless (C&W) in 2005 as part of a reverse takeover.

As Managing Director of the Enterprise Division of C&W from 2006 to 2009, he was accountable for 30 percent of C&W Group revenues and all of its large outsourced customers.

During this period, Smythe delivered double digit revenue, EBITDA and cash growth across the division every year.

After the acquisition of THUS in 2008 by C&W, Smythe was appointed CEO of the standalone subsidiary in 2009. In the following 18 months he repositioned the business as a UK

mid-market service provider and trebled the EBITDA of the business.

Prior to joining the sector in 2003, he worked for Accenture in their Finance and performance management consultancy practice and KPMG in both their audit and corporate finance departments. He is a qualified chartered accountant.

Business Review Europe and Middle East went backstage to find out more about the IT Services expert.

BR EME: Describe your average day.

Stuart Smythe: There is no such thing as an average day at Adapt!

Customers, suppliers, colleagues and investors all have completely different angles on the business, but everyone wants to see Adapt flourish, which is hugely stimulating.

BR EME: Where were you educated? What did you enjoy learning the most/least?

SS: I went to Millfield School in Somerset. The most enjoyable part

“Stick to your guns and find a way – there is always plenty of room in this industry for youth, talent and ambition” – Stewart Smythe, Adapt CEO 10

December 2014

IT MANAGED SERVICES EXPERT STUART SMYTHE

Adapt’s new London Office for me was the environment at the school and the people I was there with; my closest friends today are schoolmates. Languages were my least favourite subjects but looking back now they are the one area I wished I had excelled in due to how small the world has become.

BR EME: What led you into a career in IT services?

SS: A cruel twist of fate that I am still doing a post mortem on: I’ve no idea how it happened!

BR EME: Describe your personal relationship with technology.

SS: Volatile BR EME: What has been the most annoying malfunction you have experienced with a computer either at home or at work?

SS: The moment when you have been working on a document for hours and realise you’ve not saved it.

That must be the computer’s fault?

BR EME: What has been your finest achievement in business to date?

SS: The two biggest stepping stones in my career that helped propel me to my position at Adapt were, first, picking up ailing telco Energis that was 11

Q&A: WHO’S THE BOSS? facing bankruptcy, turning it around so we sold it two years later and broke even. Second, repositioning C&W Worldwide over 18 months which led to the successful demerger and floatation of the company in 2011.

BR EME: What would you say is behind your impressive track record of helping IT companies to grow?

SS: I try to be straightforward, approachable, direct and consistent. It is also important to me to be really visible to our front line colleagues and customers.

I want to have a style that removes the negative pressures from work and allows everyone at Adapt to really apply their talents to our business in their own way, be confident doing it and enjoy coming to work. I certainly do!

Beyond that, it is never losing sight of the fact that IT is only there to make businesses fly – so understanding that link is key.

BR EME: Who has been your biggest influence during your career?

SS: A few people who pushed me into roles I was not ready for

“Never losing sight of the fact that IT is only there to make businesses fly – so understanding that link is key” – Stewart Smythe

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December 2014

IT MANAGED SERVICES EXPERT STUART SMYTHE

because they prioritised potential and ambition and ignored the risks BR EME: What motivates you?

SS: I absolutely hate to lose.

BR EME: What was the best and worst piece of advice you ever received?

SS: Best: “Take a risk, back yourself and get comfortable feeling uncomfortable”.

Worst: “That’s the way it is. Accept it and don’t rock the boat”.

BR EME: What do you do in your free time?

SS: I run a great business and have four young children, so there is no free time.

BR EME: What advice would you give to entrepreneurs looking to start up in the IT sphere?

SS: Stick to your guns and find a way – there is always plenty of room in this industry for youth, talent and ambition.

BR EME: What was the biggest mistake you ever made?

SS: One of my biggest frustrations was trying to persuade a large PLC employer to invest in innovation and growth markets at the expense of its

Smythe at Adapt’s recent New Cloud Economics event speaking to Phil Carse, one of the presenters declining legacy business. Their size meant they lacked flexibility and they were more nervous about the legacy business shrinking than excited about the emerging growing opportunities.

After struggling with this lack of vision for a short period, I left, determined to make this happen which is how I found myself at Adapt, with financial backers who are buzzing at the huge opportunity in the industry.

BR EME: What would you like your epitaph to be?

SS: A great bloke who built great businesses.

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FINANCE

FRAPORT & LUFTHANSA

Help Give Lift Off to E-Port Project at Frankfurt Airport Written by: TOM WADLOW

The award-winning scheme is transforming the ground operations at Europe’s third-busiest airport, with electric vehicles such as the TaxiBot able to save operators billions on fuel burnt in the aircraft taxiing process

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FINANCE GROUNDWORK AT FRANKFURT Airport is a mighty operation.

Two million tons of cargo and 58 million passengers are transported by more than 100 airlines carrying out 470,000 take offs and landings a year.

The third largest airport in Europe and 12th largest in the world, Frankfurt Airport has a total workforce of 78,000 people, ensuring that both the cargo and travellers are set on their way to 295 destinations.

Such an industrial process involves the use of an enormous amount fuel. Aircraft parked at Frankfurt are supplied with 14.7 million litres of fuel a day, and one Airbus A380 can hold

Inside the TaxiBot

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December 2014

a massive 310,000 litres. In total the airport has 10 storage tanks with a total capacity of 180 million litres.

Charged with the smooth running of the groundwork process is Fraport, leading airport operator which also runs ground work at Lima, Dakar, Hannover, St Petersburg, Varna, Antalya, Burgas, Dehli and Xi’an.

Fraport has 20,700 employees working at Frankfurt Airport, which in total has 78,000 workers making it Germany’s single largest employment base.

E-Port Around 14 percent of the company’s total CO2 emissions are produced by its vehicle fleet, prompting an energised drive towards cutting fuel use and making operations more sustainable.

Its E-Port scheme, a joint effort between Fraport, the Federal Government and Europe’s largest airline Lufthansa, comprises several projects and products aimed at electrifying the thousands of vehicles used at Frankfurt Airport, from aircraft stairs to pallet forklifts.

The initiative was identified by the government as a lighthouse

“The initiative was identified by the government as a lighthouse project in 2013 and is recognised as one which could save millions of euros and countless tons CO2 from going into the atmosphere’’ Caption to theof image project in 2013 and is recognised as one which could save millions of euros and countless tons of CO2 from going into the atmosphere.

In total Fraport has 23,133 vehicles and equipment at Frankfurt, ranging from cars, fire trucks and wheelchairs to mowers, trailers and monorail cars. It has 4,210 baggage carts.

In 2012 the company ramped up its efforts to electrify its fleet with an aim of having 42 permanent electric vehicles in operation on site every

day in 2015. This is going to be supported by 15 charge points and will remove approximately 500 tonnes of CO2 each year when compared to keeping the diesel equivalents.

TaxiBot There are four major electric products which are already helping to reduce ground work emissions at Frankfurt, the most significant being the revolutionary TaxiBot designed and produced 17

FINANCE

THE TAXIBOT PROCESS:

by Lufthansa LEOS, IAI and TLD. The TaxiBot is an electric pilot-controlled towing tractor which transports aircraft from terminals close to take off points without running engines.

Given that Frankfurt can park 200 aircraft at any one time and that there can be considerable fuel used taxiing from terminals to runways, this has the potential to save millions of euros each year.

According to aviation ground support equipment specialist TLD, 18

December 2014

1. The safety driver of the TaxiBot performs normal push back of the aircraft in ‘Driver Control Mode’ 2. Immediately after push back, safety driver activates ‘Pilot Control Mode’ 3. Pilot remote controls the TaxiBot and tows the aircraft to the take-off point 4. TaxiBot disconnects and returns to next aircraft in Terminal (In emergencies the safety driver can override the pilot controls to stop the TaxiBot and Aircraft from moving)

E - P O R T P R O J E C T AT F R A N K F U R T A I R P O R T

airlines are projected to spend €5.53 billion just on fuel for taxiing in 2020, which increases to around €7 billion when taking into account carbon taxes and push back operations.

If TaxiBot were to be in operation at all major airports in 2020 then this €7 billion would be reduced to €2.3 billion.

Asides this enormous cost-saving potential, the TaxiBot will significantly reduce both noise and air pollution and improve airfield safety and very minor, if any, modifications are required to the noses of aircrafts to accommodate the new innovation.

The 27-ton Taxibot is emissionfree and uses no kerosene; instead it has eight water-cooled electric motors integrated into the wheels.

The Boeing 737 is now officially certified for TaxiBot dispatch towing, by the European Aviation Safety Agency (EASA) and the Civil Aviation Authority of Israel (CAAI).

Stairs, forklifts and cars Other electric vehicles in operation under the E-Port project include solar-powered passenger stairs, forklifts and cars to ferry Fraport ground staff from A to B. The stairs allow the passengers to

enter and leave the airplanes of the Boeing 737 and Airbus A320 class, with the batteries being charged by solar panels on the roof.

Heavy-lifting pallet forklifts ensure the food and baggage is able to board aircrafts, carrying loads of several tons at a time and consuming significant quantities of fuel.

However, Frankfurt is now making use of zero emissions electric drive machines, able to stem loads of up to seven tons to a loading height between 1.90 metres and 2.60 metres with a speed of up to 15 km/h.

Another process using more fuel than one might appreciate is the simple transporting of ground staff around airports. Fraport is making use of special Mitsubishi electric cars to carry out the endless small journeys which eat up fuel in conventional engines thanks to cold starts.

To date the E-Port scheme has won many accolades, including a GreenTec Award back in April at a prestigious ceremony in Munich.

And with a growing fleet of electric ground vehicles for the likes of Fraport and Lufthansa to operate, airports around the world could be in line to save billions.

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TECHNOLOGY

The Business Revolution and the Tools that Changed the World The advent of the World Wide Web in the 1990s brought with it its own revolution in the way everyday business operates, though technologies of the workplace from decades earlier more than played their part Writte n by: C H I N NY O G BUAG U, writer for Pitney Bowes

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TECHNOLOGY IN 1973 JAMES BURKE, a British broadcaster and science historian, predicted the future.

In an interview with the Radio Times he spoke of the proliferation of computers in every factory, office and school, a culture of identity cards, CAD learning systems, huge personal data banks, and increasingly, especially among the younger generation, an inclination to share more and more personal information. And he wasn’t wrong.

In just the past 20 years we’ve witnessed a revolution in technology and communications. The way we communicate and consume, and the tools we use to do business have changed almost beyond recognition.

However, prior to mass migration to the World Wide Web – pre 1995 – the office wasn’t necessarily an all manual affair. Yes it was paper heavy – incredibly so, but there was cutting edge technology that at the time also played its part in revolutionising the work place.

Whilst today 144.8 billion emails are sent every day, before the internet and for time immemorial, paper mail was the primary mode of sending and sharing documents. In terms of 22

December 2014

getting the mail out and dealing with the charges associated, the franking machine revolutionised the process.

The very first machine – the Model A - was manufactured in 1920, by Pitney Bowes, eradicating the need for daily visits to the post office counter, adhesive stamps or the signature previously required on permissive franks.

Over the past century the machine has grown ever more sophisticated, using advances in technology to improve speed and performance. Today it’s a wholly digital affair and as the quantities of physical mail continue to climb, in line with increased online retail, it continues to play an integral part in any modern office.

‘Whilst today 144.8 billion emails are sent every day, before the internet and for time immemorial, paper mail was the primary mode of sending and sharing documents’

T H E B U S I N E S S T O O L S T H AT C H A N G E D T H E W O R L D

The very first franking machine – the Model A was manufactured in 1920, by Pitney Bowes

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TECHNOLOGY Fax lives on The fax machine hit the mainstream business environment in the 1970’s, with the Xerox Magnafax Telecopier – it was the first time that businesses were able to share entire

documents, down a telephone line, with anyone anywhere in the world.

Today the concept of sharing documents has completely changed; we use email, file hosting services, or publish them on our websites.

An iconic business tool, the Xerox Magnafax Telecopier, features alongside Steve McQueen in the film Bullitt

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T H E B U S I N E S S T O O L S T H AT C H A N G E D T H E W O R L D

A Pitney Bowes Recorder

‘In the 1970’s, with the Xerox Magnafax Telecopier – it was the first time that businesses were able to share entire documents’

But whilst this has impacted on the role of the fax in the modern office, they are still common place, playing an important role in the delivery of highly sensitive material and signed documents that are recognised by law – electronic signatures are not.

And the technology has advanced to incorporate our use of the Internet – most companies have migrated away from independent machines, towards internet systems that are incorporated into our email accounts.

The telex machine, the precursor to the fax, had already allowed businesses to send messages around the world. It worked by typing a message into a machine – the Siemens T100 from the 1980’s rivalled an upright piano in terms of size – which would be received by another machine and printed out.

In terms of their impact on modern communications, they could be seen as the forerunner of the modern text message; for the era they were quick, efficient and allowed users to send messages on a global scale.

Today they’ve all but disappeared from the modern office, being superseded by web and mobile based technologies.

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TECHNOLOGY Enter the photocopier The photocopier also played a huge part in the changing techniques for communicating and sharing documents. Xerox introduced the first office copier in 1949, which paved the way for modern copy machines, replacing traditional duplicate machines and carbon copying – the source of reference for that CC field you see on your email every day.

Over the years they’ve developed with technology, incorporating colour copy in the late ‘60s / early ‘70s, moving from analogue to digital technology, and even today they’re a staple requirement in most offices.

Perpetuating, some might say, our reluctance to adopt completely paper-less business practices.

As Burke predicted, today our offices are places where “the distant

Xerox Phaser series of office copiers are the cornerstone of productivity

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December 2014

T H E B U S I N E S S T O O L S T H AT C H A N G E D T H E W O R L D

“And the future? If we’re to believe James Burke, and I don’t see why we shouldn’t, then we’ll see the world change again, beyond all recognition’ hum and chatter of the machines is as common place as bird song”.

The wide spread adoption of the Web by society at large and business specifically has radicalised the typical work space. We’re able to communicate instantly, at relatively low cost, with anyone anywhere in the world.

We share documents and information on digital platforms that can be accessed privately or publically, depending on our personal preference. We market our products on websites, social media networks and email.

Increasingly we’re adopting digital as our preferred platform for advertising. Video conferencing has reduced the need for faceto-face business meetings.

Due to platforms like Apple’s iphone, video conferencing is becoming increasing popular And mobile technology has introduced the roaming office; tablets, 3 and 4G mobile phones and wireless internet allowing us to work anywhere, any time.

And the future? If we’re to believe James Burke, and I don’t see why we shouldn’t, then we’ll see the world change again, beyond all recognition.

He cites virtual reality and nanofabricators – a future embodiment of 3D printers – as technology that will liberate all people from government, business, poverty and environmental disaster, enabling us to create anything, at any time, for no cost.

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MARKETING

ARGOS FOR BUSINESS Weighs Up Staff Incentives and Rewards at Christmas

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December 2014

With employee happiness becoming more and more recognised as an important part of brand image, choosing the right rewards and motivations for staff at Christmas could be crucial in the year ahead Wr i t te n by: DA N NY C LE N AG H A N , M A N AG I N G D I R E CTO R AT A R G O S F O R B U S I N E S S

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MARKETING The festive season is the perfect opportunity for an employer to show appreciation to their employees, thank them for a job well done and keep them focused and motivated as they head into the New Year – a notoriously difficult time when many unmotivated employees begin the search for new jobs.

However, our research of over 7,000 people from across Britain’s workforce, which looked into the Christmas rewards they receive, revealed that sadly over two fifths of employees receive no gift at all from their boss at Christmas.

Of those who do not receive a gift, regionally it is employees in the South East who fare the worst, with 20.5 percent reportedly never receiving a yuletide reward for their hard work, followed by 16.7 percent in the Midlands, 14.3 percent in the North West, and 11.4 percent in the North East.

Given the choice, over a third of respondents (39.5 percent) would prefer to receive retail vouchers from their employer at Christmas rather than an extra day’s holiday, which was favoured by 31.7 percent of those questioned.

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Christmas time at an Argos distribution centre Argos gift card box

Interestingly, retail vouchers were also the number one gift of choice of employers, with 41 percent of decision makers saying that they prefer to give these in place of other Christmas rewards.

However, with so many forms of reward and recognition available, choosing the best approach to suit the needs of the individual employee, as well as the aims of the business can be a difficult task.

‘The festive season is the perfect opportunity for an employer to show appreciation to their employees, thank them for a job well done and keep them focussed and motivated as they head into the New Year’ 31

MARKETING

It can be difficult to pick a gift to suit different people and their individual lifestyles Some employers prefer to offer a tangible gift, but it can be difficult to pick a gift to suit different people and their individual lifestyles. What may suit a young and single employee may not suit one with a family at home.

Some employers settle for the ‘safe’ option of a Christmas hamper, 32

December 2014

however the employer must consider whether or not this is something that will be of real value to their staff.

A hamper only gained 15.3 percent of votes in the Argos for Business’ Christmas survey, so employers should question if such a gift will work as an effective form

S TA F F I N C E N T I V E S A N D R E W A R D S AT C H R I S T M A S

‘While the economic climate of the past few years has seen some employers cutting back on costs, it is important to bear in mind that an engaged and driven workforce is more efficient’ of motivation, and whether this will help to enhance staff engagement.

The Christmas bonus has traditionally been a popular reward, however when the funds are placed directly into an employee’s bank account, these can often get absorbed into everyday expenditure, such as household bills or other necessities, meaning that the impact of this money as an incentive can be lost; especially where the funds could have been spent on a more desirable item.

As a leading provider of gift cards, incentives and motivation solutions, we were not at all surprised by the survey findings and believe the popularity of gift vouchers can be afforded to the choice, convenience and flexibility that they offer for both the employee and the employer.

These results demonstrate the importance of choice and flexibility when it comes to making staff feel truly rewarded at Christmas.

While the economic climate of the past few years has seen some employers cutting back on costs, it is important to bear in mind that an engaged and driven workforce is more efficient, not only creating a more positive working environment for the individual, but also helping to produce better The Christmas bonus is one of the most popular choices

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MARKETING

We make a contribution to a staff Christmas party to ensure that everybody feels rewarded results for the company as a whole.

For a member of staff, a reward of gift cards or vouchers can be a great motivational tool, whether they’re looking to treat a loved one, pick up some toys for the little ones during the festive season, or treat themselves, the choice is left to the individual, meaning that they can cherry-pick a gift to suit their needs.

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Ultimately, recognising staff needs and aspirations and being able to balance this with the aims of the business is key to making the most out of any incentive scheme.

At Argos for Business, we offer our staff a range of benefits throughout the year designed to boost morale and strengthen staff relations.

These include performance

F E AT U R E A R T I C L E S H O R T E N E D H E A D L I N E

‘At Argos for Business, we offer our staff a range of benefits throughout the year designed to boost morale and strengthen staff relations’

bonuses, discounts on Argos and Homebase products and a contribution to a staff Christmas party to ensure that everybody feels rewarded. We also hold seasonal inter-department competitions and teambuilding exercises to bring employees together and encourage interaction.

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TOP 10

Rising Stars in Telecoms

As the world of telecommunications continues to rapidly advance, we look at 10 of the industry’s young executives featured on Global Telecom’s Business 40 Under 40 List for 2013 Written by: Tom Wadlow

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TOP 10

10 Enas Al Fardan Batelco Heading up the corporate strategy office at Bahrain’s leading telecoms provider, Enas Al Fardan led and managed many significant projects that have positively impacted the development in the country. This includes the introduction of the revamped low priced broadband packages in 2005 which grew the active market by more than 50 percent.

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December 2014

Sian Baldwin Clarks Sian Baldwin is Chief Information Officer at British shoe retail giant Clarks. She was recently in charge of the design, build and run of BT Wholesale’s networks and IT systems, product development and support of bespoke managed services. She has attended Harvard and London business schools, and studied artificial intelligence at the University of Sussex in the UK.

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R I S I N G S TA R S I N T E L E C O M S

Peter Heuman Ericsson

8 Nathan Bell Telstra Global As Director of Marketing, Portfolio and Pricing, Nathan Bell has been behind Telstra’s growth into emerging markets. Having started in the industry in 1997, he has gained worldwide recognition for his expertise in developing new capabilities and revenue streams in new and emerging markets across Asia Pacific and central and Eastern Europe.

Peter Heuman has more than a decade of experience in telecoms and media, most recently in chief executive officer positions at two start-up ventures with an emphasis on translating strategy into bottom line results. Heuman holds an MSc in information technology and industrial management from Chalmers University of Technology in Gothenburg, Sweden.

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TOP 10

6 Huw Owen Good Technology Huw Owen is now Head of EMEA Operations at Symantec having witnessed a remarkable rise. As VP of Channel Sales for EMEA at mobile security company Good Technology up to June 2103, Owen has overseen a rapid expansion into the Nordic and Middle East territories, with blue chip customers including Barclays, Sainsbury’s, Renault and Schipol.

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December 2014

Jeanine Vos GSM Association The GSM Association represents the interests of more than 1,000 companies in the mobile communications industry worldwide, with the GSMA programme aiming to stimulate the development and take-up of sustainable and scalable mobile health solutions.

Vos has been influential in driving the programme forward, helping healthcare providers deliver more efficient and consistent programmes.

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R I S I N G S TA R S I N T E L E C O M S

John Finney O3b

4 Gavin Krugel Visa Gavin Krugel is Vice President at Visa Emerging Market Digital, helping the company face the biggest challenge associated with the mobile money industry – convincing customers to sign up.

He has helped many businesses double the numbers of customers using mobile payment solutions, while setting up business divisions designed to help Visa clients unlock the potential of adjacent industries such as insurance and government.

John Finney leads O3b’s global sales and marketing efforts, along with the product development strategy. Prior to joining O3b Networks, Finney served as Regional Managing Director for Ciena Corp, where he was responsible for Northern Europe, Russia and the Middle East.

Before this, he held a number of International Vice President positions from 2004 to 2007 with Alcatel-Lucent, including responsibility for the Vodafone business unit.

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TOP 10

Nabil Baccouche Etisalat Nabil Baccouche has just been appointed Vice President International Roaming & Mobile Services at Etisalat, having spent three very successful years at Syniverse as Vice President and Managing Director, Middle East and Africa. In 2012, Baccouche grew his in-region team and opened Syniverse’s new MEA headquarters in Dubai. He fortified key relationships, hosting workshops on wifi, realtime experience management and advanced messaging solutions and securing deals for service bundles spanning Syniverse’s lines of business.

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R I S I N G S TA R S I N T E L E C O M S

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TOP 10

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R I S I N G S TA R S I N T E L E C O M S

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Dor Skuler Alcatel-Lucent CloudBand Dor Skuler founded and leads AlcatelLucent’s CloudBand business, in the forefront of the industry’s drive towards network functions virtualization (NFV).

This entrepreneurial activity provides a multi-vendor platform to enable transformation from the physical to cloud based delivery of telecom services.

The innovation from the A-team that Skuler assembled is widely recognised as one of the leaders in this new growing market segment.

On being named in the Global 40 Under 40, he told Business Review Europe and Middle East in an exclusive profile on the company, that he was flattered to be recognised among the industry’s finest young entrepreneurs.

He also said that “when we started three years ago with a vision for NFV it didn’t even have a name yet”, and that Alcatel-Lucent CloudBand were seen as “the crazy people standing on the hill and yelling that we should go cloud”.

Three years on and Skuler has certainly been proven right.

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T端rk Telekom International

is Bridging Continents Written by Sheree Hanna Produced by Kiron Chavda

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T Ü R K T E L E K O M I N T E R N AT I O N A L

One of the most successful and well respected telecommunication companies in Europe is securing its future by taking advantage of exciting opportunities in emerging markets

T

ürk Telekom International (TTI) is bridging continents as it rolls out expansion plans to increase its geographical reach and transform itself from being a regional player to a global one.

The company, which has its headquarters in Budapest in Hungary, and is a fully-owned subsidiary of the Türk Telekom Group, is responsible for the international wholesale voice and data infrastructure business.

TTI has its eye firmly fixed on the emerging Asian and African markets where it is currently working to provide alternative routes and establish strong partnerships with leading players in the Telco business.

Türk Telekom International’s Network 48

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TECHNOLOGY

Cengiz Oztelcan, TTI’s Chief Executive Officer, said: “Historically, one of this company’s success criteria has been is making sure expansion into emerging regions is done properly. We are not in the business of ‘me too’ products and competing on prices but we do take calculated risks and expand into regions many other companies cannot or hesitate to expand into.

“This is part of our culture and our DNA, and what this company has done very successfully over the past decade. We very much wish to continue moving into those regions where there are more opportunities.”

This is why TTI is focusing on the Caspian region and South East Asia, both of which are going through a tremendous growth trajectory and Africa, which has huge potential for TTI’s services and products.

Diversified approach Oztelcan explained that it was currently the company’s goal to expand its presence and footprint into those regions using a diversified approach which includes developing new partnerships, participating in other consortium initiatives and projects or indeed through acquisition.

He said: “We have a diversified approach into this strategy and vision, but we believe that the future growth will be fuelled and accelerated by the demands generated by the emerging markets.”

TTI employs 330 people and has a network

40,000+ Distance in kilometres of fibre optic cable secured in network hubs across Europe and Asia “We are not in the business of ‘me too’ products and competing on prices but we do take calculated risks and expand into regions many other companies cannot or hesitate to expand into” – Cengiz Oztelcan, CEO

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SUPPLIER PROFILE

GBI

MALAYSIA Penang

GBI is a leading service provider that owns and operates a major subsea cables system with a carrier neutral global network connecting the world to the Middle East. The GBI network connects the Middle East to Singapore towards the East and Egypt to the West, using two alternative terrestrial routes to protect traffic, crossing the Mediterranean to Italy into major European cities. Ensuring diversity by establishing its North Route, a new link from the Gulf to Europe via Iraq and Turkey added an ultra-low latency link from the GCC straight to the heart of Europe.

GBI is one of the major carriers for telecom operators, ISPs and governments throughout the Middle East, Europe, Asia and Africa offering capacity on the first ever network built with redundancy configurations in the Gulf region ensuring customer connectivity at all times. GBI is the only service provider in the Middle East with a fully integrated network that wholly owns terrestrial and subsea cable systems.

GBI is a key catalyst for economies that transforms and creates opportunities through high-speed connectivity.

Management: Amr Eid Chief Commercial Officer of GBI Tel: 00971 43653859 Email: sales@gbiinc.com Website: www.gbiinc.com

TECHNOLOGY

that extends from Western Europe to the Middle East and Asia offering three main product lines: data infrastructure, wholesale voice and internet/ data services. It has more than 40,000 kilometres of fibre optic network and a total of 68 points of presence (PoPs) in the major telecommunications hubs of Europe and Asia, offering high reliability services on state-of-the-art network to connect its customers to “difficult to reach” regions.

The company has offices in Austria, Romania, Turkey, Russia, Slovakia, Czech Republic, Bulgaria, Ukraine and Hong Kong. It also has subsidiaries in Italy, Croatia, Serbia, Slovenia and Macedonia and on top of that has a presence in Egypt and Dubai.

It supplies its services and products to some of

Above: Türk Telekom Int. supplies it’s services and products to some of the best known names in the industry

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Connection at the speed of light Neide Telecom is a distinguished wholesale carrier service provider in Iraq. Neide Telecom mostly focuses on the carrier-to-carrier market segment and offers wide range of innovative services in its service portfolio. Aiming to provide service of the highest quality at reasonable prices for customers and profit for the company.

Services Integrated Optical Service • IP-VPN • Ethernet Services •

IP Transit • Dedicated Internet Access • Private Line – Clear Channel • Web and E-Mail Hosting •

www.neidetelecom.com

T Ü R K T E L E K O M I N T E R N AT I O N A L the best-known names in the industry including: Vodafone, Samsung AT&T, Nokia, Orange, BT, Bharti and Telekom Austria, to name but a few.

Transformation strategy TTI’s exciting expansion plans began some two years ago following its acquisition by the Türk Telekom Group. It was then known as Pantel International, but in May 2013 was rebranded again as Türk Telekom International.

In order to get the company ship-shape for growth, a major transformation programme was initiated which looked at every aspect of the business.

Oztelcan explained: “We launched a continuous improvement programme which is not something that kicks off and then has an ending, but

SUPPLIER PROFILE

TECHNOLOGY

“We launched a continuous improvement programme which is not something that kicks off and then has an ending, but becomes a continuous part of our business and our DNA.” – Cengiz Oztelcan

NEIDE TELECOMS

Neide Telecom partners and customers are located in Europe, Middle East and all over Iraq • International, National and Regional Backbone Capacity provider.

• International and National Clear Channel, IP and TDM Connectivity • Internet Capacity Reseller • International, National and Regional backbone Capacity provider • Clear Channel/Transit IP Capacity reseller for Domestic (DPLC) and International (IPLC) • Last Mile capacity delivery with optical fibre, and Microwave in the licensed and licensed free bands • Partnering with Global wholesale carriers, network operators and service providers a cost-effective, low CAPEX connectivity solutions destinations within Iraq and beyond for their customers Website: www.neidetelecom.com

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T Ü R K T E L E K O M I N T E R N AT I O N A L

Türk Telecom provides a pre-paid platform

becomes a continuous part of our business and our DNA. “We wanted to make sure we aligned our business with several different factors and conditions of the market place to ensure we continue to be a successful company that is admired and respected by our partners, customers and employees.”

To this end, all areas of the business from financial and IT systems to sales and marketing processes have been looked at to identify areas where improvements needed to be made and implemented.

“A holistic approach has been taken with

LEVEL 3 COMMUNICATIONS IS PROUD TO WORK WITH TURK TELECOM INTERNATIONAL In connecting Turkey, the international trade hub, to the world with our global communications network. www.level3.com Thomas.karakoulias@level3.com Emmanuel.arnould@level3.com

TECHNOLOGY

the goal of ensuring our company is above the average standard in our industry,” said Oztelcan.

Happy customers In such a highly competitive market, TTI’s most important objective is ensuring customer satisfaction and is constantly endeavouring to ensure it has fundamental solid and robust processes internally.

It also seeks to ensure that its employees are satisfied and happy working with the company so in turn they can reflect this in their daily business and client relationships.

Now firmly on the expansion trail to Asia and Africa, TTI has established some tried and trusted methods for breaking into new markets which involves its two-step programme for entering a new country.

Chief Sales Officer, Stuart Evers explained: “There are obviously risks going into places such as Africa such as payments and bad debt aside from the economic, political and geographic risks which is why we have a couple of unique initiatives to help us.”

The company plans to expand its presence initially through its wholesale voice business before extending its data services and has recently launched a pre-paid voice trading platform which operates slightly differently to other similar services.

Pre-paid platform

Key Personnel

Cengiz Oztelcan CEO • CEO of Türk Telekom International since June 2013 • Chief Marketing and Sales Officer of Türk Telekom International since May 2013 • Chief Marketing and Sales Officer of Pantel International Group since January 2013 • Director of International Investments at Türk Telekom A.S. (2010-2013) • Managing Director of Türk Telekom Euro GmbH (20112013) • Various engineering, business development, sales and marketing roles at Intel Corporation (1999-2010) • Senior Engineer at the Boeing Company (19961999) • MBA degree with focus on Technology Management • B.S. and M.S. degrees in Engineering

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Cengiz Oztelcan, CEO, T端rk Telekom International

T Ü R K T E L E K O M I N T E R N AT I O N A L “Our platform allows unused money to be withdrawn on a real time basis so unused credit or unused financial resources are not tied up which has huge advantages for all parties concerned,” Evers said. “We plan to expand our voice business and allow both us and partners to do business in Africa at a more comfortable and risk free level.

“For the past two years we have attended the major Telco event Africa.com and our pre-paid platform has received some very positive feedback.”

Evers continued: “We are hoping to announce by the end of the year that we have signed up to two large strategic partnerships in South Africa which we are currently negotiating with at board level.”

TTI’s geographical strength in Turkey, the east Mediterranean and Middle East along with the large Muslim population in East Africa means it is likely its first entry into the continent will be in East Africa.

Model connections Evers also explained that the model used for TTI’s new alternative overland route connecting the Gulf with Europe was likely to be emulated for a new overland route into Asia and hoped that at least one and maybe two new routes into Africa would be established in the next two years.

He said: “Rather than build the network ourselves we formed a consortium and had a revenue share agreement with all parties concerned so that basically we used existing networks which enabled us to launch in months

TECHNOLOGY

Key Personnel

Stuart Evers Chief Sales Officer • Chief Sales Officer of Türk Telekom International since 2013 August • Chief Executive Officer of Euroweb Romania (TTI entity in Romania), January 2012 • Chief Operating Officer of Alem, January 2011 – December 2011 • Chief Executive Officer of GTS Czech Republic, June 2008 – December 2010 • Chief Sales Officer of GTS CE, May 2006 – June 2008 • Director International Business of Czech Telecom/Telefonica, April 2002 – April 2006

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T Ü R K T E L E K O M I N T E R N AT I O N A L

Türk Telekom International’s NOC operation room

“While we go forward with our growth plans we will also touch on other softer points such as creating other initiatives with our CSR and green strategies and making sure our employees are both active and involved.”

– Cengiz Oztelcan 60

December 2014

rather than years.

“This has obvious benefits for all involved and essentially there is no competition as everyone is sharing the revenue. So this is the model we are looking to use.”

An increasing trend within the industry is the desire to become a one-stop shop for customers and TTI is no exception as it continues to evolve the services and products it can provide for its growing customer base.

Evers said: “I would say we are not quite there yet but we do have the product roadmap to get us there in the next 18-24 months.”

Global player The company is also mindful of business needs with regard to corporate social responsibility and green initiatives.

TECHNOLOGY

Company Information INDUSTRY

Technology HEADQUARTERS

Hungary FOUNDED

1995 EMPLOYEES

Oztelcan said: “While we go forward with our growth plans we will also touch on other softer points such as creating other initiatives with our CSR and green strategies and making sure our employees are both active and involved.”

While Oztelcan and Evers are both acutely aware of the competitive nature within their industry, they are both confident TTI will continue to move forward apace.

“I do believe there will be further consolidation within the telecoms business over the next decade. If you do nothing to move forward in this industry you are doomed. However, I think our strategy of moving into emerging regions and ensuring our services align with businesses in those areas we will continue to expand and ultimately ensure we are a global player within this wholesale industry,” concluded Oztelcan.

330 REVENUE

Not disclosed PRODUCTS/ SERVICES

Telecommunications

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Allnex

Underlines Ambitious Growth Plans with New Joint Venture in China Written by: Tom Wadlow Produced by: Alex Barron

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ALLNEX

Having become an independent company in April 2013, the specialist resins manufacturer is driving continuous improvement and innovation as part of its plan to grow alongside its customers across numerous industries

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G

lobal resins producer Allnex has been on a journey of growth since becoming an independent operator last year and is showcasing its ambition by entering a joint venture in China to boost its crosslinker (amino resins) presence in the Asia-Pacific region.

Awaiting final clearance to team up with Taiwanese company Eternal Materials, Allnex is looking to bring its specialist products and technologies to geographies which can benefit from its expertise, which now has the company hitting the $1.5 billion mark.

The company has more than 2,500 customers being served by its 2,000 employees over 16 manufacturing sites in Europe, the Americas and Asia-Pacific, with Europe accounting for around half of business (48 percent).

These include big industry names such as PPG, AkzoNobel, Michelin, BASF and Axalta, with more than 500 suppliers feeding into Allnex’s operation.

Francois Thys, Vice President Operations outlined the key pillars to the business furthering its success going forward. He said: “Three important elements to us moving forward are growth, operational excellence and people and culture.”

“The growth will be achieved both through acquisitions and organically as we strive for continuous improvement. Growth is going to drive success and we want to grow with our customers – we have ambitious plans to grow the top line and our service, products and processes.”

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

Pilot plant

The Advent of Allnex Becoming an independent company in April 2013 and making a quick, seamless transition without losing market position has been one of the headline achievements made by the business in recent times.

Allnex came into its own after being bought by private equity firm Advent International, a company with 20 years in the chemical sector and with a matching focus on growth. The move brought with it a need for Allnex to rebrand itself externally and internally, with finance, IT, HR and manufacturing departments having to adjust and become centralised. “To the outside world we were continuing as we

Key Personnel

Francois Thys VP Operations Allnex

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We bring chemistry in your organsation

DO-HOW

3

It’s all about the right combinations TriFinance is a unique and contemporary organisation in finance consulting. We offer solutions in do-how: the new combination of consulting and secondment resulting into pragmatic advisory.

How can we support you?

Together we discuss your challenges: a big change project in your organisation, the set-up and organisation of a shared service center, a carve out or merger, ERP-implementations, …

All big projects where you need a partner who understands your needs and who can deliver. That’s exactly what we do.

The unique part of our approach is how we look at solutions and how we are organized.

Our Business Units each have a specific focus and the power of our approach is based on the unique combinations we can make.

We go beyond classic consulting and do not think in boxes. By making the right combinations we will bring chemistry in your organisation.

www.trifinance.com

ALLNEX were, but we had to reassure customers that our operations would not be disrupted and that the new owners would help us to raise the bar even higher,” Thys said.

“We also had to find a new name, research its availability and identify ourselves with clients, which was not an easy task.”

Allnex is among the leaders in the $35 billion coating resins industry, thanks to its four specialist products lines which include Liquid Resins & Additives, Radiation Curable Resins, Powder Coating Resins and Crosslinkers.

Key technologies across these lines respectively include Alkyds and Acrylics, various Oligomers and Lamination, UV powder Resins, and Formaldehyde-Free Crosslinkers and Technical Phenolics.

SUPPLIER PROFILE

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

Radcure synthese lab

TRIFINANCE

TriFinance is a unique and contemporary organisation in finance consulting. We offer solutions in do-how: the new combination of consulting and secondment resulting into pragmatic advisory.

Today, we employ more than 600 professionals. Our people have the necessary conceptual know-how and are eager to share their broad practical experience. TriFinance is a single point of contact for CFOs, CCOs, CIOs and CEOs and other company managers looking to solve several issues within their organisation. The unique part of our approach is how we look at solutions and how we are organized.

Website: www.trifinance.com

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Aditya Birla Chemicals - Epoxy Division

Asia’s first Germanischer Lloyd accredited Mechanical & Analytical Test laboratory

With manufacturing capabilities in Thailand, India & Germany we are able to deliver our products globally Infinite Applications...One product range... Epotec for all your epoxy needs Epotec resin systems are well established in the industry and used by leading manufacturers. The product portfolio includes a wide range of Epoxy Products based on Bisphenol A, Bisphenol F, Multifunctional Epoxy Phenolic Novolac, Reactive diluents, Cycloaliphatic epoxies, Epoxy blends, water based epoxies and curing agents are offered for various applications in Composites, Coatings, Adhesives, Construction, Electrical and Electronics.

For more information please visit us at www.epotec.info or www.adityabirlachemicals.com

Innovating epoxies for a better world

Composites

Coatings

CeTePox® As individual as you are

Adhesives

Construction

Electricals & Electronics

ALLNEX

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

The front-end applications of these products vary enormously with such resins being used in automotive, industrial, packaging, consumer electronics and architectural products among many others.

Driving Growth Allnex’s new owners very quickly demonstrated their vision for growth and continue to back expansion plans. In October 2013, only months after the takeover, Allnex acquired Desmolux from Bayer MaterialScience, a series of nonwaterborne radiation curing resins.

The company has also formed a joint venture in China with Taiwanese crosslinker producer Eternal Materials subject to final clearances from the competition authorities.

SUPPLIER PROFILE

Radcure synthese lab

ADITYA BIRLA CHEMICALS

A US $40 billion corporation, the Aditya Birla Group is in the League of Fortune 500. It is anchored by an extraordinary force of over 120,000 employees belonging to 42 nationalities. The Group has been ranked Number 4 in the global ‘Top Companies for Leaders’ survey and ranked Number 1 in Asia Pacific for 2011. ‘Top Companies for Leaders’ is the most comprehensive study of organisational leadership in the world conducted by Aon Hewitt, Fortune Magazine, and RBL (a strategic HR and Leadership Advisory firm).

Website: www.adityabirla.com

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ALLNEX

If approved, this will result in the construction of a state-of-the-art manufacturing plant, and will combine Allnex’s specialist technology with the local business knowledge of Eternal, creating a mutually beneficial partnership.

Thys added: “We have the technology to go into a market which is asking for it, but not easy to penetrate. Eternal has a presence in the base end of the market and we can help steer a lot of new developments.

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

Radcure application lab

Crucially their expertise in operating plants in China is invaluable – partnering with somebody who has this local knowledge of business and the authorities will help us thrive in the market much quicker than going alone.”

This plan represents an important step in the wider goal of extending Allnex technologies to parts of the world where they are currently unseen.

In February this year it opened an Americas HQ and Technology Centre at Alpharetta in Georgia,

“We have the technology to go into a market which is asking for it, but not easy to penetrate.”

– Francois Thys

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Allnex runs SAP, powered by Delaware Consulting

In today’s challenging business environment, companies are continuously looking for ways to optimize their end-to-end processes, with only one goal: create Operational Excellence. Creating a business that is agile enough to respond to customer demand, anytime, anywhere and under any operating condition. We examine various aspects of processes and technology, make recommendations to optimize the efficiency and we implement IT-solutions.

We understand the need to keep pace with technology and take advantage of the tremendous opportunities, offered by technological innovation. www.delawareconsulting.com

You operate across Europe.

So do we.

Sylmar Technology is dedicated to the supply of high quality solid surface products for domestic and commercial use. In addition to the supply of its key brands maia, minerva and Avonite, Sylmar Technology also offers turnkey solutions for all your solid surface needs.

The range of work undertaken ranges from one-off individual retail projects to the full design and fabrication of components delivered to your production line.

Whatever your requirements – we can help.

Contact Sylmar or visit our website now for more details. sales@sylmar.co.uk | 01773 521300

t: Your contac er Bernd Labugg 452, 8055 Graz sse Alte Poststra 900 ) 5 7686-231 Phone: +43 (0 er.at nk he sc @ az gr nker.com/at www.dbsche

You do business throughout Europe. And we have the network to match. In fact, we have the continent’s densest land transport network, with more than 720 locations in roughly 40 European countries. No one can offer you more ground coverage in Europe or comparable options for transporting your goods. Whether it’s packages or general cargo, partial or full load – we deliver Europe-wide from everywhere to anywhere. The fast lane directly to us: www.dbschenker.com/at

www.sylmarsolidsurfaces.com

ALLNEX

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

USA, one of several important research hubs across the company’s network that prides itself on developing innovations hand-in-hand with customer requirements and dialogue.

“If you want to ensure growth you need to come up with innovative solutions in what is a quickly changing world with new demands surfacing across sectors,” Thys said. “The natural way to grow for us is with our clients and tracking the evolutions in their markets.

“Transforming to a customer focus as part of our continuous improvement is very important; our project called Commercial Excellence involved our sales people mapping our customers and improving the way we work with them.”

Customers can also be assured that Allnex operates to high certified standards, with the company’s manufacturing sites up to OHSAS 18001 (health and safety), ISO 9001 (management systems) and ISO 14001 (environment management) levels.

48% Of employees were seconded from the business into the Phoenix ERP project

Phoenix Internally Allnex is harmonising processes across all departments thanks to its two-year Phoenix ERP project; 48 employees from various units including finance, manufacturing, procurement and marketing were seconded from the business to the project team to ensure the new ERP was based on best in class business processes.

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ALLNEX

Pilot plant

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December 2014

in November 2015 with pilot tests now being conducted. The system will provide vital enhanced visibility, from top floor to shop floor, allowing the company to unify processes and ultimately better serve customers.

This project is a leading example of Allnex stepping up its efforts to bring the whole workforce working towards one common objective. “Internally we are communicating to engage our workforce across the whole business, the best ambassadors for the business are our own people,” Thys added.

Projects like Phoenix are part of the company’s training initiatives for new and existing employees, which also include on-the-job training and work with outside consultants.

Thys said: “We want to develop listeners, communicators and networkers, both for

MANUFACTUR I N G

Company Information INDUSTRY

Manufacturing HEADQUARTERS

Brussels FOUNDED

2013 (became Allnex) EMPLOYEES

activities inside and outside the business.

Leadership is vital because the cycles we operate in are becoming shorter and shorter so we need people who can guide us through that.�

Another important part of staff development is in Safety, Health and Environment (SHE). The SHE management system adopted by Allnex ensures the protection of Allnex employees, customers, and also enables the company to positively interact with the communities neighbouring its facilities and to preserve the natural environment for now and future generations.

The past 18 months have been an exciting one for Allnex, and with bold and ambitious new owners, fruitful joint ventures and ongoing continuous internal improvements, the company can continue to bring its resins to parts of the world yet to benefit from its specialist technologies.

2,000 REVENUE

$1.5 billion PRODUCTS/ SERVICES

Resins Manufacturing

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Musgrave Retail Partners Ireland

On track to deliver an effective, efficient and engaged supply chain Written by: Tom Wadlow Produced by: Craig Daniels

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M U S G R A V E R E TA I L PA R T N E R S I R E L A N D

MRPI staff Pat Murray on bogie in ambient warehouse

The partner to SuperValu and Centra is continuously improving after integrating the former 24 Superquinn stores into its operations, with a new extension of its Dublin Fonthill site set for 2015 78

December 2014

M

usgrave Retail Partners Ireland is driving forward three key pillars in its supply chain operations which will ensure it integrates positively into its retailers’ businesses and adjusts to the company’s acquisition of 24 Superquinn stores.

The largest division of the €4.8 billion-revenue Musgrave Group will be opening up more warehousing space in Dublin in July 2015 to help accommodate the expanding volumes.

That these extra assets have already been integrated into the logistics process has pressed the need to become more effective and efficient with highly-engaged staff, the balance of which something Supply Chain Director, Luke Hanlon, emphasises as crucial moving forwards.

S U P P LY C H A I N

He said: “We are working to strike an optimal balance by developing an end to end supply chain which is both effective for our customers and efficient. In order to do both we need engaged colleagues.”

Expanding Musgrave Retail Partners Ireland (MRPI) caters for 686 stores across Ireland comprised of larger SuperValu stores and supermarkets alongside the smaller convenience-style brand of Centra, respectively competing with the likes of Tesco and Spar.

Now branded as SuperValu, the Superquinn stores have taken the number of SKUs covered by MRPI to 15,000, making the extra 57,000 square feet of chilled warehousing space at its Fonthill warehouse in Dublin a very welcome addition when it becomes operational next summer.

This will ease pressure on the existing 78,000 square feet in Fonthill and joins an ambient storage facility in Kilcock, Co. Kildare and an all-temperature site in Cork which serves the south of the country.

“Bringing across that volume has involved squeezing it into our existing space to date, and the extension will help greatly in managing this efficiently,” Hanlon added.

“We have had to move stores around from depot to depot to smooth out volumes but we are in a healthy position and looking forward to the new space. It has forced us to become leaner and smarter, which we will continue to push for.”

€4.8 Revenue for the Musgrave Group in billions of Euros

Luke Hanlon, Supply Chain Director

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M U S G R A V E R E TA I L PA R T N E R S I R E L A N D

Double Deck trailer

520

Number of Double Deck trailers owned by the company

80

December 2014

Effective Central to continuous improvement efforts is increasing effectiveness, which MRPI has achieved in a number of areas over recent times.

Voice technology is ensuring warehouse pickers are in the right location picking the right volumes of product for particular stores, replacing outdated paper systems which led to greater incidences of human error.

Hanlon said: “We pick around 107 million cases a year and have reduced the number of mistakes from 20 in every 1,000 to just two. Taking out the paper has also allowed us to become hands free, which speeds up the process.�

Paper is also being removed on the transport side of the supply chain. Advanced shipping notifications remove the need for paper checks on incoming shipments and Paragon route planning software is automating the most effective route plans without the need to study and plot on paper.

S U P P LY C H A I N

Working in the warehouse

Efficient Many of MRPI’s transport initiatives result in increasing efficiency of operations on top of driving effectiveness.

For instance, the use of telematics allows drivers to improve their efficiency and is helping to increase fuel economy. The fleet is now running at more than nine miles per gallon, helping bring down the annual seven million litres of fuel used.

Also reducing fuel usage is the doubling up of routes, with around 40-50 percent of inbound volume delivered on return legs from store deliveries. This is boosted by the integration of double decks to the 520 company-owned trailers to maximise the use of space.

The 220 tractor units being leased are run on a biodiesel blend and Hanlon is looking to other renewable fuels such as compressed natural gas.

Looking at the supply chain from end to end is a focus which will enable MRPI to become both

“We pick around 107 million cases a year and have reduced the number of mistakes from 20 in every 1,000 to just two. Taking out the paper has also allowed us to become hands free, which speeds up the process” – Luke Hanlon, Supply Chain Director

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www.kn-portal.com

Supply Chain Solutions We Deliver as Promised Dublin Address: Unit 5 Horizon Logistics Park, Harristown Phone: +353 8239777 Mail: info.dublin@kuehne-nagel.com

MJ Quinn Ltd. Caheroyan, Athenry, Co Galway. Ireland P: +353 (0)91 844053 F: +353 (0)91 844796 E: info@quinnrv.com W: www.quinnrv.com

M U S G R A V E R E TA I L PA R T N E R S I R E L A N D more efficient and effective at the same time, in that shelf gaps will be cut and touch points from production to delivery will be reduced.

Recently the team led a programme looking into the root cause of 14,000 shelf gaps in retailers’ stores. “This has allowed us to move beyond a silo approach into making changes from start to finish that ultimately make it easier for retailers to get products on the shelf.”

“We have reduced the lead time to retailer from 48 to 40 hours, which in effect gives them an extra day of sales so they can put in a more accurate and aligned order. We have also started Sunday deliveries on produce as weekends were found to contain gaps in the fresh ranges.”

“I am also asking what other sectors like pharmaceuticals and manufacturing do to make their operations the best and leanest.

Some of Ireland’s best supply chains in terms of operational excellence are found in the medical sector and we can learn from that.”

Engaged The benefits to be reaped from enhanced effectiveness and efficiency will only be maximised by an engaged employee base, the third ‘E’ which Hanlon sees as vital to MRPI becoming truly integrated into its retailers and a key part of their value propositions.

“It is common to think within the four walls of the warehouse sometimes, and because our business is mostly made up of independent

Key Personnel

Luke Hanlon Supply Chain Director Luke began his career in Kerry Group where he worked from 1998 – 2003 before joining Musgrave Retail Partners Ireland holding a number of roles including Logistics Controller from 20062011. He holds a BSc, Food Science from UCC and is in the final stages of completing a Masters of Business at the Irish Management Institute which has included Diploma’s in Executive Coaching and Strategic HR. Luke became Supply Chain Director of Musgrave Retail Partners Ireland in 2011.

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M U S G R A V E R E TA I L PA R T N E R S I R E L A N D

Tramore Road Depot

“It is common to think within the four walls of the warehouse sometimes, to consider us as a key part of their individual business” – Luke Hanlon

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retailers under our brands, it is important to consider us as a key part of their individual business,” he said.

“There was a need to get our 1,300 warehouse workers out of the warehouse to visit and see what life is like for retailers. When things go well what does this mean, and when things go badly what does that mean for the retailer?”

MRPI is also using huddles – interactive meetings between line managers and employees using visual management techniques to help gauge opinion and field questions and ideas.

Internal studies have shown an eight percent increase in employee engagement over the past

S U P P LY C H A I N

Company Information INDUSTRY

Supply Chain HEADQUARTERS

Co. Cork, Ireland FOUNDED

1876 EMPLOYEES

1,700 REVENUE

€4.83billion

year and this year’s employee survey is currently being conducted.

Finding the balance between efficiency and effectiveness while keeping employees fully invested in the division’s strategy is crucial if Musgrave Retail Partners Ireland is to continue the successful management of the country’s largest grocery supply chain.

And with the continual streamlining and evolution of processes being adopted as part of an end to end vision of the supply chain, the new warehouse space to be opened at Fonthill will provide great scope to become even bigger and better.

PRODUCTS/ SERVICES

Retail

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Mariani Group

Building a Company Culture for Future Growth People, products and aggressive growth strategies set Mariani ahead of the competition.

Written by: Abigail Phillips Produced by: James Pepper

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QA Laboratory

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The quest for fruit quality began in 1906 88

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he Mariani brand took root in 1906, when Paul A. Marini purchased his first four acres of land in the California, Santa Clara Valley and planted fruit trees. Mariani is owned and operated by third and fourth generation family members. It is the largest independently owned producer of dried fruit in the world, producing over 125 million pounds of fruit each year. The Mariani brand has been synonymous with innovation and has been first to market with cutting-edge breakthroughs in the dried fruit industry. Mariani products can be found in

FOOD, DRINK & FRANCHISE

Prune processing

over 40,000 retail outlets in the United States and in over 52 countries around the globe.

Developing the European sector of the business As the company continued to grow both in the United States and as a global brand, it was decided by the executive team to pursue opportunities in the European sector. It was at this stage that Andy Humphries, Director, Mariani Europe, joined the business. As a newly formed team, Humphries and the rest

“One of our main priorities as a business is to offer our customers a full service package” – Andy Humphries, Director, Mariani Europe

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MARIANI GROUP

Key Personnel

Mark Mariani CEO

of the European executive board made the decision to pursue industrial production over and above retail production. “We wanted to establish ourselves as key players in the industrial market before branching out into the retail sector.” says Humphries Mariani Europe’s roll out strategy was three fold: The first priority of the business was to solve its logistics requirements and build a distribution hub in Europe. In order to do this, the company formed a partnership with VAT Logistics in Rotterdam, which allows far greater flexibility within its supply chain. “It enables our customers to order what they want, when they want, and

PROUD LY

Growing, processing and marketing fruit.

Cherry Central is the industry leader in red tart cherries, apples and blueberries and is also a major supplier of cranberries, strawberries, pomegranate arils and asparagus grown on farms across the United States, Canada and worldwide. www.cherrycentral.com

FOOD

how much they want, from full pallets down to cases, as dried fruit supply isn’t just about quality, innovation and cost, it’s about giving the customer the flexibility when ordering as well.”

The second element of its strategy focused on having the right team of people accessible to its customers. “One of our main priorities as a business is to offer our customers a full service package. Our sales team are dried fruit experts, and partner with our clients to develop solutions for their business needs and requirements,” says Humphries.

The third key aspect of the plan is centered on product development and marketing.

The company made a decision early on in its development that it wanted to do more than supply a core commodity – it wants to focus on value added. “Having the right product line is critical to success,” says Humphries.

Focusing on value added The decision to focus on value added was based on extensive market research, carried out by Mariani. “We spoke to our customers and they asked for one of two things,” explains Humphries. “They want a core product at the right price, but they also want various product ranges. We worked on a value added range for this very reason. We want to be a full service provider for our customers, big or small.

“If you take the core commodity, you have three key steps: First, process it using existing

Packing line: bulk product

“Having the right product line is critical to success” – Andy Humphries

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means to add value. Second, add an additive to make it more functional. And third, develop an innovative product that is first to market.

Value added is the thrust of what we do and it is driven by customer demand,” he says.

Doy Pack: Cranberries

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Building a solid foundation Having the right product is one thing, but without a solid team and a strong company culture any business will find it hard to get off the ground; Humphries and his team understand this.

“We subscribe to five key principles as a business,” he says. “One is Mutual Respect for each other, the second is We Embrace Change, third is Continuous Improvement,

FOOD

Company Information INDUSTRY

Food HEADQUARTERS

Vacaville, CA FOUNDED

1906 EMPLOYEES

Not disclosed Head Office Vacaville, CA REVENUE

the fourth is Never Compromise on Quality and the fifth is Build for the Future.”

Mariani Europe has ambitious plans for expansion and Humphries believes these core principles will help it achieve its goals. Within the next five years Humphries would like to see the business turnover $100 million in revenue and be recognized as a value added supplier of products and ingredients across the continent.

“The strategy is right, the people are right and the products are right. We have a culture where our employees believe in our core values.

People are the most fundamental cornerstone of our strategies and they are focused on driving growth for the future.” he concludes.

Not disclosed PRODUCTS/ SERVICES

Food Production

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Galaxy Trading

Expands Project Pipeline in Bid to Become Leader in UAE Buildings Materials Written by: Tom Wadlow Produced by: Richard Durrant

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GALAXY TRADING

Bathroom interior in Gate Towers

The supplier of quality material brands boasts two successful showrooms and has more than 35 projects underway for public and private clients 96

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alaxy Trading is taking on a host of building materials projects in the UAE as a result of a new strategy which sees the company focus exclusively on supplying and retailing products from its selection of highquality brands.

Having built up its name and become an established operator in its short five-year history, Galaxy has more than 35 developments in the pipeline and is also looking to add to its retail presence with another showroom in Dubai.

So far it has catered for residential, hospitality, health and retail sectors, bringing to the UAE

CONSTRUCTION

construction industry premium goods from the likes of ceramic specialist Porcelanosa via a supply chain bolstered by DB Schenker Logistics, Fedex and DHL. Chief Operations Officer Faisal Al Raisi’s objective is clear. He said: “Our chairman brought me in in March this year and asked me to tell him in one sentence how I wanted to lead Galaxy. I said I want the company to be the number one building materials company in town, its as simple as that.”

Project Pipeline Galaxy Trading is rapidly building up its reputation thanks to a portfolio of materials supply projects for a number of eye-catching developments, especially in the residential arena.

The Gate Towers is an integral part of the transformation of Al Reem Island in Abu Dhabi, comprising 3,533 accommodation units among leisure and retail facilities.

Galaxy played an integral role in shaping the exquisite interiors of all apartments on site. This involved the supply and installation of kitchen cabinets, stone works and vanity cabinets, wooden doors and wardrobes and shoe racks.

The company also supplied ceramic tiles, sanitary wares, lighting fixtures, ironmongery and façade lighting.

Galaxy is now channelling all of its energies into supply rather than installation, allowing it to take on more projects which now include the Al

Key Personnel

Faisal Al Raisi COO Faisal Al Raisi took over as COO in March 2014. Prior to joining Galaxy Trading, he was associated with Dubai Holdings / Dubai World, where he was involved in many large construction projects. He is an insightful leader and brings with him proven experience of managing business transformations.

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GALAXY TRADING

Al Raha Villas bathrooms

“One of our main ways of being competitive is to offer the lowest possible rates, because once we have opened one door with a client it will open more opportunities” – Faisal Al Raisi

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Raha Gardens in Abu Dhabi and Alghadeer, a new 2,100-villa community close to the site for the World Expo 2020 in Dubai.

Key to securing more projects in the future is Al Raisi’s attitude towards customer retention. “One of our main ways of being competitive is to offer the lowest possible rates, because once we have opened one door with a client it will open more opportunities.

“This is about repeat custom and volumes of projects, not the cost of the first project. We are winning projects based on our quality brands and excellent prices, and we are happy to sit down with clients and negotiate the best package.”

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The UAE government is one such repeat client, for which Galaxy Trading is a key supplier for some of its national housing projects.

“We have done a lot of national housing projects for the government and in 2015 we expect to execute many more such projects.” Al Raisi added. “This is a long term partnership and we have to make sure we have the capabilities to handle such responsibility.”

Successful Showrooms Alongside its strong portfolio of large projects, Galaxy has a permanent retail presence in Dubai and Abu Dhabi, home to company HQ.

Kolarz Quadra Rosy chandelier

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Series Condulmer Design by

KOLARZ Vienna – Inspired by light since 1918 Shanghai Tower, China

Emirati Housing, U.A.E.

Private Villa, France

KAAL Venice – The Lighting Consultant KAAL INTERNATIONAL SRL Member of KOLARZ Group CI Tower, Porcelanosa Shop Khalidiyah (32nd) Street P.O. Box 130338 Abu Dhabi, U.A.E.

Mobile: Phone: Fax: E-Mail: Web:

+971 52 7580800 +971 2 2222191 +971 2 6354775 h.alhajaly@kaal.it www.kaal.it www.kolarz.at

Shining Tower, U.A.E.

GALAXY TRADING

SUPPLIER PROFILE

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KOLARZ VIENNA – INSPIRED BY LIGHT SINCE 1918 Success favours those who turn their dreams into reality, not those who copy other people’s ideas. This is the guiding principle which KOLARZ has followed for over 96 years.

With the courage to innovate and the awareness of a creative tradition, KOLARZ is setting new trends and standards in lighting, market competency and reliability. KOLARZ professional lighting solutions are the products of creative minds and careful hands – valuable European original products of the highest quality, created by traditional craftsmen in our production facilities near Vienna, Venice and Budapest.

KOLARZ is a family business, based in Vienna, and a major supplier to the leading retailers in 52 countries worldwide. The standard product ranges, with contemporary and traditional styles, combining modern design and lighting technology with the finest components and materials can be viewed on our webpage www.kolarz.at. Express your creativity and customize your own light. Choose from 85.000 possible product combinations! Show your own style, create your personal lighting design!

We realize all your projects providing customized lighting solutions for your individual needs.

Website: www.kolarz.at

KAAL VENICE – THE LIGHTING CONSULTANT Based in one of the most important Italian lighting districts just outside Venice, the KAAL name has been synonymous with beautiful lighting since 1986.

We have been exporting lighting products to more than 50 countries worldwide. The Company has a close cooperation with over 100 local and international manufacturers and lighting suppliers.

Its strategic location, long-term experience in the field of lighting craftsmanship and sales and an exceptional customer service make KAAL the perfect partner for all your lighting needs.

We make sure our customers come first. This means: personal consultation to help to select the correct technical and decorative lighting fittings to suit the project, quality and quantity control, KAAL coordinates with all suppliers, consignment consolidation of shipments in KAAL’s central warehouse and centralised invoicing.

Website: www.kaal.it

GALAXY TRADING

CONSTRUCTION

The two showrooms are served by a large warehouse in Kizad, located between the two Emirates and recipient of 20-25 containers of product each month. The company stocks around 1,000 different products from lighting and cabinets to tiles and wooden doors.

“Our showrooms are doing extremely well and we are looking at opening another in Dubai in 2015,” Al Raisi said. “Hopefully we can develop more in other cities across the UAE once we have studied the market properly. You can’t just jump in.”

Brand Power On display in the showrooms and being implemented on the ground through Galaxy’s ongoing project work are quality products produced by strong brands from across the world.

SUPPLIER PROFILE

Al Ghadeer Villas bathroom

PORCELANOSA GRUPO

PORCELANOSA Grupo is a major reference in decorative and building materials both on the Spanish and international markets, operating in accordance with firmly-consolidated values such as innovation and quality.

We are constantly developing new materials and new solutions which in many cases are the first of their kind anywhere in the world, creating spaces that are definitely unique and cutting-edge.

At PORCELANOSA we have a clear objective, to create an entire life style, a world of sensations, based on technology, design, innovation, quality, guaranty, and the greatest respect for the environment.

Contact Info: Address: Ctra N-340, Km 55,8 , 12540 Vila-real, Spain Tel: +34 964507100 email: info@porcelanosa.com Website: www.porcelanosa.com

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GALAXY TRADING

Kitchen in Al Ain Villas

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December 2014

Porcelanosa, a Spanish producer of bathroom furniture and ceramic wall and flooring tiles present in more than 100 countries, is the company’s flagship brand.

Al Raisi said: “They are a grade A company for us.

We are in dialogue with them on a daily basis and their after sale service is excellent – if something breaks I do not have to wait a week. I call them and they arrive very quickly, even for minor things on a single item in a single residential villa.

“Recently I was in Bologna and I saw lots of high end products, but many of them I saw at Porcelanosa years back. I have the advantage of working with a company whose products are one

CONSTRUCTION

step ahead and are duplicated two to three years later by other producers.”

Being the UAE distributor of Porcelanosa thus gives Galaxy a head start on the regional competition; competition which is seen as healthy and a driver of success. “Competition is positive – it makes us work harder and be more creative,” the COO said. “If there is no competition there is no fun in the market.”

Other brands represented by Galaxy include Poland’s maker of bathroom fixtures Cersanit, Austrian lighting manufacturer KOLARZ, and Swiss company Geberit, producer of eco-friendly sanitary and piping systems.

Galaxy is also well supported in its logistics functions by heavyweight operator DB Schenker Logistics, able to ship orders within 45 days to project sites, with air freight also used if a client is in need of a delivery in quicker time.

With top brands and logistics partners on board coupled with the new focus on excelling in the supply of such materials to clients, Galaxy is well placed to pursue Al Raisi’s objective of becoming the market leader.

He concluded: “In five years’ time I think we will be over 200 people and should be able to have a larger market share. Other players in the market are even coming to us to get their products on the map.

“We also have strong shareholders who are all business people who are in line with our vision and able to help us provide the best service possible.”

Company Information INDUSTRY

Construction HEADQUARTERS

Abu Dhabi, UAE FOUNDED

2009 EMPLOYEES

77 REVENUE

USD 100 million PRODUCTS/ SERVICES

Building Materials

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Imdaad facilitates services of the highest quality to its clients This leading facilities management company is rapidly expanding to meet the demands of its ever-growing customer portfolio Written by: Sheree Hanna Produced by: Rosie Rowe 107

IMDAAD

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Poster advertising for the company

mdaad, a leading provider of integrated facilities management (FM) solutions in the GCC, is investing a quarter of a billion Dirhams in a new recycling plant and staff accommodation as it gears up to meet the challenges of the 2020 Dubai Expo.

Headquartered in Jebel Ali, Dubai , the expanding company has an ethos of adding value to the services and products it offers its 2,500 clients and does this by putting the interests of its best asset first - its almost 4,000 employees.

The one-billion Dirham business, which enjoys a year-on-year growth rate of 15 per cent, is expecting its employee numbers to double by 2020 and foresighted management have a strategy in place geared to meet the growing demand for its services.

Jamal Abdulla Lootah, Imdaad’s Chief Executive Officer, said: “Some 26 million people are expected to visit the Dubai Expo 2020 and between now and then it is expected the number of new properties requiring services will increase by more than 60 percent.

“There will be many new development projects going on in Dubai as the emirate prepares for the Expo and I believe the growth in our company will be more than 15 percent once those projects are completed.”

Open-door policy Imdaad prides itself on caring for its staff, through providing things like accommodation and catering,

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December 2014

The company values its staff very highly

and a management open-door policy to all.

Consequently, it is investing 150 million Dirhams in constructing a new four-storey accommodation complex in Jebel Ali capable of housing between 3,000 and 3,500 workers.

The state-of-the-art complex will provide varying accommodation for all grades of staff and includes things like Wi-Fi and internet access as well as club facilities.

“We believe our staff are the most important asset to the company and we are providing a high-quality living environment for them. We have to think about the next five years when we will have accommodation for some 8,000 employees.”

“We believe our staff are the most important asset to the company and we are providing a high-quality living environment for them” – Jamal Abdulla Lootah, Imdaad’s Chief Executive Officer

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C O M PA N Y N A M E

Window cleaning and building maintenance

Multi-award winning Imdaad offers a wide range of FM, quality-driven solutions ranging from security and maintenance to environmental solutions and waste management.

It has a strong commitment to environmental sustainability and is also in the process of investing a further 100 million Dirhams in establishing a new recycling centre.

Recycling centre “As a waste management, collection and transportation company we must invest in recycling. We are investing in the latest 110

December 2014

SECTOR

Security maintenance

technology and are aiming to use the raw materials to manufacture for reuse,� said Lootah.

The project is scheduled to start in July and it is anticipated the new recycling centre will be operational in just over a year.

Imdaad has been operating as an independent business entity for the past six years although the company first began in 1986 as a Civil Engineering Division of Ports Customs and Free Zone Corporation (PCFC) handling civil engineering works, airconditioning and electrical maintenance.

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IMDAAD of work such as waste management, pest control, sewage services, environment, health and safety.

A joint venture was established in 2002 to provide outsourced FM services and in 2007, Imdaad was inaugurated with a mission to provide integrated facilities management solutions.

Giving clients added value has won Imdaad a solid reputation

Iconic customers Today, it is responsible for looking after some of Dubai’s most iconic landmark buildings including the tallest structure in the world, the Burj Khalifa and the Palm Jumeirah, an artificial archipelago created using land reclamation, which hosts the Atlantis Hotel and a range of luxury

MOHAMMED TAYYEB KHOORY & SONS WASTE MANAGEMENT DIVISION

www.mtkhoor y.com

Strategic partners of Imdaad for sustainable waste management solutions

CONSTRUCTION

“There will be many new development projects going on in Dubai as the emirate prepares for the Expo and I believe the growth in our company will be more than 15 percent once those projects are completed”

accommodations.

Imdaad also has contracts with Emaar Properties, a Dubai-based global construction and development company and takes care of Dubai’s Al Maktoum International Airport.

“We work with both the public and private sectors,” explained Lootah. “We are responsible for maintaining the Jebel Ali Free Zone which is the largest of its kind in the world and one of the biggest projects we have on our books.”

Imdaad works hard to sustain good and strong relationships with its suppliers organising annual events to which they are invited.

Many of its partners have worked with Imdaad since its inception and some of them are globally recognised such as Siemens, Mitsubishi and Hitachi.

– Jamal Abdulla Lootah

Supportive nature Lootah said: “We have a strong supply chain and endeavour to sign long-term contracts with them.

We also work closely with them and when things get rough like they did in the 2009 Dubai crisis (when Dubai’s six-year construction boom went bust) we tried to support them.”

Providing top quality services and giving clients added value has won Imdaad the solid reputation it has today and the focus on hiring and retaining the right staff has clearly played a major role.

A survey of staff carried out every year currently shows an employee satisfaction rate of 95 percent, which Lootah is keen to maintain.

Cleaning and drain maintenance services

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IMDAAD

Teamwork enables Imdaad to offer very high standards of service

“We have more than 25 different nationalities working for us and we spend more than two million Dirhams every year on training. Our policy is that each employee should attend at least five training courses annually.

“We take care of our people and believe teamwork enables us to offer very high standards of service. We have open doors and share the profits by offering a very good bonus.”

Imdaad’s workforce is made up from more than 25 different nationalities

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Socially responsible It is not just the staff Imdaad is keen to help nurture and develop, as it also operates an intensive Corporate Social Responsibility (CSR) programme which currently accounts for three percent of its annual budget, a figure which is steadily climbing every year.

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Company Information INDUSTRY

Facilities management HEADQUARTERS

Jebel Ali, Dubai FOUNDED

1986 Receptionist

EMPLOYEES

4,000

The focus on environmental issues has permeated its CSR policy and one of the many schemes it runs includes a recycling project in schools to teach both pupils and parents about its importance.

Lootah believes Imdaad is firmly ahead of its competitors not only because of its high standards of services but because it has a close eye on the future.

“We invest to grow the business and we invest in our people. We invest in new technologies, which is where our competitors should be looking.

“There are many big opportunities within the facilities management market in the GCC region and we are in a much better position than most because we take advantage of them and aim to serve and deliver on what we say.”

KEY PEOPLE

Jamal Abdulla Lootah, Chief Executive Officer REVENUE

Not disclosed PRODUCTS/ SERVICES

Facilities management services

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Emirates Gre Council is at th in driving a cultu environment su

Written by: EmiratesGBC Produced by: Ric

een Building he forefront ure of built ustainability

chard Durrant

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EMIRATES GREEN BUILDING COUNCIL

“The strong participation of regional green innovators and the strong impact of their ideas is a true testament of the tremendous strides that EmiratesGBC has made in a short span of eight years” – Saeed Al Abbar, Chairman

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stablished in 2006 as an independent forum aimed at conserving the environment by strengthening and promoting green building practices, Emirates Green Building Council (EmiratesGBC) has today evolved as the voice of the green building movement in the UAE. It has rallied together stakeholders across the building industry supply chain for a cause that also reflects the government vision.

“The various activities undertaken by EmiratesGBC complement the ‘green economy for sustainable development’ vision announced

by His Highness Sheikh Mohammed Bin Rashid Al Maktoum, UAE Vice President and Prime Minister and Ruler of Dubai,” said Chairman, Saeed Al Abbar. “We are at the forefront in fostering dialogue and tangible action to promote sustainable built environments.”

The success of EmiratesGBC’s activities was evident at the recent Emirates Green Building Council Awards (EGBC 2014), held in June.

Presenting a unique perspective of the advances made by the country in promoting sustainable building practices, the event underlined the increasing focus on localised innovation, whereby green building materials and products are increasingly being introduced and developed within the country.

“The strong participation of regional green innovators and the strong impact of their ideas is a true testament of the tremendous strides that EmiratesGBC has made in a short span of eight

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years,” explained Mr Al Abbar.

Today, with nearly 200 corporate and individual members from the building industry, EmiratesGBC’s mandate is clear: create awareness, promote dialogue and initiate action in built environment sustainability, given the fact that the construction sector and buildings contribute significantly to greenhouse gas emissions and climate change.

The Focus Days, training sessions, workshops and networking events organised thus promote awareness on green building standards through a multidisciplinary approach that covers the use of building materials, the importance of green building regulations and energy management measures.

“We are at the forefront in fostering dialogue and tangible action to promote sustainable built environments” – Saeed Al Abbar

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EMIRATES GREEN BUILDING COUNCIL (EMIRATESGBC)

Itaque consed quam a sp ero et modite volu 2014 Green Abor eptiaBuilding del mostof the Year Award Winners – The Change Initiative (Dubai)

EGBC team photo from Annual Awards 2014

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Meanwhile, the UAE was also making significant strides in its commitment to promoting sustainable development, with Abu Dhabi and Dubai Municipal authorities outlining their guidelines for green buildings, and the UAE achieving tremendous thought leadership globally with the establishment of Masdar City, and by housing the headquarters of the International Renewable Energy Agency.

All this has further energised EmiratesGBC’s role as “an advisor, a facilitator and a subject thought-leader”.

Setting an example, EmiratesGBC also moved to a new ‘green’ corporate office, and launched the EGBC Awards to honour outstanding work in the area of built environment sustainability.

Another significant initiative by EmiratesGBC is its focus on promoting the retrofitting of existing buildings, an area that can make a significant impact on sustainable development.

The Council continues to focus on partnering with governmental and non-governmental authorities as well as academic institutions to influence the implementation of sustainable built environments across the whole supply chain.

The Council also serves as the link between the international green building movement and the local industry.

It also facilitates a variety of formal education opportunities as well as being at the vanguard in promoting green building financing by encouraging the different stakeholders to support

Key Personnel

Saeed Al Abbar Chairman of EBGC As well as his professional role as Director of AESG, Saeed is currently the Chairman of the Emirates Green Building Council and is the Vice Chairman of the World Green Building Council MENA Network. In this role, Saeed actively works in promoting the advancement of sustainable building in the UAE and MENA region by working with industry, academia and government departments to develop collaborative solutions to some of the regions greatest challenges.

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EMIRATES GREEN BUILDING COUNCIL

2014 EGBC Awards winners

“We have been able to bring together different stakeholders across the supply chain, inspiring them to take tangible action to promote green building practices” – Saeed Al Abbar

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December 2014

sustainable projects.

“We have been able to bring together different stakeholders across the supply chain, inspiring them to take tangible action to promote green building practices,” said Mr Al Abbar. “We serve as a platform for dialogue across the region by promoting the World GBC Middle East & North Africa Network – a co-operation between the regional GBCs.” The positive impact of the Council’s activities are clearly felt today as building industry stakeholders are more open to implementing green building practices – not as an afterthought – but right from planning and design stage. Steps are being taken to incorporate ‘green design’

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Association Information A S S O C I AT I O N TYPE

Independent forum L O C AT I O N

Dubai FOUNDED

2006 KE Y P E OP LE :

Saeed Al Abbar, Chairman

principles right from site selection and planning to design, development, the materials used and operational stage.

“One of the key challenges before us in the initial days was to strengthen awareness among building owners and developers on the long-term value of sustainable projects,” concluded Mr Al Abbar. “It has taken time but I believe that through the work of the EmiratesGBC, the majority of the industry now sees the significant value in building green.

“We can now confidently say that the UAE is leading by example in the field of sustainable buildings.”

NO. OF M E M BE RS

200

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Ramboll thriving in the Middle East Written by: Sam Jermy Produced by: Richard Durrant

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RAMBOLL

The Danish-owned multinational company, which is part of the Emirates Green Building Council, is continuing to grow in the Middle East region in the Buildings, Environment, Oil & Gas and Transportation markets.

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amboll is seeking to increase its Middle East workforce by up to 60 percent as a result of the renewed economic vibrancy in the region.

The company currently employs 550 people in its three main regional markets of the UAE, Qatar and Saudi Arabia, with the aspiration to grow to nearly 900 employees as a result of achieving success in its building, transport, environmental planning and liveable cities projects.

Ramboll, a design and engineering consultant, was founded in Denmark in 1945 by two engineers who established the company in the wake of the Second World War. Very aware of the company’s role in the development of society, the founders promoted awareness of the human dimension and left behind a legacy that emphasises high ethical standards, quality rather than quantity, economic stability, responsibility towards society, and satisfied employees. These are still the governing principles in Ramboll’s approach to business.

Yaver Abidi the Managing Director of Ramboll New Markets (a business unit responsible for the main business lines and country units outside of Ramboll’s home markets), said: “Basically we are looking to build the company up to scale where it can take on the kind of large and complex projects we are doing but also so we have the depth of resources and expertise to do even more. Our growth plan is not necessarily driven by the market as such, there is plenty of scope.

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“Basically we are looking to build the company up to scale where it can take on large and complex projects.

We have the depth of resources and expertise to do even more�

Key Personnel

Yaver Abidi Managing Director

Ferrari World, Abu Dhabi, United Arab Emirates w w w. r a m b o l l - m e a . c o m

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RAMBOLL

The Change Initiative building

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December 2014

“There is plentiful work to do in Saudi Arabia, the UAE is going to go through significant construction activity leading up to the 2020 Expo in Dubai and of course Qatar we know has a lot of building activity to do leading up to the FIFA World Cup in 2022. The markets we are focused on are very much buoyant.

“Our challenge is to grow whilst retaining our values and continuing to focus on the right thing for our customers. We do want to grow, we want to get around 800-900 people to have a greater capability in all the sectors we serve. We are not setting out to be the biggest, our goal is continue to be Ramboll and what we stand for.”

Ramboll in the Middle East focuses on four

“Our challenge is to grow whilst retaining our values and continuing to focus on the right thing for our customers. We do want to grow, we want to get around 800-900 people to have a greater capability in all the sectors we serve” – Yaver Abidi

Ramboll completed the Shining Towers project in 2012. The project comprised of two towers of 33 and 42 storeys respectively, and won GCC Tower of the Year at the 2010 Construction Week Awards w w w. r a m b o l l - m e a . c o m

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Autodesk is proud to support Ramboll

Autodesk is a registered trademark of Autodesk, Inc., and/or its subsidiaries and/or affiliates in the USA and/or other countries. Š 2014 Autodesk, Inc. All rights reserved.

RAMBOLL

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of Ramboll’s six markets which are; Oil & Gas, Buildings, Transportation such as ports, aviation, and master planning, and environment.

Ramboll initially came to the region to explore oil and gas opportunities in the late 1990s and built up the business by building a strong relationship with Maersk Oil, part of the diversified global conglomerate AP-Moller Maersk. In 2006, Ramboll Middle East excelled from this point, partially through acquisitions, and has gone on to deliver on some of the region’s most iconic buildings, highly complex oil and gas projects, as well as transport infrastructure and environmental and master planning projects.

Ramboll initially came to the region to explore oil and

Regional expertise Over the past decade, the Ramboll brand has

SUPPLIER PROFILE

gas opportunities

AUTODESK

As a global leader in 3D design, engineering, and entertainment software, Autodesk helps people imagine, design, and create a better world. Autodesk offers an unparalleled depth of experience and a broad portfolio of software to give customers the power to solve their design, business, and environmental challenges. In addition to designers, architects, engineers, and media and entertainment professionals, Autodesk helps students, educators, and casual creators unlock their creative ideas through user-friendly applications.

Website: www.autodesk.co.uk

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Large scale and special projects are our speciality Novotel Al Barsha Total area of 169,000.00 m2

Kigali Vision City Residential Units Development 401 Acres including 795,870 m²

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ROTANA Dar Es Salaam

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5 Star Hotel

National Games Stadium

W Hotel

5 Star Delux Hotel, Muscat Oman

50,000 seats stadium & retail

IMG Theme Park One of World’s Largest 150,000m²

Hills Residential 12 Buildings 350,000 m2

design

integrate

sustain www.seedengineering.com T: 971 4 2564882

contact@seedengineering.com

CONSTRUCTION

RAMBOLL grown in the Middle East to the extent where the company now has an enviable reputation as market experts in sustainable buildings and other environmentally efficient projects.

Richard Beard, Managing Director of Ramboll Middle East, said, “In addition to our growth in Qatar and UAE we have also been successful in building business in Saudi Arabia. We are focusing on these three countries in the Middle East at the moment. We have done a lot of tall buildings in Dubai, and have developed a very good master planning unit where we plan communities’ and liveable cities, and completed major environmental master plans in in cities including Jeddah.

“In the environment field we have been

SUPPLIER PROFILE

U Bora Towers

SEED ENGINEERING

SEED is an Engineering (MEP) Consultancy registered in the U.A.E. and India .Within a short time span we have executed a number of small, medium and large size projects in the U.A.E., Qatar, India and Tanzania.As engineers and designers, we partner with our clients to ensure that sustainability and energy efficiency are at the forefront of all our projects. We are in a strong position to deliver designs of the highest quality on time. The hallmarks of our organization are singular intelligence and collective experience.

Waste-ToEnergy

Website: Plant In Abuwww.seedengineering.com Dhabi

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RAMBOLL

Key Personnel

Richard Beard Managing Director

“We are not in this market to be the biggest Middle East consultant, but we want to be working on the sustainable projects in line with our company values�

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members of the Emirates Green Building Council for some time now. For us at Ramboll, it is not all about shiny new builds either, we also focus on brownfield sites to improve them by making them more environmentally efficient. A project we are particularly proud of is the Change Initiative in Al Barsha, Dubai, which achieved the highest sustainability rating in the world based on the LEED sustainability rating system from the USA. Beard states it is really about sustainability by improving the community and existing infrastructure and that is what sets the company apart.

Future planning Ramboll Middle East started a graduate program this year, and are offering internships. A majority of employees are currently expatriates, but both Abidi and Beard envisage that the graduate program will help grow the future talent for the company, particularly in Saudi Arabia where the high level of education will benefit the Saudisation government scheme.

Beard said: “The Middle East can be an expensive place to bring staff but it is key

CONSTRUCTION

to keeping up to date and bringing people through the business. We are going to put a lot more energy into our graduate program next year to aid our growth. Retention is vital too, I think we will see more talent coming back to the Middle East due to the dynamic and fast paced environment.

In the future RME will continue to develop the the Fujairah 2040 framework plan for the UAE’s fifth largest emirate. Fujairah has embarked on a plan for the comprehensive development of this important geographical area which it is the only emirate with a shore directly to the Indian Ocean independent of the Hormuz Strait.

Beard concluded: “We are not in this market to be the biggest Middle East consultant, but we want to be the leading consultant working on the sustainable projects in line with our company values. Our plans will continue to match the dynamism and growth in our geographical markets, working with key clients across the sectors.”

“We will also eventually look into other regional markets in the Middle East. We have enough experience to be able to tackle any of the markets that are likely to open up.”

Ramboll are set for an exciting growth phase, building on its market expertise within Qatar, UAE and Saudi Arabia. It continues to look for outstanding people whose values align with the company’s and therefore would like any interested individuals to go visit its website.

Company Information INDUSTRY

Construction HEADQUARTERS

Dubai, UAE FOUNDED

1945 EMPLOYEES

11,000 (550 Middle East) REVENUE

1 billion EUR (27 million EUR Middle East) PRODUCTS/ SERVICES

Design and engineering consultants

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European Association of Metal Ores & Industrial M

Self-promotion helps Euromi capitalise on continental prom Written by: Matthew Staff Produced by: James Pepper

f Mining Industries, Minerals

ines mise

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EUROMINES

Conference field trip, Aitik mine, Sweden

“We should be doing exploration and mining and processing and supplying to the people that need those raw materials� – Mark Rachovides, President

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nder the Presidency of Mark Rachovides, The European Association of Mining Industries, Metal Ores & Industrial Minerals (Euromines) is striving to lay to bed assertions of the past to encourage its members about the potential of the future.

Mining in Europe, and indeed across the world, has often come in for criticism but through a strong focus on external industry collaboration and internal optimism, the association is well on its way to changing industry standards and consequently, public perceptions.

Existing as a not-for-profit organisation in its current form since 1996, Euromines represents more than 40 different metals and minerals, more than 100 companies and about 350,000 jobs across its member states, and

MINING

Key Personnel

Mark Rachovides President

Rachovides is positive that Europe can become a partner of choice within the mining industry.

“The important thing through what we do is to point out where mining fits in the value chain and to get away from those old stereotypes,” he said.

“We need a balanced, responsible approach to keep the value chains in the EU because it won’t contribute to our renaissance or our future if part of the value chain is being sourced outside when we have the ability to do it here.

“We should be doing exploration and mining and processing and supplying to the people that need those raw materials.

We can do the whole thing and that should make us the partner of choice because we should be showing ourselves as the leaders in terms of sustainable use of our resources.

Mark Rachovides is a consultant to Eldorado Gold Corporation and until recently was Chairman of Deva Gold, Eldorado’s subsidiary in Romania. He was formerly an Executive Director of European Goldfields which was acquired by Eldorado in early 2012. Rachovides is a well-known specialist in South East Europe and Chairman of the Euromines Gold Group.

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EUROMINES

Vykleky quarry in the Czech Republic after rehabilitation

“Europe is surprisingly underexplored and underinvested for exploration” – Mark Rachovides

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December 2014

“That’s what we want to achieve; to set the standard that’s higher than everyone else.”

Present virtues Manufacturing in Europe currently accounts for 75 percent of the EU’s exports and many of these manufactured products depend on raw materials. It is figures like these which the Association aims to make clearer to the business world moving forward.

MINING

“Europe is surprisingly underexplored and underinvested for exploration, but in terms of technology, we’re very advanced, so we are increasingly developing the ability to mine more complex deposits and have more automated machinery,” Rachovides said. “We ultimately look to a future of stateof-the-art modern mining in Europe.”

The Association is therefore striving, through affiliations with organisations and

Europe is rich in natural resources w w w. e u r o m i n e s . o r g

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Wealth Creation by Mineral Extraction in Europe, organised by Euromines on 3rd December 2013 in Brussels

Xxxxxxxxxx Vykleky quarry in the Czech Republic before rehabilitation

EUROMINES

MINING

conferences at high profile events, to start getting that positive industry message across.

This can only come with a collaborative and integrated drive among its members too though, and Rachovides is adamant that all are responsible in that push and none are burying their heads in the sand.

“Most of our members need and do talk more about our good stewardship and the added value that we bring across the spectrum of our activities,” he added. “A lot of the criticisms are the sins of our past and we need to talk more about the virtues of our present and our future.

“Our performance today in Europe speaks for itself. We have excellent health and safety records, very low numbers of fatalities and rank very highly in terms of productivity. We invent a lot of technologies used worldwide because we are constructive, responsible, intelligent people.”

Globally competitive Structured through a series of committees, comprising a decision-making steering committee, a think-tank policy committee, and some more specialised sector committees – environment, health and safety, emission training standards, communication, gold mining and magnesia production – Euromines is set up to be the recognised representative for mining in Europe; a voice and point of reference in relation to the European institutions, and a sounding board for members regarding

Key Personnel

Corina Hebestreit Director Dr. Hebestreit is the Director of Euromines.

She has 20 years of experience in the mining sector, from primary raw materials to marketing of end products. Over the years she has built an extensive network in the industry and academia.

Johannes Dreilsma Deputy Director of Euromines

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EUROMINES

Wealth Creation by Mineral Extraction in Europe

EU mining sector can boast a wealth of deposit opportunities

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policy matters and technical issues.

The main goal as a consequence of these ongoing discussions, forums, collaborations with global organisations and monitoring of international trends, is to ensure that the EU maintains and builds upon its position as a responsible and balanced source of minerals.

Complementing the effective stewardship, innovation and people that the EU mining sector can boast is also a wealth of deposit opportunities where the industry can expand its footprint, and this is what Euromines will be smoothing the pathway towards

MINING

Association Information A S S O C I AT I O N TYPE

Mining L O C AT I O N

Brussels FOUNDED

1996 NO. OF M E M BE RS

N/A

over the coming months and years.

“There is certainly a lot of money in Europe and we also have a tremendous amount of intellectual capital and industrial capital in terms of making and inventing things,” Rachovides concluded.

“If you look at our competitive positioning, we are heavily regulated, have a large population, not a lot of land mass, but still manage to compete in an international market on a company-by-company basis successfully.

“We’ve dealt with the questions of the past and can now be innovative and adopt competitive solutions to problems of the future.” w w w. e u r o m i n e s . o r g

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Ramps up base metals production Written by: Tom Wadlow Produced by: James Pepper

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LUNDIN MINING

The mid-tier producing copper, zinc and nickel specialist has just commenced production from its $715 million investment at the Eagle Mine in Michigan and is reviewing expanding zinc production at its long-life NevesCorvo mine in Portugal

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December 2014

L

undin Mining is bolstering its presence across Europe and beyond with a number of promising expansions, along with exploration and mine construction projects which will see the company head towards its 500,000ton production target in the next two to three years.

Such ambition is amply demonstrated by the drive to more than double zinc output at Lundin’s Neves-Corvo mine in Portugal, while a $715 million investment into a new nickel-copper mine in Michigan, USA, is now operational.

The American acquisition from Rio Tinto extends the company’s reach beyond its European heartland, where mines in Portugal, Sweden and Spain are also performing well and have life ahead of them.

Away from wholly-owned operations, Lundin Mining also holds a 24 percent stake in joint ventures with Freeport in a high quality coppercobalt operation in the Democratic Republic of Congo (DRC) and in a cobalt refinery in Finland, granting vertical integration into the world of cobalt mining.

While current performance and growth has been steady, CEO Paul Conibear is aware that the business needs to keep exploring for the next high-grade copper discoveries and bring more assets on board.

“Our metal production is around 300,000 tons this year and I would like to get us up to 500,000 tons in the next two to three years which means

MINING

“Our metal production is around 300,000 tons this year and I would like to get us up to 500,000 tons in the next two to three years” – Paul Conibear, CEO

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LUNDIN MINING

Neves-Corvo

‘Approximately 220 kilometres southeast of Lisbon in the Alentejo district of southern Portugal lies Neves-Corvo, Lundin Mining’s most significant European asset’

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December 2014

an additional one or two more mines,” he said.

“This will lift Lundin Mining to the sort of scale we want to be at, operating five or six strong mines.”

Neves-Corvo Approximately 220 kilometres southeast of Lisbon in the Alentejo district of southern Portugal lies Neves-Corvo, Lundin Mining’s most significant European asset run by its native subsidiary Somincor, and one which could have up to 30 more years of life ahead of it.

Already producing 50-60,000 tons of copper and 60-65,000 tons of zinc annually from five separate ore deposits, the company is conducting a feasibility study which could see it more than double zinc output by 2017.

“The study is not complete yet but we are optimistic,” Conibear added. “The global resource is more than 100 million tons of better than six percent zinc and only 1.2 million tons a year is being processed.

MINING

“There is huge potential if we can get the capital investment right. Worldwide there are very few western companies who have an asset base like this, so it is a unique opportunity for us to look at something which has been underexplored over the past decade.”

The study should be completed by the end of Q1 2015, with Lundin keen to get construction underway which would involve deep bottlenecking, improving shaft capacity and doubling the zinc plant above ground. The company is also looking to expand tailings management storage and advanced water treatment facilities.

Despite the upcoming focus on boosting zinc production, copper will continue to provide 50 percent or more of revenues from this asset, home to 2,000 of Lundin’s 3,000 global workforce.

Into the Americas Lundin Mining’s newest Michigan asset fits perfectly into Conibear’s plan to find new deposits of the highest quality.

Having acquired the nickel-copper site from Rio Tinto in July 2013 for $315 million, a further $400 million has brought the project to operational status ahead of schedule with a view to it becoming the company’s eventual biggest earner.

Conibear said: “This is an extremely high-grade deposit, and nickel has taken a big step forward recently as a highly valuable commodity so we are hitting the cycle at an ideal time.

60,000 Tons of copper currently being produced from the Neves-Corvo mine

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Always Always maintaining maintaining the impr the innovation, innovation, construction construction and the field the of field underground of underground and with its with acknowledged its acknowledged expere performance performance of this oftype this of typw projects, projects, in theinfields the fields of prosp of

TEIXEIRA TEIXEIRA DUARTE DUARTE – ENGENHARIA – ENGENHARIA E E CONSTRUÇÕES, CONSTRUÇÕES, S.A. is S.A. is a Portuguese a Portuguese company company that that started started operating operating in in 19211921 in the infields the fields of Geotechnical of Geotechnical and and Foundation Foundation Engineering, Engineering, which which gradually gradually extended extended to other to other fieldsfields of engineering, of engineering, suchsuch as Buildings, as Buildings, Infrastructures Infrastructures , , Metalworks Metalworks , as well , as well as Underground as Underground , , Mining, Mining, Railway Railway and and Maritime Maritime works works

Mine infrastruture Mine infrastruture development development – Aguabla –

Mine infrastruture Mine infrastruture development development – Aguabla –

Water reservoir Water reservoir – Neves–Corvo NevesMine, CorvoPortugal Mine, Portugal

www.teixeiraduarte.pt www.teixeiraduarte.pt

Mine infrastruture development – Neves– C Mine infrastruture development

erint imprint of a true of a Engineering true Engineering Company, Company, with recognized with recognized expertise expertise in theindesign, the design, dnmanagement and management of major of major projects projects and developments, and developments, it hasitbeen has been operating operating in in EPOS,EPOS, S.A. S.A. which, which, ddmining and mining worksworks sincesince 1981,1981, mainly mainly through through its subsidiary its subsidiary rience, experience, still has stillthe hasmost the most advanced advanced technology technology and equipment and equipment for the for the pe works, of works, remaining remaining continuously continuously activeactive for more for more than than 30 years 30 years in major in major mining mining fpecting prospecting and survey, and survey, infrastructure infrastructure construction construction and exploration. and exploration.

www.epos.pt www.epos.pt

Equipment Equipment maintence maintence

anca Aguablanca Mine, Spain Mine, Spain

True to True its to performance its performance values, values, Teixeira Teixeira Duarte Duarte has achieved has achieved a a steady steady and sustained and sustained growth growth that has thatallowed has allowed it to build it to build a strong a strong business business capacity, capacity, detaining detaining means means and resources, and resources, namely namely human, human, whichwhich have have enabled enabled it to undergo it to undergo multiple multiple internationalization internationalization processes processes and broaden and broaden its areas its areas of of expertise. expertise.

Having Having achieved achieved a turnover a turnover of more of more than EUR than 1,500 EUR 1,500 million million in 2013, in 2013, Teixeira Teixeira Duarte Duarte GroupGroup currently currently has around has around 12,500 12,500 employees employees operating operating in 16 countries, in 16 countries, in 4 continents, in 4 continents, working working in 7 different in 7 different sectors, sectors, notably notably in Construction, in Construction, anca Aguablanca Mine, Spain Mine, Spain Concessions Concessions and Services, and Services, Real Estate, Real Estate, HotelHotel Services, Services, Distribution, Distribution, Energy Energy and Automotive and Automotive Industry.

Industry.

Teixeira Teixeira Duarte Duarte has been has been listedlisted on theonstock the stock exchange exchange market market since since 1998,1998, but itbut maintains it maintains a stable a stable shareholder shareholder structure, structure, mostly mostly dominated dominated by thebyTeixeira the Teixeira Duarte Duarte family, family, which, which, alongalong with its with history its history and the andoperational the operational capacity capacity of its of teams its teams and and resources, resources, gives gives it theitconfidence the confidence and responsibility and responsibility to be to able beto able to continue continue to fulfill to fulfill its mission: its mission:

Execute, Execute, contributing contributing towards towards the construction the construction of a better of a better worldworld . .

Corvo NevesMine, CorvoPortugal Mine, Portugal

SUPPLIER PROFILE

EPOS

Established: Early 1980’s Industry: Construction Services: EPOS - Empresa Portuguesa de Obras Subterrâneas, S.A. is a leading Portuguese company for large underground construction contracts of all types, holding an extensive experience in this type of work.

Founded in 1986, the company quickly affirmed itself as the specialised contractor in its field. More than 20 years on, EPOS is today recognised in the market for the high technology of its production facilities, both human and equipment, that are clearly reflected in the high standard of its outstanding works.

EPOS is confident in the future, emphasised by the ever increasing demands of the different works it has been awarded. EPOS faces its challenges, strengthened by this confidence, as it reaffirms its leadership and ongoing commitment on quality, safety, its team, cutting edge technology, respect for the environment as well as social responsibilities and the continuous improvement in profitability that guarantees the satisfaction of customers, shareholders and investors.

Management: President - Dr. José Pedro Poiares Cobra Ferreira Website: www.epos.pt

LUNDIN MINING

MINING

“Currently the life is eight years and there is a satellite deposit we are drilling now to see if we can expand the life beyond this. There are not many new mines being built these days so we are very pleased with how this has developed.”

The CEO said that Lundin should be able to produce at around $2 per pound of nickel, and with prices currently sitting at roughly $8, the margins are extremely encouraging, especially given annual production is expected to reach respective amounts of 23,000 and 20,000 tons of nickel and copper.

The 300 metre long, 85 metre wide and 340 metre deep high grade deposit will also produce some cobalt, platinum, palladium and gold byproducts.

Just recently announced is Lundin Mining’s acquisition from Freeport of an 80 percent stake in the renowned Candelaria copper/gold mine in Chile. This $1.8 billion acquisition vaults Lundin up into the top 20 copper producers, more than doubling 2015 copper production.

Lundin is pursuing upside opportunities at Candelaria with an aggressive exploration programme to extend the life of the large open pit and three existing underground mines that make up the Candelaria Mine Complex.

‘Just recently announced is Lundin Mining’s acquisition from Freeport of an 80 percent stake in the renowned Candelaria copper/ gold mine in Chile’

Closer to home Back in Sweden, Lundin Mining is celebrating its 10th anniversary of operating the Zinkgruvan zinc and copper mine, which has at least another w w w. l u n d i n m i n i n g . c o m

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The company

JosĂŠ Dias Faustino, S.A. works

as an earthmoving contractor for Somincor, S.A., performing underground and surface services at the Neves Corvo mines.

Tel: 00351 286 683 268 F: 00351 286 683 051 E: jdf@grupojdf.pt Mina Neves Corvo 7780 -409 Santa Barbara de Padroes

LUNDIN MINING

MINING

decade of life to run.

This was the company’s first major asset following the Lundin Family’s discovery of its first mine at Storliden, in northern Sweden. The business started out as a junior explorer in the 1990s before making this high-grade zinc and copper breakthrough in 1999, which went into production in 2002 and provided essential capital for acquisition of additional mines.

At Zinkgruvan, in the central-south region of the country, Lundin Mining has managed to ramp up extraction of ore from 700,000 annual tons to 1.2 million, with Conibear looking to gain another five to 10 percent by maximising current capabilities.

“Each year we have been successful in discovering more than we’ve milled,” Conibear added. “And as well as producing 75-80,000 tons

Operations in Zinkgruvan mine

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Checking References?

Ours go back more than

125 years

Heavy Industrial General Contractors Specialists in Mining Construction and Maintenance Design/Build • Boilermaking • Concrete • Demolition Ironworking • Millwrighting • Piping • Offices Nationwide With gratitude to Lundin Mining for the opportunity to help build the new Eagle Mine and reinvigorate the historic Humboldt Mill in Michigan’s Upper Peninsula.

CR Meyer is proud to be a part of the region’s rich mining history.

crmeyer.com 800.236.6650

LUNDIN MINING

MINING

of very clean zinc, the 30-35,000 tons of lead and 3-4,000 tons of copper by-products makes this mine very cost effective.”

Elsewhere in Europe, Lundin is looking to shift production from seven years of open pit to underground extraction of better-quality nickel and copper at Aguablanca in southern Spain.

This will commence at the turn of the year for an initial life of three years with the option to go deeper.

Lundin Mining also holds a 24 percent interest in a joint venture with Freeport at Finland’s Kokkola cobalt mine.

A similar stake of a Freeport partnership at Tenke Fungurume in the DRC, one of the world’s largest known copper-cobalt resources, has also been established and it delivered $140 million to Lundin in cash flow last year.

SUPPLIER PROFILE

“As well as producing 7580,000 tons of very clean zinc, the 30-35,000 tons of lead and 3-4,000 tons of copper byproducts makes this mine very cost effective” – Paul Conibear

CR MEYER

CR Meyer is a heavy industrial general contractor with deep roots in the mining industry. More than 70 years ago they began constructing heavy industrial facilities at iron ore mines in Michigan’s Upper Peninsula. The company has since expanded across the United States to include mines that extract rare earth minerals, metals, and materials for the petrochemical industry. CR Meyer’s professional services division includes project managers, engineers, architects, and schedulers who develop solutions to control costs, maximize productivity, and complete projects safely.

Website: www.crmeyer.com

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LUNDIN MINING

Eagle Mine

‘Eagle Mine is also home to pioneering techniques. “Water treatment is an area which the company is stepping up its activity” – Paul Conibear

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Advancing techniques As well as developing its portfolio of high-grade assets, Lundin Mining is also eager to make the most out of both tried and tested and new innovations to help see it reach future production targets.

The company is trialling two enormous 60-ton Atlas Copco underground haul trucks at NevesCorvo, where advanced dewatering of tailings is also being put into practice alongside smart technologies to help give enhanced visibility of important mining processes.

Eagle Mine is also home to pioneering techniques. Conibear added: “Water treatment

MINING

is an area which the company is stepping up its activity. At Eagle Mine we have two state-ofthe-art water treatment plants which I have not even seen in the base metals industry before.

These have reverse osmosis capabilities and cost around $60 million. “Over in Sweden heat recovery has become a priority and something which has helped us conserve energy – we are looking into deploying this in other locations too.�

Responsible In all areas of operations Lundin Mining is committed to working responsibly and to the

60 million

Value in dollars of two state-ofthe-art water treatment plants

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benefit of the localities in which it is based.

The company’s corporate goals include ‘development of a high performance, motivated culture, achieving a safe, productive and healthy work environment, and to conduct business activities ethically and transparently’.

Each year Lundin Mining publishes a detailed Sustainability Report, outlining achievements and areas for improvement in sectors from environment and corporate governance to social and health and safety.

During 2013, overall safety record for the year included a Total Recordable Incident Frequency (TRIF) of 2.01, which represented an improvement of 20 percent over the prior year TRIF of 2.50. The target for 2014 is 1.8.

Aguablanca, HSE rescue team

Key Personnel

Paul Conibear CEO Mr. Conibear has more than 30 years’ experience in corporate and asset management of all phases of mining investments in North and South America, and several African countries including the Democratic Republic of Congo. Originally from the mining centre of Sudbury, he brings a practical background of 18 years in mining project and construction management followed by 12 years as a corporate officer and director for several successful public companies including Tenke Mining Corp.

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ECOFAB RAILCAR COVERS Covering the World's Bulk Materials Proven record of reliability and safety Quick on and off application Provides 100% dry containment Superior performance with low overall cost

For more information about the Ecofab Railcar Cover System

info@ecofab.com | www.ecofab.com PROUD TO SUPPLY LUNDIN MINING

www.igan-consultores.com

STANDARD COVER

LUNDIN MINING

MINING

The company has a strong reputation as being a good corporate citizen, underlined by its support of social programmes including the Zinc Saves Kids initiative.

Zinc Saves Kids is a scheme designed to improve the survival, growth, and development of undernourished children by funding UNICEF’s zinc supplementation and treatment programmes.

This was one of many schemes funded by Lundin Mining, with overall company spend on social programmes exceeding $9 million for 2013.

The Zinc Saves Kids initiative makes a difference on the ground in Peru and Nepal

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We custom design the lubricant that your machine needs If no two machines are alike, no two lubricants should be alike either.

Because of this, at Repsol we make a customized lubricant for your machinery, based on its needs, and always in accordance with the strictest of international standards and the certifications of the most important manufacturers.

Subsidence, Stability, Seismicity, Water, Safety Sydney Tel +61 412 135 782

www.beckengineering.com.au Melbourne Tel +61 488 440 964

Berlin Tel +4930 8507 3699

LUNDIN MINING

MINING

As of January 2013, 0.1 percent of company revenues are being channelled into the Lundin Foundation.

Conibear explained in the Sustainability Report 2013: “In addition to the provision of traditional community investment programs in the areas of health, education and community infrastructure, the Lundin Foundation provides seed grants, technical assistance and risk capital to highpotential small and medium-sized businesses and social enterprises with a view to generating wealth and employment needed to alleviate poverty on a sustained basis.�

Working together

Lundin Mining is committed to protecting the environment w w w. l u n d i n m i n i n g . c o m

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LUNDIN MINING Such ongoing work will only continue to strengthen the company’s reputation as a sustainable miner, something which the CEO is determined to preserve and enhance moving forward.

Zinkgruvan, rescue simulation training

Looking forward As well as helping to improve the lives of others, Lundin Mining also invests heavily into developing its own base of employees and prospective workers. This often involves offering work to locally-based people, providing an instant economic boost to the areas operated in.

Equally as important as adopting the latest

Enlighten your world.

Visit us online

M.J. VanDamme, Inc. is a

construction firm involved in mining support, farming, and civil construction. www.mjvandammeinc.com

Illuminating solutions for day or night. www.provincelighting.com

MINING GLOBAL

‘As well as helping to improve the lives of others, Lundin Mining also invests heavily into developing its own base of employees and prospective workers’

Itaque consed quam aspero et modite

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Uncovering new highgrade deposits is also key to future growth

“..the group has a great exploration record over the past 15 years but Mother Nature is tough – it takes time” – Paul Conibear

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proven mining techniques and training existing workers is nurturing the mining engineers and directors of tomorrow, something which the company’s successful graduate scheme is actively pursuing.

“We hire a lot of young people; last summer we had 58 students and when they come on board we cycle them through our mines to gain on the job training,” Conibear said. “It has been extremely successful, as every new grad has been deployed and we don’t get them back as they really demonstrate their value to the operations.

“Quite a lot of our graduate hiring comes from Portuguese and Swedish universities and we will attract American and Canadian students with the Eagle Mine. We are based in some outstanding locations for young people to start their working

LUNDIN MINING

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Company Information INDUSTRY

Mining HEADQUARTERS

Toronto, Canada FOUNDED

1994 EMPLOYEES

3,000

careers.”

Uncovering new high-grade deposits is also key to future growth, with Lundin Mining spending $35-50 million a year on exploration, primarily in pursuit of copper.

Around half of this is spent around the company’s existing sites with the rest being invested in the likes of Peru, Chile, Turkey and Romania.

The outcomes of these works could be pivotal to Conibear’s ambitions. He concluded: “Being growth oriented brings its challenges, the greatest of which being to find quality investment targets.

There are plenty of affordable exploration projects but the grades are hard to find.

“That said the group has a great exploration record over the past 15 years but Mother Nature is tough – it takes time.”

REVENUE

$727.8 million (2013) PRODUCTS/ SERVICES

Copper, zinc and nickel specialist

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Protecting water supplies for future generations Written by: Tom Wadlow Produced by: James Pepper

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Knowledge of exactly what is in a water network is crucial to its healthy existence

Easy to read results with Colilert-18 allows prompt and accurate quantification of coliforms and E.coli

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ailure to spot microbial contamination and thus having to take reputationdamaging follow up action can be extremely costly; likewise false alarms can waste valuable time and resources.

Recently we asked Professor Colin Fricker to shed light on how operators could be unaware of the hidden dangers spreading undetected in their networks.

Eradicating inaccuracies Accurate testing will drastically help companies to maintain a clean network.

Lack of knowledge about the presence of coliforms can lead to the emergence

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of undetected biofilm in the water supply which has the potential to spread far and wide, possibly resulting in extremely expensive clean-up operations both in terms of finance and public reputation. Not to mention the threat to public health.

According to Professor Fricker, “Once established, biofilm can be incredibly difficult to eradicate, even with high levels of chlorine and can become a permanent feature.”

Boil water notices and having to flush out systems are actions seen by customers as a sign of mismanagement and wastefulness, making the ability to spot contaminants early of paramount importance.

Professor Colin Fricker, highly regarded around the world and a thought leader in water microbiology warns that it is extremely important not to miss early signs of contamination in the water system.

Independent studies have shown that some techniques which are widely used for detection of coliforms and E.coli have been shown to miss these vital early signs.

He said: “Any methodology with a 10 percent false negative rate translates to one in 10 coliforms not being picked up.

It is vital to detect coliforms because they are indicators of potential ingress into the water system and signs of contamination by more serious pathogens which are damaging to public health”.

Colilert-18 presence/ absence samples

2 billion Number of people protected worldwide by Colilert-18

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ABOUT

Colin Fricker PhD FRSPH FSB

Colin Fricker is Adjunct Professor of Environmental Studies at Queen’s University, Kingston, Ontario and has a long and distinguished career involved in water microbiology. He has published more than seventy peer reviewed papers, edited five books and presented over 200 papers at international conferences. He is also consultant to water utilities as far away as New Zealand, where he is on call to troubleshoot and give advice at a moment’s notice.

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Another costly consequence of inaccurate testing comes in the form of false positives, which, with some methodologies, can be as high as 20 percent. “False positive results, even at a level of five percent can lead to unnecessary inconvenience and expensive re-sampling of consumer taps and other points in the network thus creating an air of uncertainty,” Professor Fricker added.

Ensuring reliability Sensitivity and specificity are also important considerations when screening for microbiological contamination. Greater sensitivity leads to faster detection and facilitates a more timely response by water utility operators.

High specificity eliminates the need to carry out time consuming, labour intensive Early detection is vital because the findings can be indicators of contamination by more serious pathogens

ENERGY DISTRIBUTION SYSTEM

River

Reservoir

Ground Water

Treatment Works & Chlorine Injection

Service Reservoirs

confirmation steps using oxidase testing and gram staining. “Some microbes that behave like coliforms on certain culture media, can be tricky and labour intensive to identify accurately, leading to further uncertainty,” said Fricker.

Long term use Delivering precise results rapidly has long term value for water network operators.

The ability to detect coliforms quickly and accurately reduces the prospect of sporadic contamination events caused by the undetected spread of biofilm through systems.

“Published data shows that long-term adoption of detection methods with high sensitivity and appropriate follow-up action can result in an 80 percent reduction in

Accurate testing ensures the long term cleanliness of drinking water supplies

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Source: Drinking Water Inspectorate Annual Reports

I D E X X W AT E R | C o l i l e r t -18 ®

Reduction in Coliform contamination events from 1997-2012 using Colilert-18

“Published data shows that longterm adoption of detection methods with high sensitivity and appropriate follow-up action can result in an 80 percent reduction in coliform contamination events at the tap and at service reservoirs” – Professor Colin Fricker

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coliform contamination events at the tap and at service reservoirs,” said Fricker.

“Early detection is vital because the findings can be indicators of contamination by more serious pathogens including Cryptosporidium, Giardia, Campylobacter, Salmonella, Shigella and viruses.

Failure to detect coliform ingress into a distribution network can result in contamination of entire systems.”

Cost and time implications can be extremely serious, especially if remedies such as hyperchlorination of distribution systems, cleaning up biofilm, flushing and even replacing

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pipes are forced upon network operators.

Colilert-18 Colilert-18 is a wide-reaching testing platform for drinking water, sewage discharge, raw water and bio-solids, with numerous independent tests placing it at the forefront of contamination detection and confirming its ability to enhance long term performance across networks.

It is a fast, easy-to-use solution which delivers results in 18 hours. No other test offers these levels of speed and flexibility.

The process itself also saves time in the lab, for it takes less than one minute of hands-on time per sample and detects coliforms and E-coli simultaneously.

Colilert is a global solution manufactured

by IDEXX Laboratories and one which is now protecting two billion people worldwide

Adding Colilert-18 reagent to water samples

State-of-the-art pharmaceutical grade manufacturing facilities

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Colilert-18: 6 EASY STEPS 1

PREPARATION:

To begin the process, add reagent to water sample

2 Cap vessel and shake to dissolve

3 Pour sample into Quanti-Tray速

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4 Seal using an IDEXX Quanti-Tray Sealer

5

QUANTIFICATION:

Incubate for 18 hours at 36°C ± 2°C

6 Read results. Yellow wells = total coliforms.

Refer to MPN table

Yellow/Fluorescent wells = E.coli. Refer to MPN table

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‘The IDEXX Hoofddorp Distribution Centre near Amsterdam holds a substantial inventory of Colilert-18, made by possible by the fact the product is a compressed powder with a shelf life of up to 15 months’

Hoofddorp Distribution Centre

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from coliforms such as E.coli having been approved in more than 40 countries. In 2012, the IDEXX Colilert®-18/Quanti-Tray® test became the new International Organization for Standardization (ISO) worldwide standard for detecting total coliforms and E. coli in water. ISO 9308-2:2012.

Colilert-18 spots contamination early, meaning remediation work can be carried out quickly before coliforms spread and create unnecessary time and cost consequences.

Rapid Response Apart from its proven accuracy, ease of use and quick results delivery, Colilert-18 has a long shelf life and is readily available

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for worldwide distribution thanks to its associated supply chain operation.

The IDEXX Hoofddorp Distribution Centre near Amsterdam holds a substantial inventory of Colilert-18, made possible by the fact the product is a compressed powder with a shelf life of up to 15 months.

The fact the product does not have to come fresh from a lab allows for quick overnight delivery across Europe, supplemented by a dedicated customer service team.

The Hoofddorp Distribution Centre picks, packs and ships 16,000 orders each month and delivers to more than 130 countries with a warehouse accuracy of 99.8 percent.

The IDEXX Culture Colilert-18 is a flagship example demonstrating the IDEXX culture of innovation. Based in Maine, USA, the dedicated research campus encourages bold inventiveness through a

IDEXX is based in Maine in the United States

IDEXX recently won the ‘Product Innovation in Healthcare’ Award for the Pseudalert® test

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The IDEXX wall of patent awards

“Colilert has been shown to pick up E-coli and coliforms in samples more accurately than alternative test methods” – Steven Bullock, Microbiology Manger at Thames Water

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working environment that could be found at creative experts Apple or Google.

A long patent wall showcases plaques dedicated to its finest works from sectors which include microbiology, immunoassay, clinical chemistry, haematology, molecular biology and engineering deigns among many others. IDEXX expects research and development spending to exceed $100 million for 2014.

The IDEXX work on water testing extends beyond Colilert-18, the company constantly striving to create the next generation of solutions capable of detecting waterborne microbes across all environments, from

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monitoring drinking water supplies to identifying pathogens in hospitals.

Beyond the innovation, IDEXX is dedicated to manufacturing the highest quality products at its state-of-theart pharmaceutical grade facilities.

The company also prides itself on exceeding customer expectations through its dedicated customer service and technical support teams. IDEXX holds a Net Promoter Score of 84, the highest seen in the industry and well above the 50 needed to be classified as ‘best in class’.

This impressive NPS score is underpinned by a product availability rating of more than 99.9 percent and results in customer retention above 99.8 percent.

Steven Bullock, Microbiology Manager at Thames Water, said: “If any element of the methodology falters, whether it’s the equipment or we get an abnormal result we can’t explain, IDEXX will always help, whether it turns out to be their problem or not. They take accountability and support us because they understand our value as a customer” In the UK Thames Water has been making use of Colilert-18 for more than 15 years, a period which has seen its drinking water quality hit a near perfect 99+ percent across its network that comprises 20,000 miles of pipes, 26 reservoirs and 1.2 million manholes.

Company Information INDUSTRY

Biotechnology diagostics and services HEADQUARTERS

Westbrook, Maine, USA FOUNDED

1984 EMPLOYEES

5,700 worldwide REVENUE

$1.377 billion (2013) PRODUCTS/ SERVICES

IDEXX Water provides industry leading products to test for the presence of microbial contaminants in public and private water systems.

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Dalkia Polska

Achieving Success by Focusing on Sustainable and Bespoke Heating Solutions Written by: Abigail Phillips Produced by: Rosie Rowe

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DALKIA POLSKA

Dalkia Polska ramps up for a period of aggressive expansion after developing a lean and sustainable business model.

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ounded in 1998, Dalkia Polska is the largest European private operator of heating networks, present in forty towns and cities across Poland. The company specializes in management and maintenance services to operators of industrial production sites, public utilities, offices and hospitals and is committed to providing its end-users with a quality and reliable service while considering the wider community as a whole.

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Poznan, Phototheque Veolia - Salah Benacer

Dalkia Polska’s group-wide strategy is based on the principles of sustainable development including the use of renewable energy sources; in particular biomass, and the company is always looking to diversity its sustainable product and service offerings. For more than 15 years, Dalkia Polska has been building long-term relationships with local authorities to support the sustainable development of cities.

“Our ambition is to develop heating networks

Phototheque VEOLIA – Dalkia Warszawa S.A

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CAPITAL GROUP

Manufacturing for Utilities

Pre-insulated pipe systems for District Heating, Cooling and Industry applications.

Expertise in radiation crosslinking.

True European manufacturer of reliable heat shrinkable joints for district heating.

www.radpol.eu export@radpol.com.pl

DALKIA POLSKA

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that form a significant advantage for the present and future energy challenge of the cities we operate in,” says Luiz Hanania, CFO, Dalkia Polska. “We also want to develop new cogeneration plants, based on renewable energy sources, wherever possible,” he says.

Dalkia Polska business model relies on effective use of all resources and allows for implementation of state-of-the-art technologies while maintaining a moderate price point. In fact, the company’s ability to provide users with innovative, economically viable and importantly, environmentally effective heating solutions sets it apart from the competition.

“We provide innovative solutions, which support the sustainable development of cities and businesses,” says Hanania.

SUPPLIER PROFILE

“We also want to develop new cogeneration sources, based on renewable energy sources, wherever possible” – Luiz Hanania, CFO, Dalkia Polska

RADPOL

RADPOL Capital Group is a leader of the Polish market within solutions for the energy, heating, water and gas distribution sectors.

Operations of RADPOL Capital Group is focused in several segments between which numerous product and market synergies occur. Thanks to their efficient use it is possible to maximise the value of offered solutions. The Group is composed of five modern plants: RADPOL in Człuchów, ELEKTROPORCELANA in Ciechów, RURGAZ in Lublin, WIRBET in Ostrów Wielkopolski and FINPOL ROHR in Warsaw.

Website: www.radpol.eu

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DALKIA POLSKA

All photos: Phototheque VEOLIA – Dalkia Warszawa S.A

Developing bespoke solutions While sustainability is at the heart of what Dalkia Polska does, so too is product development and client satisfaction. The company has established an R&D center in the country - one of the most sophisticated of its kind - where it develops new and bespoke heating solutions for its clients. “We want to offer our clients tailored solutions by supplementing our offer with operator agreements, as well as a broad range of energy services.

While using our knowledge and experience on international markets, our clients have the opportunity to obtain complex solutions in the area of supplying electricity, heat and industrial media, 192

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as well as technical maintenance of their facilities,” says Hanania.

The company covers a significant part of heating distribution needs in the country, especially since winning a tender for the takeover of the District Heating Network (DHN) in Warsaw in 2011- the largest of its kind in EU, with more than 1,700 km of extension - however, today the business is ramping up for aggressive expansion.

A journey to lean “Looking forward we want to be more aggressive and seize the wonderful opportunities still at hand,” explains Hanania. “Instead of waiting for clients to come to us, we are now in a position as a business to approach them.” The journey for Dalkia in recent years however has not been one without hurdles and the company has had to finetune its operations to achieve the standards it is proud of today.

“Following the win of the Warsaw tender there was a period of transition, and for one to two years business was extremely tough,” says Hanania.

Ultimately though this period resulted in a very lean operation, which is far more nimble and efficient.

“We have integrated IT systems and today operate with 40 percent less headcount while increasing revenues. Now Dalkia Warszawa has less than 1,100 employees, down from 1,800 pre takeover, for example. And if one can easily realize that financial and operational performance were quite boosted in such a short period, a plethora of innovative

Key Personnel

Luiz Hanania Chief Financial Officer Luiz Hanania is an international finance executive, industrial engineer and turnaround specialist able to base his inspirational leadership on operational experience and business acumen seasoned with superb interpersonal skills and the abili ty to work in multicultural environments requiring the reassurance of thought leadership, elite strategic perspective, engaged participants and the dynamism and loyalty of a charismatic transformational leader.

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DALKIA POLSKA

Photos: Poznan, Phototheque Veolia - Salah Benacer

and passionate projects demonstrate there’s still an interesting pathway ahead. With a clear strategy for sustainable growth, competitiveness and profitability can definitely co-exist and all stakeholders will benefit from it,� says Hanania.

Relying on people and training In order to develop such a lean operation, the company has had to place a huge emphasis on people management and training. With this in mind, Dalkia Polska developed a partnership with the Polytechnic University of Warsaw to identify top talent. They also run regular training schemes in-house and have a management system, 194

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whereby employees showing potential are given extra mentorship to rise through the ranks. “We have placed a great emphasis on identifying talent and as a result have exceptional staff retention,” says Hanania.

Dalkia Polska is the largest private operator of district heating networks in Poland. About 5 100 Dalkia employees across 40 cities of Poland manage more than 3 000 km of district heating networks, providing 4 800 MW of thermal energy and 800 MW of electricity. Dalkia operates in Poland through its subsidiaries, including: Dalkia Polska (holding company), 6 major operating companies - Dalkia Warszawa, Dalkia Lodz, Dalkia Poznan, Dalkia Poznan ZEC, Dalkia term, Dalkia Energy & Technical Services and its subsidiaries.

Veolia is the global leader in optimized resource management. With over 200,000 employees* worldwide, the company designs and provides water, waste and energy management solutions that contribute to the sustainable development of communities and industries. Through its three complementary business activities, Veolia helps to develop access to resources, preserve available resources, and to replenish them. In 2013, Veolia supplied 94 million people with drinking water and 62 million people with wastewater service, produced 86 million megawatt hours of energy and converted 38 million metric tons of waste into new materials and energy. Veolia (Paris Euronext: VIE and NYSE: VE) recorded revenue of €22.3 billion* in 2013. www.veolia.com

Company Information INDUSTRY

Energy HEADQUARTERS

Warsaw, Poland FOUNDED

1998 EMPLOYEES

5,100 REVENUE

€1.0 billion PRODUCTS/ SERVICES

Heating & Renewable Energy

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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