Business Review Europe & Middle East - November 2014

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November 2014

Compass Minerals Exploring new growth with its latest mining acquisitions

Vodafone The Perks of Telecommuting Q&A: Who’s the Boss?

Dr Ahmad Waarie of Towers Watson E-commerce in Europe Bolstering the Economic Recovery

Special Reports Oriflame Cosmetics Confectionary Holding

edit o r ’ s c o mment

Compass points north N o t h i n g s e e m s t o b e stopping miner Compass Minerals in their pursuit of growth. In an exclusive report we chart the company’s latest plans for acquisitions and find out what is helping the organisation make its upward strides.

Making somewhat more tentative steps forward is the European economy, but with what appears to be a burgeoning and perhaps even recession-proof e-commerce sector, the future very much appears to be online and in the technology space. I investigate the latest e-commerce numbers across the continent and go backstage with online property portal Lamudi.

Staying with the technology theme, Vodafone tells us why telecommuting can bring numerous economic and worker satisfaction benefits to business.

The Middle East appears to be emerging much stronger than Europe from the financial crisis; we look at the top 10 economies in the MENA region, while our business leader Dr Ahmad Waarie comes from HR expert Towers Watson.

Finally we turn to marketing on Twitter, and the fine lines between the ingenious and the outrageous.

Enjoy this month’s read.

Thomas Wadlow Editor thomas.wadlow@wdmgroup.com 3

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CONTENTS

Features Q&A: Who’s the Boss?

Behind the Scenes with the Managing Director of Towers Watson

Finance E-commerce in Europe: Bolstering Economic Recovery

Marketing The Do’s and Don’ts of Marketing on Twitter

TOP 10

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Economies in the MENA region

38 22

Technology Vodafone Talks Technology, Teamwork and Tight Security: How to Make Telecommuting a Success 5

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CONTENTS

COMPANY PROFILES

178

MINING

The Flexitallic Group

104

Joseph Gallagher Limited

76

Lundin Mining

58

Compass Minerals UK Ltd

48 Assoc.: Euromines 58 Compass Minerals UK Ltd 76 Lundin Mining

CONSTRUCTION 98 Assoc.: British Tunnelling Society 104 Joseph Gallagher Limited 118 Charcon

SUPPLY CHAIN

142

132 Office Depot 142 Confectionary Holding

Confectionary Holding

154 Enkay Express 164 Oriflame Cosmetics

Charcon

118

MANUFACTURING 178 The Flexitallic Group 188 IBS Paper Performance Group

ENERGY Oriflame Cosmetics

164

198 Assoc.: Nuclear Industry Association 208 M+W Group

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November 2014

Q&A: Who’s the Boss?

Behind the Scenes with the Managing Director of Towers Watson Dr Ahmad Waarie takes time to discuss his background and philosophies adopted through his career, including the importance of striking a healthy work-personal life balance W r i t t e n b y: T o m W a d lo w 9

Q&A: Who’s the Boss?

Dr Ahmad Waarie is the Managing Director of HR experts Towers Watson, with presence across the globe and more than 14,000 associates.

During his five years with Towers Watson, Ahmad has been instrumental to the success of various strategic HR and transformation projects in the region for key clients across various sectors including oil and gas, financial services, telecoms and the public sector.

Prior to joining Towers Watson, he was the Director of Strategic Human Resources at The Executive Office/Council of Dubai where he championed the strategic transformation of the Dubai Government through the introduction of high-profile and complex projects and initiatives.

He also served as the HR Advisor for the UAE Prime Minister’s Office and assisted in the development of high profile strategic projects.

In his 20+ years of experience and prior to coming to the Gulf region, Ahmad has worked in multinational organisations across four continents and has a vast experience in all the areas and challenges in the HR field.

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November 2014

Towers Watson You Tube channel

We go backstage to find out more about the man behind the MD. BREME: Where were you educated? What did you enjoying learning the most/least?

AW: I have studied in the United States and Australia and my specialization was in Economics, which I have enjoyed, especially microeconomics.

This subject mainly gave me a good understanding of how things work,

“We have to assume our responsibility for everything we do and leave positive marks both as professionals, but also as human beings�

as well as getting a grasp on human behaviour and the economic reasons behind it.

My interest in the human factor led me to get my postgraduate degree is in Human Resources, since I always found studying people the most fascinating thing in life.

BREME: What lead you into the world of Human Resources?

AW: Pure coincidence!! My best

friends at college got offers for HR roles in multinational companies and I joined them as I was interested in what they were doing.

BREME: Are there challenges with HR in the Middle East which do not exist in other parts of the world?

AW: There are always region specific challenges when it comes to people relating back to the overall political, economic and cultural environment.

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Q&A: Who’s the Boss?

Ideas from employees include cycling to work However, the main challenge in the Middle East is having to deal with the unique international and multinational workforce that exists in the region.

BREME: Communicating and taking on board ideas from employees is no doubt an important part of your work. Have you ever received any bizarre or out of the ordinary ideas?

AW: All the time!!! Someone 12

November 2014

suggested providing bicycles for employees to travel to work, which was brilliant, especially with the 40 degrees temperature outdoors in the summer.

BREME: Who has been your biggest influence during your career?

AW: My biggest influence was my first boss, who was brought out from retirement from Canada and, even though he was 65 years old, had more

D r A hmad W aarie

energy and motivation than any of the young employees around. I picked from him my motivation that shaped my career until this day.

BREME: Define success.

AW: Overachieving and keeping raising the bar, but with a balanced commitment to family and personal life.

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

AW: The best piece of advice came from my mother while young: to always be honest. The worst piece of advice is to always follow the rules, which kills innovation.

BREME: How important is striking a work and social life balance?

AW: Striking work and life balance is critical to being successful in both. We have to assume our responsibility for everything we do and leave positive marks both as professionals, but also as human beings.

BREME: What do you do in your free time?

AW: I don’t have a lot of free time, but I try as much as possible to spend enough time with my children while they are still growing.

BREME: What advice would you give to young entrepreneurs?

AW: Know your dream, do your homework and never give up.

“Know your dream, do your homework and never give up”

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f i nanc e

E-commerce in Europe:

Bolstering Economic Recovery Contributing a massive ₏363 billion in B2C sales last year, e-commerce has a vital role to play in Europe’s ongoing revival, with new and innovative ventures such as Berlin-based real estate platform Lamudi helping lead the way W r i t t e n b y: T o m W a d lo w

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f i nanc e E-commerce is one of the fastest growing channels of business in Europe. The €363.1 billion B2C revenue seen in 2013 represents an enormous 16.3 percent increase on the previous year, with the internet economy accounting for 2.2 percent of total European GDP and set to double to more than four percent by 2016.

There are some 264 million e-shoppers (around 45 percent of Europe’s entire population) who spend on average €1,376 a year on the internet. A further 300 million use the internet, making this market one which is still relatively untapped despite the enormous growth witnessed in recent times.

Eastern Europe and the Balkans states are the fastest growing regions for e-commerce, a healthy sign given that the UK, France and Germany between them housed 61 percent of the total e-commerce sales in 2013.

The latter turned over €63 billion,

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and its capital’s tech hub is widely recognised as an ideal place to exploit the internet sales arena.

Berlin: Centre for innovation With 37 million online shoppers, Germany has a well-developed e-commerce market and an above average spend per head each year of more than €1,800.

Though most of this expenditure falls into the retail of books, clothes and electrical goods, Berlin’s tech centre is host to a great array of e-enterprises in many sectors.

Real estate platform Lamudi is one such company working in the German capital. Its co-founder Paul Philipp Hermann explains its sizeable benefit to his new venture.

“There is a critical mass of exciting tech companies working out of Berlin and that is helping to attract some of the smartest and most talented people working in tech today,” he said.

E - c o mmerce in E ur o pe

Paul Philipp Hermann

‘There is a critical mass of exciting tech companies working out of Berlin and that is helping to attract some of the smartest and most talented people working in tech today’

“To have access to that pool of expertise is invaluable as we seek to propel Lamudi to become a giant of global online real estate.”

Innovating e-commerce: Transforming real estate Lamudi underlines the limitless scope for European e-commerce and is a fine example of the innovation in operation which is seeing the online sector grow 17

f i nanc e

so quickly.

Its niche is its exclusive focus on property in emerging markets. It is a classified website where people can buy, rent or sell a home in 28 countries from Algeria, Bangladesh and the Philippines to Rwanda, Colombia and Myanmar.

The decision to move into these markets from its Berlin base was based on the sheer economic potential of the countries in question.

“The emerging markets in which Lamudi operates are some of the most promising markets in the world,” Hermann explained. “They are typically registering very high economic growth - the economy of 18

November 2014

Indonesia, for example, will grow by more than six percent this year - that’s a higher GDP growth rate than China.

“Such growth is great for global companies looking to invest, like Lamudi - it means growing disposable incomes, growing middle classes, and growing customer bases for our service.

“Our chosen emerging markets are also exhibiting the fastest growing internet penetration rates in the world. Use of the internet is growing exponentially across Africa and Asia and that will only continue. That means that there is huge potential in these markets for an e-commerce company like Lamudi.”

E - c o mmerce in E ur o pe

Assessing risk and calculating the right time to move into such online markets is a key part of any expansionist e-commerce strategy, and is something which Lamudi has mitigated through thorough preparedness.

“We minimise risk by ensuring that we know our chosen markets inside-out and we carefully consider investment decisions,” Hermann said.

“But as everyone knows - the bigger

the risk, the bigger the reward. Lamudi is bold, ambitious and aggressive. We enter the right markets, at the right time, and we work flat-out to grow quickly and become the best at what we do, wherever we choose to do it.”

The tech revolution and the way forward for Europe The importance of supporting innovative start-up businesses and exploiting the tech sector talent

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f i nanc e available in Europe is something which Hermann believes strongly as vital to overall economic development.

He said: “E-commerce must be seen as part of the wider tech revolution happening in Europe

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November 2014

currently. The economic contribution of tech companies cannot be overstated - in the second quarter of 2013, Berlin-based start-ups raised some â‚Ź300 million in investment capital and one of the top performing

E - c o mmerce in E ur o pe

‘..the tech revolution is at a relatively early stage and has not even reached its peak yet.

The start-up scene in Berlin, now regarded as a powerhouse, can be traced to the mid-2000s’ German start-ups, Zalando, was turning over €1 billion in annual revenue.”

“The most exciting thing about this? That the tech revolution is at a relatively early stage and has not even reached its peak yet. The start-up scene in Berlin, now regarded as a powerhouse, can be traced to the mid-2000s.

“London’s Tech City began to develop less than a decade earlier than that. So there is potential for so much more development and for tech start-ups to make an even larger economic contribution.”

With more and more companies like Lamudi emerging, Europe is well-placed to build on the 645,000 existing e-commerce companies and 2,000,000+ personnel working in the burgeoning industry in what is very much a case of watch this space.

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TE C H N O L OGY

Vodafone Talks Technology, Teamwork and Tight Security: How to Make Telecommuting a Success Gary Adey of Vodafone Global Enterprise discusses what is required for companies to make the most out of increasing employee demands for flexible working conditions Written by: Gary Adey, Commercial Marketing Director, Vodafone Global Enterprise

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TE C H N O L OGY There is a big question looming over the minds of today’s businesses: how do we continue meeting the expectations and technical demands of the modern workforce, while supporting the needs of the business?

Employees are increasingly influencing the terms of employment, with one in three workers under 30 saying that, more than salary, they would prioritise the flexibility to work anywhere at any time, followed by social media freedom and the ability to use personal devices at work when assessing a job offer.

This is putting the onus on businesses to develop a strategy that combines progressive employment policies, with a robust technical infrastructure. The companies that fail to adapt to more amenable ways of working such as telecommuting will be the ones left behind.

‘The companies that fail to adapt to more amenable ways of working such as telecommuting will be the ones left behind’ 24

November 2014

‘By integrating all fixed, mobile and desktop communications services into one ‘unified’ platform, employees will have the tools they need to work outside of the office’ So what does greater flexibility really mean for businesses? Is there a risk that employees will become less productive? Can they be trusted to do their jobs without being constantly present? What about data security, with employees accessing and sharing files remotely? Could this make businesses more vulnerable to data breaches? Will telecommuting isolate employees and impact the overall quality of work or their ability to collaborate?

And what does greater flexibility mean for employees? Will satisfaction rates rise if business hours are invested in “work” rather than wasted on lengthy commutes? If people can more easily meet family needs and personal obligations could this boost morale and company commitment?

One of the most sensible things a business can do to prepare for and manage flexible working is unify its communications. By integrating all fixed, mobile and desktop

communications services into one ‘unified’ platform, employees will have the tools they need to work outside of the office.

By combining these transformative technologies with the right telecommuting strategy, companies can improve productivity and save costs without creating unnecessary security risks for the business.

Technology If an employee is always within reach 25

TE C H N O L OGY

Gary Adey is Director of Commercial Marketing at Vodafone Global Enterprise.

Gary leads the commercial marketing team and is responsible for the end-toend commercial arrangements and marketing for Vodafone’s largest corporate customers worldwide. Gary joined Vodafone in 2008 as Head of Managed Mobility Services with specific responsibility for delivering the Vodafone’s first global outsource contract across 70+ countries; a landmark deal for vge.

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November 2014

of customers, clients and colleagues then it doesn’t really matter whether they are at their desk, in a coffee shop between meetings or working from home.

By unifying communications and providing each employee with one single phone number across their fixed, mobile and desktop phones as well as one voicemail box and one contact directory, calls and messages can always be routed to the right person.

This is a win for the employee, who can now be reached as easily as if they were sitting at their desk and a cost-saving strategy for the business, which can gradually move away from a dependence on expensive on-site PBXs. Teamwork Extending the unified communications approach to include collaboration tools, can also help to prevent remote working employees from feeling cut-off from colleagues. If someone can’t find a file on the server they can simply instant message their colleague to help them locate it.

If another is inspired by an idea for a client they can video conference in

feature article sh o rtened headline

It’s easier for remote working employees

‘By unifying communications and providing each employee with one single phone number across their fixed, mobile and desktop phones as well as one voicemail box and one contact directory, calls and messages can always be routed to the right person’ 27

TE C H N O L OGY

Devices can help fit work around personal circumstances their team mates to sound it out. Or if a team needs to collectively work on a large report they can send the latest iteration back and forth using enterprise social media tools.

This helps to maintain a collaborative culture where knowledge is shared, ideas are bounced and people feel part of a team.

With the right tools employees can work productively from the location 28

November 2014

‘Getting this right means having the business agility to attract the best and the brightest workers of today, while futureproofing for tomorrow’

V o daf o ne T alks techn o l o g y

protection, scanning all traffic to and from company’s mobile devices, safeguarding against malicious attack and blocking inappropriate content without impacting on device performance. And this can be seamlessly integrated into existing mobile data management strategies and quickly deployed at a local and even global level.

It also removes the need to install security services on site-based server equipment, which can be resourceintensive for the IT team to manage.

that best suits them, on their chosen devices and at the times that fit best around their personal circumstances.

Tight security To support more flexible working practices, however, businesses need to first put the right mobile security strategies in place.

By hosting applications in the cloud, CIOs can provide real-time

Enabling a telecommuting culture There is a strong case for telecommuting. Employee expectations are shifting, and companies need to be ready for this new reality. That means inclusive policies that respect the personal commitments of employees and a total communications strategy that ensures employees feel fully connected, regardless of how they choose to work, and which device they choose to use.

Getting this right means having the business agility to attract the best and the brightest workers of today, while future-proofing for tomorrow.

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marketing

The Do’s and Don’ts of Marketing on Twitter From Asos’ PR disaster with Jodie Marsh to UK Bakery Gregg’s response to its own online embarrassment, the Twittersphere throws up moments of marketing genius as well as madness W r i t t e n b y: T o m W a d lo w

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marketing Twitter is everywhere.

From world-famous sporting icons and celebrities to village social clubs and budding bloggers, the Twittersphere offers a common platform to promote ideas, share news and vent gripes.

Businesses are paying more and more attention to the huge audiences that can be reached via social media for little or no cost, hoping to create the next viral trend or hashtag which could bring in millions from a single

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initial tweet.

Responding to adversity or controversy in innovative, quirky and humorous ways is one such method successfully adopted by the likes of Gregg’s and Oreo in recent times, while Epicurious did exactly the opposite in its reaction to the bombing at the Boston Marathon last year.

Twitter itself has acknowledged the need to show personality when marketing through its medium, though what one company or individual

T he D o ’ s and D o n ’ ts o f M arketing o n T witter

sees as showing a vibrant character can easily be interpreted by almost everybody else as immature or even offensive, as some firms have indeed found out. The line then between boom and bust on Twitter, is a fine one.

Think before you act Jess Maccio is Head of PR at Digital Marketing specialist Stickyeyes, and warns of the dangers of misinterpretation, and how this has led to high-profile Twitter disasters for big brands.

“The best way to avoid the wrong reaction is to put yourself in other people’s shoes. If the idea would offend your mum, granny or next door neighbour, or is on the border line,

“If the idea would offend your mum, granny or next door neighbour, or is on the border line, there will be someone, somewhere, prepared to speak out against you”

there will be someone, somewhere, prepared to speak out against you.

And that someone may have a large social media following,” she said.

“You need to find the right balance of audience engagement and protecting your brand.”

Maccio cites online fashion retail giant ASOS as guilty of a kneejerk tweet in response to a customer asking why they didn’t use more ‘manly’ models in their marketing.

In an attempt to humour its following, ASOS posted a photo of Jodie Marsh in her body building phase, consequently enraging the model and her army of several hundred thousand followers.

“Whilst one rogue social media manager may have been having an off day, this one tweet cost the company £10,000 – they donated to an antibullying charity on Jodie’s insistence,” Maccio added.

“Jodie’s followers tweeted her with their support and disgust, with many saying they will no longer shop at 33

marketing

ASOS. However, I can’t help thinking the large donation and sincere apology may go some way to changing their minds. A silly mistake but one that was rectified in the best way possible.”

Crisis and controversy Rather than create one’s own Twittersphere crisis, responding to another’s misfortune or controversy 34

November 2014

has proven hugely successful, if done correctly.

UK bakery chain Gregg’s actually responded brilliantly to its own online misfortune after a hacker changed the slogan which appeared on Google’s search results.

Rather than lambast Google or take the error to heart, Gregg’s tweeted Google a picture of a box of donuts

saying “Hey @GoogleUK, fix it and they’re yours!!! #FixGreggs.” Google did indeed fix the problem, after asking for a sausage roll to be thrown into the bargain.

Another food company, this time America’s Oreo, has also successfully taken advantage of adversity in recent times, this time in the world of sport.

“Oreo is the poster child for capitalising

and responding, in real-time, to crises, with their “You can still dunk in the dark” tweet when the Superbowl power cut struck,” Maccio said. In another sporting episode, the controversy created by Uruguayan footballer Luis Suarez in the latest ‘bitegate’ incident sparked a hive of business on Twitter with many brands using this to show off their sense of humour.

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marketing

However, the fine line between humouring and causing offence was crossed last year following the devastating events at the Boston Marathon in the USA. Maccio added: “With its tweets, “In honor of Boston and New England, may we suggest: whole-grain cranberry scones!” and “Boston, our heart are with you. Here’s a bowl of breakfast energy we could all use to start today”, Epicurious managed to enrage a nation with what was an emotionally insensitive attitude toward the loss of human life; treating it as an opportunity to shift product.

“The cut and paste apology didn’t 36

November 2014

T he D o ’ s and D o n ’ ts o f M arketing o n T witter

help matters, “We truly regret that our earlier food tweets seemed insensitive.

Our hearts and prayers are with the people of Boston”, coming across as insincere and robotic.”

Think before you tweet In light of these high-profile examples of boon and bust in the Twittersphere, Maccio’s single-most important piece of advice is to consider your actions before carrying them out.

She concluded: “If you think your message has scope to be misinterpreted, then check with your team, sense check it with someone, anyone. This rule applies to real-time

and pre-prepared marketing activity, whether it be social media, print campaigns or press releases; any message that you’re releasing for public consumption.

“In the age of online, people communicate more than ever and mistakes can become crises in a matter of minutes. However it is important to remember that, depending on your industry, there’s nothing wrong with having an informal tone to your marketing activity, consumers want a more personal experience and ultimately people buy from people, not from ‘faceless corporations’.”

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TOP 1 0

Top10

Economies in the MENA region Using the World Bank’s latest 2014 figures, we look at the top 10 economies of the MENA region based on Gross Domestic Product (GDP) Written by: Sheree Hanna

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top 10

10

Morocco ($104,374,000,000)

Morocco’s economy has been performing relatively well with an average growth rate of five percent over the past few years, despite successive external shocks due notably to the Eurozone crisis and a highly volatile global market. It is ranked at 61 globally in terms of GDP with its main sectors including agriculture, tourism, textiles and rock mining.

Posztos / Shutterstock.com

09

Kuwait ($183,219,000,000)

Holding around 10 percent of the world’s oil reserves, the energy sector dominates the Kuwaiti economy. It also boasts a strong fertiliser market and its currency, the Kuwaiti dinar (KD), is among the highest-valued in the world. The country comes in at number 54 in the global GDP rankings, with its National Bank of Kuwait one of the biggest operators in the region.

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November 2014

E c o n o mies in the M E N A regi o n

08

Qatar ($202,450,000,000)

Petroleum is the cornerstone of Qatar’s economy and accounts for more than 70 percent of total government revenue, more than 60 percent of gross domestic product, and roughly 85 percent of export earnings. Its construction sector is also picking up strongly, especially with the enormous projects required to host the 2022 Fifa World Cup. Ranked 50 globally.

07

Algeria ($210,183,000,000)

Just one place below Qatar at 49 in the world, Algeria’s GDP is generated from a wider range of sources. Though oil and gas accounts for a significant share, agriculture is the country’s largest employer, with steel and electrical industries also strong. Algeria’s economy is forecast to grow by around four percent this year.

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top 10

05

06

Iraq ($222,879,000,000)

Despite the decades of enormous political turmoil seen in Iraq, its economy is still the 46th largest in the world. Oil accounts for a huge proportion of foreign export, although other sectors including textiles, food processing and chemicals are also important to the country.

Part of the country’s structural problems stem from the fact that vital funding for areas such as construction, health and transport are dependent on government spending, and thus oil revenues.

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November 2014

Egypt ($271,973,000,000)

Egypt’s economy ranks at 41 globally, thanks in no small part to its enormous agriculture and textiles trade. Recent unrest has left the country in limbo, and the Gulf States have pledged a large amount of exceptional financial assistance for Egypt’s transitional period. In mid-2013, Saudi Arabia, the UAE and Kuwait pledged an aid package totalling around $17 billion to support Egypt.

E c o n o mies in the M E N A regi o n

04

Israel ($291,357,000,000)

Unlike many countries on the list, Israel is relatively resource-poor.

Major industrial sectors include high-technology products, metal products, electronic and biomedical equipment, agricultural products, processed foods, chemicals, and transport equipment, and the Israeli diamond industry is one of the world’s centres for diamond cutting and polishing. Ranked at 37 in the world.

03

Iran ($368,904,000,000)

Around half of the Iranian economy is centrally planned and although dominated by oil and gas industries, some 40 others exist on the national stock exchange.

These include pharmaceuticals, car manufacturing, telecoms and construction, with the country ranked globally at 32. Iran avoided the worst of the global financial crisis in 2008 largely due to its relative isolation.

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E c o n o mies in the M E N A regi o n

02

United Arab Emirates ($383,799,000,000)

The UAE has been successfully diversifying its economy in recent years as more than 70 percent of revenues derive

from non-oil industries. Ranked globally at 30, its economy has grown by more than 230 times since independence in 1971.

Important sectors away from oil include fishing, aluminium and construction materials.

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top 10

01

Saudi Arabia ($745,273,000,000)

The MENA region’s largest economy is also the world’s 19th biggest, thanks largely to its wealth of natural resources which comprises around 20 percent of the global supply.

Its oil sector accounts for more than 75 percent of government revenues and more than 95 percent of all produce is sold on behalf of the Saudi Government by the giant Saudi Aramco.

However, other sectors do function well in the country - cement, fertilizer, plastics, metals, commercial ship

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November 2014

repair, commercial aircraft repair and construction are among those which help keep the economy moving.

Major export partners include China, the United States, Singapore, South Korea, India and Japan.

The private sector accounts for roughly 40 percent of GDP with foreign workers playing an important part across all industries. Riyadh has been able to substantially boost spending on job training and education, infrastructure development, and government salaries. The country continues to be ruled by an absolute monarchy.

E c o n o mies in the M E N A regi o n

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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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E u r omi n e s

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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November 2014

U

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

M ining

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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E u r omi n e s

Vykleky quarry in the Czech Republic after rehabilitation

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

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November 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.

M ining

“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

E u r omi n e s

M ining

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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E u r omi n e s

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

M ining

Association Information A SS O C I A T I O N TYPE

Mining L O C AT I O N

Brussels founded

1996 No. of M em 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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Compass Minerals

Advanced Mining Technologies and Expanding Deepstore Division Maintain Compass Minerals UK’s Continuous Improvement Ethos

Written by: Matthew Staff Produced by: James Pepper

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C o m pa s s M i n e r a l s U K Lt d

The company known as Salt Union Ltd until recently is ensuring the ongoing development of a business which can be traced back to the 1840’s through its commitment to flexibility, safety and value-added operations

C

ompass Minerals UK Ltd’s levels of annual success may be dependent on factors out of its control, but has for the past two decades ensured that its flexible approach, highquality mining techniques and commitment to continuous improvement keeps the company prepared for any eventuality.

As one of the UK’s primary miners, storers and distributors of rock salt to de-ice the country’s roads each winter, the unpredictable nature of the industry means that the ability to remain entrepreneurial and innovative is imperative, and this is something that Compass Minerals UK has been able to achieve amid the core backdrop of key customer collaboration, employee

Aerial photo of the Compass Minerals main site

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mining

improvement and service diversification.

In such a niche market, building a reputation is paramount, but Compass Minerals UK, formerly known as Salt Union, has certainly been around long enough to boast such acclaim.

Director of Compass Minerals UK’s Salt Business, Ian Gordon explained: “We have just recently changed our name from Salt Union Limited to Compass Minerals UK Ltd. Unifying ourselves as one Compass Minerals allows us to build on our long history of which Salt Union has helped build.

“We have been owned by Compass Minerals since 2001 and Compass Minerals floated on the New York Stock Exchange in 2003. We are able to leverage the expertise that they have in the US and Canada in areas of salt and agricultural specialty fertiliser products, while carrying on the same good work we’ve always done as Salt Union under various ownerships.”

In the UK, the company now consists of the one salt mine in Winsford, Cheshire where it has the capability to mine 1.5 million tonnes a year to a customer base comprising local authorities as well as the highways agency to ensure the safety of UK roads.

Ian Gordon, Salt Business Director

Gordon Dunn, Managing Director

Sustainable Investments With such a long and reputable history in the UK, it would be easy for a company to become embroiled in old-fashioned methods or complacency in its operations, but Compass w w w. c o m p a s s m i n e r a l s . c o m

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TECHNOLOGY

More Power Means More Productivity To meet the challenges of hard-rock, industrial mineral mining, we’ve engineered our most powerful and most productive continuous miner yet.

Outfitted with a solid head or RipperveyorTM drum, the Joy HM series continuous miner provides smooth, fast cutting action through the toughest of bedded materials. When equipped with our FACEBOSS® control platform, mine operations can push productivity even further with optimised cutting rates during cycles and automated sequences that keep the material flowing — even during shift changes.

To get more power and more productivity, go with the proven solution for industrial mineral mines around the world — the Joy continuous miner HM series.

Joy Global, P&H, Joy, Ripperveyor and FACEBOSS are trademarks of Joy Global Inc. or one of its affiliates. © 2014 Joy Global Inc. All rights reserved.

JoyGlobal.com

C o m pa s s M i n e r a l s U K Lt d Minerals is certainly not a brand to rest on its laurels and has subsequently invested heavily into the ongoing development of its equipment, mining techniques and overall sustainability.

“We currently mine almost exclusively with Joy Global’s heavy duty continuous miners, moving on from the drill and blast method that was used in the past,” said Managing Director, Gordon Dunn. “As mining has developed it has been an ideal application in the salt mine to use continuous miners and we’ve recently purchased our third which we’re building now.

“We’ve also spent the past two years developing into new reserves, 100 metres below where we’ve historically worked, in a lower bed of salt, and we will be in those reserves for the next 30 years.”

supplier profile

mining

Continuous miner excavator machine

Joy Global

Joy Global Inc. is a worldwide leader in high-productivity mining solutions. Through its market-leading Surface and Underground Business Segments, Joy Global manufactures and markets original equipment and aftermarket parts and services for the mining industries. Joy Global’s products and related services are used extensively for the mining of coal, copper, iron ore, oil sands, gold and other mineral resources.

Website: www.joyglobal.com

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C o m pa s s M i n e r a l s U K Lt d

Operations in Winsford Mine

Setting up now for long-term sustainability is a hallmark of Compass Minerals’ success in the UK, and the benefits of the continuous miners has not gone unnoticed, with the parent company replicating the investments and operations in Canada to strive for the same results.

Dunn continued: “Over a five-year period, Compass Minerals has invested more in the 64

November 2014

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UK than it had done in the previous 15 years.

“We’ve put in the new continuous miner and a new hoisting system, we’re installing the new heavy duty drift conveyor that is a mile long and can pull 1,800 tonnes per hour for a mile, and we’ve also invested heavily into crushing and screening.

“Compass Minerals is investing heavily into the sustainability of the overall facility here in the UK.” DeepStore Safeguarding the future of the company even further, one of Compass Minerals’ key areas of growth in recent years has been the initiation and development of its vast storage space with its DeepStore business.

Established in 1998 at its Winsford site before acquiring two further locations in London in 2007, the concept behind DeepStore is to fill the void left behind after mining has occurred to store archives, documents and possessions 150 metres underground in what has been a highly complex and successful initiative.

Gordon explained: “We effectively create rooms in the space left behind when the salt has been taken out of the mine, and we store documents for some very well-known customers.”

These customers include financial institutions, police departments, universities and hospitals making the operation not only highly significant but also massive in its stature; the area equivalent to that of 700 football pitches.

The mine has a long and successful history

“Compass Minerals is investing heavily into the sustainability of the overall facility here in the UK” – Gordon Dunn, Managing Director, Compass Minerals UK Ltd

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M Woodhouse Transport Ltd. E: jon@mwtran.co.uk alec@mwtran.co.uk T: 0152464115 F: 0152436221

M Woodhouse Transport

is family owned and operates as a bulk haulage business, which was established in the 1950’s. The company went Limited in 1967 and moved from its riverside location in the heart of Lancaster to its purpose built 4 acre site adjacent to the M6 at Junction34 in 1982.

We are pleased to have been associated with compass minerals as a prime haulier since the year 2000.

You see us everywhere

Proud to be working with Compass Minerals - together we are helping make winter driving safer.

Safecote Limited is an innovative winter services solutions company offering tailored products to help local authorities improve the effectiveness of their winter snow and ice management.

www.safecote.com

|

info@safecote.com

|

Tel: +44 1606 77717

C o m pa s s M i n e r a l s U K Lt d The idea behind DeepStore was to create a storage facility naturally free from the dangers of ultraviolet light, vermin or flooding, and as the mining operation expands, so too will the areas of space left behind to develop the business further.

“It’s a very green re-use of mined areas of the mine, so essentially a great way of getting further value out of it,” Dunn said. “We currently have around two million boxes stored underground, with customers such as The National Archives, capitalising on the ideal temperature and humidity, which is an ideal environment for long term archives and especially paper records.”

Having been awarded ISO9001 and ISO14001 certifications already as a result of its fourpronged security, technology, quality and sustainability model, Compass Minerals is keen to push forward DeepStore even further in the future as a much more consistent and stable source of value to support its salt operations.

Dunn added: “DeepStore is part of our plan to expand the alternative uses of the mine, which

“We currently have around two million boxes stored underground, with customers such as The National Archives, capitalising on the ideal temperature and humidity, which is an ideal environment for long term archives and especially paper records”

mining

Inside Deepstore

Storing the paper records inside

– Gordon Dunn w w w. c o m p a s s m i n e r a l s . c o m

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Bulmans Bulk & Haulage

Tel: 01768 867008 Email: traffic@bulmansbulk.co.uk Haweswater Road, Penrith Industrial Estate, Penrith, Cumbria, CA11 9EU

P.N. Daly Ltd. is a supplier of gas, water, electricity and telecommunication network design, construction, connection, repair, maintenance and support services.

We are a dynamic service driven organisation whose overarching aim is to ensure that we prosper by virtue of long term client relationships with our business partners based upon trust, quality and on time delivery.

www.pndaly.co.uk

Bulmans Bulk & Haulage Ltd has over 30 years experience in the bulk haulage tipping industry collecting and delivering throughout the UK.

C o m pa s s M i n e r a l s U K Lt d isn’t just records management, to grow and support the mine so it is less weather effected.”

Flexible business model DeepStore is just one example of the levels of flexibility that Compass Minerals has historically had to engrain within the fabric of the organisation, stemming from the simple fact that weather is uncontrollable and unpredictable.

Severe winters in the UK can lead to excessive need for rock salt on the roads, sometimes even beyond what’s available and stored within each local facility. Conversely, mild winters can lead to too much salt being stored over that year.

“Our average production rate over 10 years is

mining

“DeepStore is part of our plan to expand the alternative uses of the mine, which isn’t just records management, to grow and support the mine so it is less weather effected” – Gordon Dunn

Mining operations are prepared to cater for extreme requirements w w w. c o m p a s s m i n e r a l s . c o m

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C o m pa s s M i n e r a l s U K Lt d

Loading waste onto trucks Waste mine services

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around 1 million tonnes,” Gordon said. “However, over those 10 years we’ve never had an average year. It’s either at one extreme or the other which requires a very flexible business model.

“We therefore run a steady state model where we produce a fixed amount each month, and let the stocks on the surface float depending on the demand to ensure we can supply our customers.”

This strategy is not only dependent on the weather at the end of the yearly cycle, but is also dependent on close collaboration with the company’s key customers and them setting their own demand levels correctly.

Gordon continued: “We encourage customers to hold a certain level of stock.

We provide guidelines on holding a certain

Waste removal inside the mine

number of days’ worth in the event of a winter or snow crisis kicking in.

“We help to make sure they are adequately stocked and ready for the next winter period from December into January and February, because severe weather limits how much we can dispatch from the mine each day and can cause logistical challenges on restocking customers to their needs on a timely basis.

“That’s why it’s so important that we have the right equipment in place and the flexibility of man power contracts too for when these events occur.”

“We encourage customers to hold a certain level of stock. We provide guidelines on holding a certain number of days” – Gordon Dunn

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Philford Design Engineers Ltd are experts in the design, manufacture and installation of bespoke bulk-material handling equipment serving industries such as power, mining and quarrying.

www.philforddesign.co.uk T: 01709 527400

T: 01709 529555

E: sales@philforddesign.co.uk

SAFETY, INDUSTRIAL & MAINTENANCE T: 01708 524524

E: simltd@btconnect.com

SIM

• Personal Protection Equipment • Work-wear • Embroidered and printed logos • Tools • Fasteners • Industrial consumables www.safetyindustrial.co.uk

Committed to offer a complete project service As a quality supplier, we have the expertise to take your concept and bring it to reality.

We are one of the UK’s leading and most experienced materials handling specialists, offering design, manufacture, mechanical installation, electrical control systems and electrical installations all carried out by our fully trained staff, with site staff supervised by our project management team.

Our experience includes quarry plant, bioenergy plants, recycling plants and water treatment plants built for many PLC companies over the past years.

T: 01782 566523 F: 01782566724

www.roltechengineering.com

C o m pa s s M i n e r a l s U K Lt d Continuous improvement Complementing Compass Minerals UK’s flexible business model, diverse service range and proactive capital investment strategy, is arguably its most important internal facet in the form of its own continuous improvement ethos and forward-thinking approach.

Having invested a lot into continuous improvement programmes across the company in the search for incremental development, there is special focus turned to the bottom line and the progression of the people within the business.

“We invest very heavily in training and monitor, as a KPI (Key Performance Indicator), the amount of training per employee and the value to make sure we’re putting the right amount in,” Dunn said. “In regards to the new equipment, all the

mining

Continuous mining

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C o m pa s s M i n e r a l s

Storage areas in the mine

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C o m pa s s M i n e r a l s U K Lt d

“We’re always focused on improving and we aim to run more equipment simultaneously in the future to be more flexible…”

mining

Company Information Industry

– Gordon Dunn

Mining

craftsmen that would be using the equipment will have been sent to the manufacturer in the US to have hands-on experience with them, ensuring better maintenance performance for the company in the future.

“We make sure the workforce feels part of the incremental improvements in efficiency and have a say in all of it, and they’re happy to do so because they can see the improvements being made in their methods of work which are now safer, cleaner and less labour intensive.”

Looking forward and Compass Minerals UK plans to have moved completely into the new mining area over the next five years, as well as enjoying a new power supply to the mine to enforce even more flexibility and safety in matching demand.

Dunn concluded: “We’re always focused on improving and we aim to run more equipment simultaneously in the future to be more flexible dependent on the weather.

“Part of the value we provide is this guaranteed level of service. Our customers know we will be here for the next 30 years and that we will be able to provide for them for at least that length of time.”

headquarters

Cheshire, UK founded

1992 employees

200 revenue

£50m (2013) p r o d uc t s / services

Salt mining

w w w. c o m p a s s m i n e r a l s . c o m

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

77

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

Map showing worldwide operations 78

November 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

M ining

“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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November 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.

M ining

“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

M ining

“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

M ining

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

M ining

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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Lundin Mining

M ining

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.

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.

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

Conibear explained in the Sustainability Report

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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Lundin Mining

M ining

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.”

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.

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 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

The company takes on graduates from Portuguese and Swedish universities

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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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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 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

Lundin Mining

M ining

Company Information Industry

Mining h ea d q u a r te r s

Toronto, Canada founded

1994 employee s

3,000 revenue

$ 727.8 million (2013)

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.”

p r o d u ct s / s e r v ice s

Copper, zinc and nickel specialist

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British Tunnelling Society Written by: Roger Bridge, Chairman

The entrance hall at the Associated Society of the Institution of Civil Engineers (ICE) where BTS is based 99

B r iti s h T u n n elli n g Society

F Roger Bridge,

Photo credit: Lars Plougmann / Flickr

Chairman

or the majority of people in the UK, tunnels are a brief but essential part of daily travel avoiding the surface congestion in our cities. Very few are aware of the full extent of the engineering excellence that goes on beneath their feet as workers undertake the tasks associated with the creation of the underground spaces for road, rail, water, sewers, utilities and many more applications.

The recent TV coverage of Crossrail has given the public an insight of what ‘tunnelling’ is all about and the general feedback tends to be one of awe and amazement. We can easily become somewhat indifferent about the significance of our daily challenges and achievements and such coverage makes people realise what does go on beneath their feet and raises the profile of the industry.

We have a world-class heritage of tunnelling The Thames Tunnel, engineered in 1893 by Marc and Isambard Kingdom Brunel, is still operational today

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Photo credit: Eurotunnel

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The Channel Tunnel

Jubilee Line extension

with the world’s first sub-aqueous tunnel built under the River Thames by Marc and Isambard Kingdom Brunel in 1843 and still operational today. Our extensive network of tunnels serving London Underground again bears testament to the ingenuity of tunnellers in the UK, as do the sewers built by Bazalgette and opened in 1865. More recently, we have had the Channel Tunnel, Heathrow Express, Jubilee Line, HS1 and the A3 Hindhead Tunnels.

It was my pleasure and an honour to take over from Damian McGirr as Chairman of the BTS in May this year. The BTS is an Associated Society of the ICE. With a current membership of over 700 individual members and in excess of 60 corporate members, it is one of the most vibrant gatherings of professional tunnellers in the world.

We are a forum to assist and encourage the dissemination of information relating to tunnelling

The Telford Theatre plays host to BTS lectures

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Tunnel infrastructure of the HST 1 network

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and to act as a catalyst in the development of new technologies and standards that benefit the industry by improving knowledge, sustainability, efficiency, quality and safety in the construction and use of underground space. It is true to say that UK tunnelling is globally recognised and our standards and guidance are regularly adopted by projects around the world.

In recent years, the lack of Tunnel schemes in the UK has seen large numbers of skilled personnel leave for international projects. Now we have the prospect of increasing demands for tunnellers in the UK once again, there is a potential for a shortfall in capacity. One of the

CONSTRUCTION

society’s aims is the attraction of ‘new blood’ into the industry. Through our Young Members, we regularly attend schools, universities and career fairs, giving prospective tunnellers a taste of what the industry offers. A strength of the BTS is that we welcome all tunnelling personnel within the industry, giving a greater depth to the ability and knowledge available.

The society has strong ties with both TunnelSkills and TUCA; these bodies are the industry’s response to the potential shortfall of skilled and competent personnel to ensure its future capability to deliver.

As an industry we have probably never had such a promising period ahead of us, with a range of projects currently underway or in the pipeline, and there has never been a better time to embark on a career in tunnelling.

With numerous LUL contracts and National Grid Power Tunnels well underway and Crossrail recently passing the halfway mark, we are looking to the next phase of works.

Hinkley, Shieldhall, Bank Station and Northern Line Extension are all due to begin soon; Tideway, Silvertown and HS2 will become a reality in the near future. I cannot begin to mention numerous small schemes for utilities that tend to go unnoticed in the press.

In summary, the UK tunnelling industry is in an excellent position and I look forward to the coming years and the challenging work ahead for all of us.

Association Information A SS O C I A T I O N TYPE

A Learned Society. The BTS is an Associated Society of the Institution of Civil Engineers (ICE).

L O C AT I O N

The Institution of Civil Engineers, London, UK. founded

1971 K ey P eople

Chairman, Roger Bridge, Vice Chairman, Mark Leggett No. of M em be rs

In excess of 700 individual members and 60 corporate members

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The Joseph Gallagher Group

expands into Middle-East after shrewd acquisitions Written by: Joel Levy Produced by: Richard Durrant

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T h e J o s ep h Galla g h e r G r o u p

The ambitious company is forging a reputation for quality work across the region after adding several complementary businesses to strengthen and diversify its offering

S

pecialist civil engineering contractor Joseph Gallagher is taking its ambitions to the next level after strengthening and expanding its capabilities with key acquisitions in recent years and entering the booming MiddleEast.

The Group has enhanced its services via the shrewd acquisition of four companies: crawler crane specialist N.R.C. Plant Ltd; hired tunnelling equipment expert Specialist Plant Associates; Iseki Microtunnelling; and Johnston Trenchless Solutions.

The latter pair have allowed the company not only to expand northward from its Orsett, Essex base, but has opened a path to new opportunities further afield.

Middle-East Tunnelling Director Richard Dexter said: “We have in the last four years, through the acquisition of Iseki and Johnston, started business in the Middle-East and now have offices in Bahrain and Kuwait. We operate up and down the GCC. Half the Iseki machine fleet is kept in the Middle-East and can be quickly brought back to the UK if required.

“The region has a massively growing population and huge oil and gas reserves. We do a lot of microtunnelling in oil and gas pipes, road crossings for the oil and gas industry, and with a growing population and a need to house and utility these people there’s significant capital

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Iseki Micro Tunnelling: The fleet of microtunnelling equipment has installed over 80km of finished pipeline, most of it operated by the company’s own operators

investment in drainage.

“With the amount of building development going on there is the potential to forge ahead and build a reputation there, and we are doing this now.”

In a challenging market to break into, reputation counts, and with the company now approved in Bahrain as a tunnelling and microtunnelling contractor, it can bid with clients directly for work, and in the past four years, Joseph Gallagher has already forged a positive image.

While largely working as a subcontractor for larger builders, Gallagher’s ambitious management are keen to win more work as lead contractor. With more than three decades experience, it has the skills to do so.

Dexter said: “We have been principal contractor on several occasions but a ratio of

A typical project, sinking a shaft onsite in Kuwait

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+44 (0) 1302 329911 | mail@alanauld.co.uk | www.alanauld.co.uk

Recent projects Green Park Underground Station Upgrade – Temporary works & site setup logistics Dorchester Hotel Annex Utilities Tunnel – Detailed design of tunnel and access shafts Connaught Tunnel, Crossrail Project Tunnel widening temporary works & construction sequencing Kilroot Salt Mine Detailed design of 1200m long, 7m diameter, 1200m long shotcrete lined access decline

Underground Design and Technical Support Specialists Alan Auld Engineering has worked with the Joseph Gallagher Group on many complex underground construction projects, providing engineering support from tender concept through to project completion.

In addition to tunnel design we are specialists in underground construction sequencing and temporary works, including tunnel worksite logistics.

The company was formed in 1958 specialising in fabrication of bespoke steelwork and has progressed into the leading designer and manufacturer of purpose built steel formwork. Clients include most major contractors in the UK and Ireland. Projects include tunnel and shaft linings, sea defences, windfarm bases, bridge piers, columns, curved & straight walls, sewage tanks and precast moulds etc. Our CNC manufacturing equipment ensures the highest standards of quality and accuracy.

Dorchester Hotel Service Tunnel, London

Whitelee Wind Farm, Scotland

Bridge Pier, Dublin

Shaft Lining, Norfolk

Special Formwork A division of Mercian Weldcraft Ltd Stubbers Green Rd Aldridge W Midlands WS9 8BN

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Tel: 01922 451909 Fax: 01922 454520

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Website www.formwork.co.uk Lyme Regis Sea Defences

T h e J o s ep h Galla g h e r G r o u p 5:1 as a subcontractor. As our turnover hopefully increases to the £100m bracket over the next five years we will pick up more roles as principal contractor.

“The duration of our contracts over the last 10 years has increased from one-to-two months to one-to-two years, allowing us to attract and retain staff better because they become more settled and we can offer more stable positions.”

Dexter believes the acquired companies strongly complement each other, and that with their expansion of Joseph Gallagher’s capabilities, the decision to take on the existing liabilities of the Johnston business - both its equipment and skilled workforce – has been justified.

“We saw synergies in the business, so we could take on the roles played in-house without any additional costs, which reduced the costbase of the company. We already had significant space for equipment and a head office and were able to reduce the office space costs.

“The company had some exceedingly good employees and we could integrate the business they had with our existing business and our previous acquisition of Iseki Microtunnelling and our desire to make inroads into the Midlands and northern England.”

Gaining Johnston’s directional drilling arm, equipment it had previously lacked, also gave Gallagher directional drilling and auger boring capability, where it had previously had to subcontract.

C o nstructi o n

Key Personnel

Joseph Gallagher Group Chairman 40 + years experience tunnelling & shaft sinking as Miner, Lead Miner and Foreman for most of the UKs major tunnelling contractors. Founder Joseph Gallagher Ltd, had involvement in almost every major UK tunnelling project as Plant Labour or subcontract suppliers.

Helped expand the business into RC frame construction which now forms 40% of turnover.

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J o s ep h Galla g a r

Launch rings

“We bring a variety of options to the table that many don’t, including very high regard to health and safety, a large engineering input, and an experienced tunnelling workforce” – Richard Dexter, Tunnelling Director, The Joseph Gallagher Group Limited 110

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History These recent developments are just the latest step of a 32-year history. Eponymous founder Gallagher began his own company in 1982 after working for years as lead-miner and foreman for various large contractors. As the new venture grew, the company won its first major contract on the DLR Bank Station project in the late 1980s.

Successful completion of the Bank extension to the Docklands light railway laid the foundation of the Group’s reputation for competitive pricing and programme-achievement.

True to its background, the company has retained its core activities, including shaft sinking and specialist groundworks, while also expanding into all types of civil engineering and construction, like spray concrete and microtunnelling.

C o nstructi o n

Projects Boasting a comprehensive set of skills in ground excavation, Joseph Gallagher remains involved in large-scale projects in the capital, including for Crossrail, for which it created five grout shafts at Bond Street C411 for Costain-Skanska, and the Connaught tunnel section of the Connaught passage for Taylor-Woodrow, a contract worth over £6 million. It is still working on the C360 Costain-Skanska Mile-End and Eleanor Street contract worth circa £10m.

Elsewhere, for the London Underground, Gallagher is building the Bond Street station upgrade for Costain-Laing O’Rourke for £15m and working on the National Grid London Power Tunnels for Costain-Skanska, valued at £20m over three years.

Another specialist area and key part of the business is Gallagher’s exceptional deep basement and zero pile work for private property developers working on multi-storey housing in central London.

Gallagher has also performed strongly in the mining sector for a decade, successfully delivering multiple projects for various clients, including a new mine in County Monaghan, Ireland in 2006 for a British Gypsum subsidiary.

The Group also recently completed a 1.2 kilometre, eight-metre tunnel for a private mine in Northern Ireland, demonstrating its specialist capabilities in design and construction of mine access tunnels.

Key Personnel

Richard Dexter Tunnelling Director 30 years experience tunnelling and shaft sinking for Cairo wastewater, Channel Tunnel, Jubilee Line extension, CTRL phases 1 & 2 and now Crossrail 315 & 360

Tunnel Construction for Thameslink 2000

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Precast Concrete Solutions.

FP McCann offers a complete range of Tunnel and Shaft solutions including our Smoothbore Shafts from 3.66m - 25m diameter, bespoke cover slabs made to specification, full range of Jacking Pipes from DN450 - DN2400 and Caisson Rings from DN2100 - DN4000.

Contact Stuart Carson on 07850 234136 01455 290780 scarson@fpmccann.co.uk www.fpmccann.co.uk

OSIL are proud to be supporting Doosan Enpure with their Bellozanne project.

Our in house process consultants consider the initial odour issue, the current legislative targets, legal compliancy and the individuality of the particular site. We then combine our expert process knowledge and product ranges to deliver the most efficient cost effective solutions.

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Key Personnel Drummond Mine

Gallagher often works collaboratively with clients, performing soft ground tunnelling works before the customer takes over for the hard rock mining development, while Gallagher leaves a small crew on-site for additional drill and blast and other works. This provides a more cost-effective solution to customers’ needs.

Adaptability Such adaptability has made the company greater than the sum of its parts. While smaller in an industry of giants, Gallagher has punched above its weight, growing revenues fivefold in a decade from £12m to nearing £60m. Dexter believes the company’s ingenuity and attitude to risk has elevated it above many rivals.

He said: “We bring a variety of options to the table that many don’t, including very high regard to health and safety, a large engineering input, and an experienced tunnelling workforce. We can value-engineer a client’s scheme to make our input worth people’s faith in us and bring clever

Steve Harvey Managing Director 30 years experience micro-tunnelling, shaft sinking and utilities, early years microtunnelling and pipe jacking most of the UK contractors in the field.

Managing Director 7 years Laserbore Far East, Project Director for Southern Water, Lewes plus multiple other schemes.

Operations Director Brown McNicholas, EDF framework Operations Director for Laing

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T h e J o s ep h Galla g h e r G r o u p

Tunnel construction

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Vantage Tower

Staff are all directly employed

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T h e J o s ep h Galla g h e r G r o u p ideas to the table, such that we can take the client’s original scheme and make it more economic.

“We also bring various contract options. Unlike many, we supply labour on a contract basis. For example, half the national grid London power tunnels were labour-supplied for TBM Operations, but the other half was lump-sum work for shaft sinking and spray concrete access tunnels.

“There are some who do lump-sum contracting and several labour-only, but very few companies of our size can cope with the risk-profile on modern contracting jobs for high-profile clients.”

Opportunities A 500-strong workforce, many of whom have been at the company as long as 20 to 30-plus years, underpins the Group’s achievements, and a growing workload offers greater career opportunities.

With health and safety high on the company’s agenda, it is not just employees’ careers that are secure, but those that do choose to move on take away a wealth of on-site experience in various disciplines for a respected company, with the extensive work the Group undertakes.

Going forward, there are exciting prospects both for the staff, and the Group itself, as it forges an ever-growing reputation and expands its portfolio and Middle-East strategy.

Dexter concluded: “We want to further increase our credibility throughout the various authorities in the Middle-East amongst a lot of competition.

C o nstructi o n

Company Information Industry

Construction h ea d q u a r te r s

Essex, UK founded

1982 employee s

500 revenue

£60m p r o d u ct s / s e r v ice s

Civil Engineering and Construction

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Charcon:

Building made Faster, Smarter and Safer Written by: Joel Levy Produced by: Richard Durrant

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C h a r co n

Charcon is setting the standard in an ever-expanding offsite industry, offering efficient, effective structural solutions for a wide range of project specifications

C

harcon Construction Solutions is leading the way in the growing UK offsite construction industry with a comprehensive range of innovative structural products and solutions.

With a wide selection of prefabricated products for roofing, flooring, foundations, lift and stair cores, structural frames and hydro, the company has won work on several large projects in recent years, and with an impressive portfolio lined up going into 2015, looks set to go from strength-to-strength.

Justifiably ambitious Managing Director Andrew Dix is confident that Charcon will come to be recognised as the number one in its industry, setting the standard for lean construction.

In doing so, he expects the company to continue growing with new factories and an expanded workforce buying into the mentality that has already made the company a leading light in its sector.

This ambition is already being seen in its Morpeth facility, where Charcon has recently expanded both its product range and manufacturing capability with a significant investment into its T-beam range.

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Aggregate Industries Charcon’s partnership with Aggregate Industries in 2009 represented a collaborative

CONSTRUCTION

Construction team on-site

strategy that Dix, former MD of Aggregate, says took full advantage of both companies’ strengths, with start-up Charcon seeking a foothold in a struggling industry during the recession and Aggregate confronting the challenge of corporate entrepreneurship.

Since the joint venture agreement, Charcon Construction Solutions has continued to provide quality cross-sector precast concrete solutions, appropriate to the specific and varied needs of residential, school, healthcare,

‘Charcon has recently expanded both its product range and manufacturing capability, with a significant investment into its T-beam range’

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www.springvale.com

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supplier profile

Springvale

AIMC4, Noble Park, Epsom. With kind permission from Crest Nicholson.

Housebuilding, along with energy conservation and our carbon footprint have become hot topics in the media in recent years. Springvale EPS has lead the way in promoting the fabric first approach to house design, incorporating vital increased insulation into the most important possession in any persons lifeâ&#x20AC;Ś their home. From installed systems to retrofit systems Springvale has a proven range of products perfect for this vital role. For many years expanded polystyrene (EPS) was seen as the poor relation to PIR, XPS and fibrous materials but Springvale through extensive testing and development has proven that no other material has the flexibility, robustness, economy and builder friendly credentials of EPS. More stringent building regulations have brought insulation systems into closer focus and the introduction of Springvaleâ&#x20AC;&#x2122;s Platinum products has been perfect in its timing. Beamshield Plus was successfully showcased in the AIMC4 project for Crest Nicholson and is now used extensively to achieve fabric insulation targets within Part L1A and SAP 2012 and every level of the Code for Sustainable Homes.

Beamshield Plus has also proven to be of help with the ever-increasing concern over health and safety on building sites. The advantage of using EPS over the concrete blocks it is replacing is a material handling success story and is certain to be a major driver to the use of EPS infill systems in the future.. In walls Platinum Ecobead gives a waste free, fast and economical solution to fully filled cavity walls. The Ecobead advantage over installed solutions is now widely appreciated and the unsurpassed continuity of the thermal envelope will prove to become even more important in years to come.

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C h a r co n

Precast concrete for seating and stairs at the Velodrome, London 2012 Olympics 124

November 2014

CONSTRUCTION

office and commercial buildings.

Its extensive services include the supply and installation of precast stairs, landings and bespoke builds, and via its network of offices nationwide, the company is able to offer highprofile schemes complimented by focused project management, tailored to the client’s specific construction requirements and budget.

Projects Though it has effectively delivered numerous smaller systems, Charcon’s high-profile projects include works at the Olympic Park for the 2012 Games, where it provided precast concrete for seating and stairs at the Velodrome.

Another £600,000 project at Gravesend Station during Christmas last year showcased perfectly the company’s ability to work in tough conditions and the suitability of precast solutions for quick turnaround times. Over 72 cold and windy hours, three crews installed a complete precast concrete platform, allowing the station to quickly return to full operation.

Charcon’s expertise in designing, planning and installing specialist precast were tested to their limit to guarantee the platform was installed as-designed on-schedule, with the crews working back-to-back 24 hours a day. That the project was delivered so quickly is testament to the months of careful planning and offsite installation which proceeded it; an approach that typifies the company’s attention to detail.

Key Personnel

Andrew Dix Managing Director

From box culverts and bespoke rail platforms, right through to bespoke precast designs.

Whatever the specification, Charcon bring innovation, quality and performance to any project.

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C h a r co n

Barge Dock

Kingston Barge

Another fine example of this was seen with Charcon’s skilled work at the £70m Kingston Heights Barge Dock residential development last year. Here the company installed a platform of four concrete heavy load transfer beams to support construction of a new restaurant and accommodation within the development.

Time was a key factor due to the barge dock’s location in a public park, and that the work was completed in a few short hours, causing minimal disruption to locals was an important factor that Charcon certainly delivered on.

Health and safety Though speed is a defining factor of Charcon’s work, so too is safety. As President of the

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CONSTRUCTION

British Precast Concrete Federation, Dix has made it a priority to promote health and safety standards in the construction industry, and passionately applies this ethos to the wellbeing of the 550 workers Charcon employs across its seven production facilities.

Moving construction away from the potential hazards of the on-site location and into the controlled factory conditions eliminates the most common cause of injury and fatally - fall from height.

Nowhere is this more relevant than roofing work, and it is an area where the companyâ&#x20AC;&#x2122;s innovative MODUROOF solution is helping negate the problem. Built off-site at ground level in the factory before being lifted into position on- site

Charcon is commited to offering training opportunities to its employees

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Griffin Freight Services (Retford) Ltd

General Haulage • Vehicle Mounted Cranes • Red Arrow Courier Service www.griffinfreightservices.co.uk | 01777 705767

BUILD YOUR FUTURE forward thinking. inventive techniques.

Lexcel Nig. Ltd is a forward-thinking, multi-disciplinary construction company committed to delivering the best solutions in building and construction within the oil and gas industry. Lexcel is a major player in the Execution of the Multi million Dollar Golf Estate (above right) Construction project in Port Harcourt Nigeria.

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by crane, MODUROOF dramatically reduces workers from these dangerous situations which can be made even more treacherous by factors exclusive to an on-site setting, such as poor weather conditions and other site activities.

The controlled factory environment additionally reduces the risk of injury from repetitive lifting and use of heavy tools in the less predictable on-site environment.

The company is also committed to offering its employees training opportunities to improve their skills and the ability to progress through the ranks. Dix is a firm believer in the promotion of young and local talent, and described how Charcon has recently taken on three apprentices.

As a company, it is keen to play an active role in combating the looming skills gap in the UK construction industry, at the same time as championing the benefits of offsite construction as a member of the organisations Build Offsite and the British Precast Association.

MODUROOF solution

Better living Of course it is not just the staff that gain from Charconâ&#x20AC;&#x2122;s approach to construction, but also its customers. With Integrated Solutions, many elements of Charconâ&#x20AC;&#x2122;s products and services are designed, supplied and installed as a high performance structural shell. Besides offering thermal performance to code level 6 and passive standards, the system offers time and cost certainty, minimal w w w. c h a r c o n c s . c o m

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Residential Build

MODUROOF installation

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waste and architectural design flexibility.

With Integrated Solutions, the company’s vision is to create an enhanced living environment which offers better, fresher interior conditions all year round. This is achieved through the quality of the builds, which achieve excellent thermal and acoustic performance, outstanding air tightness and attractive exterior finishes.

Company Information Industry

Construction h ea d q u a r te r s

Wiltshire

Suppliers Fundamentally important to Charcon’s success has been the long-term positive relationships built up with suppliers local to its production facilities, including Marshalls, Titan Cement and Breeden.

Working closely with trusted partners has been beneficial both to the company and the areas’ industry, with Charcon prepared to pay more to keep the supply chain as local as possible and avoid excess road-miles that damage the environment.

It is an appropriate strategy for a company which takes its environmental responsibilities seriously and manufactures highly sustainable products in energy-efficient facilities, with an emphasis on the use of recycled and reclaimed materials.

With the manner in which the company invests in young talent, and the dedication and positive attitude of its workforce complementing an innovative spirit, responsible ethos and classleading products, the MD’s ambitions for the future look set to be realised sooner rather than later.

founded

Not disclosed employee s

550 revenue

Not disclosed p r o d u ct s / s e r v ice s

Offsite construction products and solutions

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Office Depot Europe Looks to Serve the Customer of Tomorrow in Mega Transformation Effort The supply chain of the office supplies and services provider is undergoing change which will see it convert to a pan-European channel-focused operation Written by: Tom Wadlow Produced by: Craig Daniels

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Willem Vesters, Director Supply Chain Planning & Inventory Europe

O HQ Venlo

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ffice Depot is in the process of radically transforming its European supply chain operations with a shift away from countryspecific models to a continent-wide system which will ultimately improve service delivery for customers.

Having witnessed extreme peaks and troughs in sales and the evolution of Amazon-style competition over the past decade, the overhaul programme is optimising the stock management and delivery processes across its 13 European countries, 16 distribution centres and 110,000 SKUs of stocked product.

Office Depot Europe is the largest part of

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Racking at one of the distribution centres

the International Division of Office Depot Inc, a merger of Office Depot and OfficeMax which is now worth $17 billion and present in 59 countries.

Charged with ensuring $2.7 billion of annual office product sales reach the company’s 1.6 million European customers is Willem Vesters, Director Supply Chain Planning & Inventory Europe.

He said: “When I started three years ago our inventory levels were too high and the company was not sure what was leading to this. The first objective was thus very clear – the inventory had to come down so we could invest the freed up cash flow.”

“The first objective was thus very clear – the inventory had to come down so we could invest the freed up cash flow” – Willem Vesters, Director Supply Chain Planning & Inventory Europe

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The Office Depot product range

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Transforming into tomorrow In the first year inventory levels came down by 20 percent, allowing Office Depot Europe to focus on the more fundamental process and system changes which has seen the supply chain convert to a channel-driven operation.

Its main channels comprise retail, contract and direct, with major clients including Marks & Spencer, Lufthansa, Siemens, Heineken and Carlsberg. The company’s retail presence is in France and Sweden with 60 and 40 stores respectively.

New methods have already been put into place across Office Depot’s German-speaking countries (Germany, Austria, Switzerland, Netherlands and Belgium) and many valuable lessons have been taken on board.

Vesters said: “We have seen positive effects but have also learned a huge amount based on the challenges faced. For example we know how many sales to expect when we send out a catalogue based on historical figures, but we didn’t know what drove those sales, whether it was the adverts in there, the sorts of products or

New branded delivery boxes

“If you have visibility you can truly optimise and compete with the smaller leaner operations that are out there on a local scale” – Willem Vesters w w w. o f f i c e d e p o t . e u

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Picking isle

the layout.”

“This came down to a simple question of information – all the data was there but the right information wasn’t created out of it. With these lessons learned we are going to apply it on the channel structure across Europe.”

Vesters hopes to receive the green light from the appropriate boards and works councils by the turn of the year, with structures in place 6-9 months after this which will then be followed by a programme of continuous improvement lasting at least another year.

“It is a time consuming process because although the questions being asked are simple and fundamental, alignment of processes on this The Cardboard Box Company Ltd

Contract Logistics Kuehne + Nagel is one of the world’s leading contract logistics service providers, with more than 7 million square meters ( 75 million square feet ) of warehouse and logistics space under management across more than 65 countries. www.kuehne-nagel.com

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scale is not easy,” Vesters added.

On the ground Office Depot Europe’s supply chain is already being transformed on the ground in light of the new strategy.

The company has closed a warehouse in the UK and is upgrading others to meet contemporary demand, which sees customers placing smaller orders in higher frequencies, removing the need for large amounts of huge bulk storage.

“We are going to completely visualise our inventory and make it traceable. Do we partially ship from our own stock, do we source from elsewhere? These are decisions we need to be able to make based on correct information,” Vesters said.

Because Office Depot is built on several acquisitions made across Europe, it already has a number of legacy and ERP systems generating information at its sites.

Vesters’ aim is to place a technical layer on top of these existing mechanisms which will connect various functions and information points together, allowing him to answer the question of where and how to source orders.

The company is looking at solutions from the likes of Llamasoft, Barloworld and Manhattan.

“It allows us to find the lowest cost and most efficient route to the customer. If you have visibility you can truly optimise and compete with the smaller leaner operations that are out there on a

Transporter

Conveyer belt

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o f f ice d epot

Green products

“In three years I would like to see us be able to fulfil the demands of ‘the future’s customer’” – Willem Vesters

local scale,” Vesters said.

Office Depot is also looking to collaborate on a more detailed level with fewer vendors on a panEuropean scale. Currently 90 percent of products are sourced from European vendors with 10 percent from operators in the Far East.

On the transport side, the company will evaluate its three current models of fully 140

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outsourced (e.g. Germany), fully in-house (e.g.

France) and hybrid (e.g. UK), before deciding on a continent-wide strategy to fill consumer demands that now stretch beyond that of 24hour delivery.

Company Information Industry

Office supplies

Looking ahead Where Office Depot can move ahead of its industry competition is in its fulfilment of the ever-growing desire for sustainably-sourced products.

It is using its huge global network and investing heavily in green product lines with tracking and traceability functions, relaying to the customer exactly what is in their purchase and where it has come from.

The company is also investing in finding the next generation of supply chain professionals which it can gear towards its new channelbased European model.

Vesters concluded: “In the Netherlands we engage closely with university students and these kinds of initiatives are extremely important for us in the next year. We will be investing a lot in training our own people to get them up to speed again as well.

“In three years I would like to see us be able to fulfil the demands of ‘the future’s customer’.

We recently watched a video of what the typical future customer looks like – we need to be able to serve them in the most cost-effective and efficient way possible.”

h ea d q u a r te r s

Netherlands founded

1986 employee s

8,000 revenue

$2.7 billion Europe sales p r o d u ct s / s e r v ice s

Office supplies

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Confectionary Holding

Continuously Improving Operations Written by: Sam Jermy Produced by: Craig Daniels

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The Spanish sweet and chocolate producer has a near 300-year history, but is still meticulously enhancing supply chain operations while developing new products Factory 1 and Central Offices in Jijona Spain

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onfectionary Holding is one of the oldest Spanish companies in existence today, but is experiencing an important evolution stage and is looking forward to increasing its global market penetration.

The organisation has a presence in more than 50 countries and many layers of history, having been formed in 1725, and it now takes the form of a conglomerate comprised of seven companies.

Two of these manage all manufacturing and commercialising activities; two manage the raw materials such as almonds; another oversees the management of the brands

S U P P LY C H A I N

and its evolution and the last two in the group manage the financial aspects and real estate assets such as factory buildings.

Andrés Cortijos, Deputy General Manager & Value Chain Director, said: “Confectionary Holding is one of the most globally prominent Spanish groups in the confectionery industry.

We are heavily involved in the Spanish and South American industry and our main markets are Europe, South America and the United States, with a presence in Asia and Australia too.

“We are in an important growth phase, one of our most important projects is

Alcaudete Factory chocolates

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From the finest ingredients, Delightful packaging Nekicesa Packaging has 65 years of experience in the folding carton sector and we constantly strive to deliver the best quality, a high level performance of service and an outstanding capacity of innovation to meet the most demanding client needs.

C O N F E C T I O N A RY H O L D I N G

S U P P LY C H A I N

organising corporate online sales so we are building a corporate website.

“We produce an internal product portfolio showcasing Turron, a sweet made of almonds. We also produce chocolate bars, marzipans, bon-bons, nougats and traditional Spanish sweets that we commercialise mainly at Christmas; it is a wide portfolio.”

Confectionary Holding’s facilities are comprised of two factories in Spain; one in Alicante where it produces the products based on almonds and another one in the south of Spain, Alcaudete (Jaén), where it produces chocolate and other Spanish specialities. As part of its vertical integration process it also has facilities in Chile and Morocco where it sources raw materials such as the almonds.

SUPPLIER PROFILE

NEKICESA PACKAGING SL

Nekicesa Packaging is a graphic arts company that specializes in folding boxes, leaflets and adhesive labels. The company has operated in the packaging sector since 1965 and has a global capacity of 1.2 billion units, supplying into multinational groups all over Europe.

Innovation is our company’s philosophy and we constantly strive to develop our activity through our innovation management team, which provides us with competitive advantages which, in turn, allow us to maintain a relevant position in the sector.

Website: www.nekicesa.com

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Almonds. Our life since 1923.

Our selected almonds are an essential ingredient for the confectionery and bakery industries all over the world.

Natural whole, blanched and roasted almonds. Split, sliced, slivered and diced almonds. Roasted almond paste.

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Micros is proud to supply software and hardware solutions to help Sibylla reach their goals.

Micros can offer a variety of new solutions for the retail and hospitality market in the Nordics, including traditional and cloud based POS-solutions, loss prevention, merchandise planning, cross channel commerce and more.

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C O N F E C T I O N A RY H O L D I N G Competitive agility The company has around 180 full-time employees but due to the nature of the business, increases this number seasonally on some of its more popular product lines. Christmas for example is a peak time for Confectionary Holding and it needs a quick response to the market, so it saw an obligation to integrate suppliers and minimise time. It is becoming a more aligned and agile supply chain.

With nearly five million kilograms worth of confectionary being produced each year, and having created almond products since 1725, it can be a mammoth task to manage.

Cortijos said: â&#x20AC;&#x153;I have been with the company since 2008, where I was the Operations and Supply Chain Manager. But we started to change the group two years ago, trying to integrate our supply chain more to our market and our customers and improve the value chain. â&#x20AC;&#x153;Due to this process I became The Deputy General Manager & Value Chain Director, supervising the whole Value Chain, not just the operational areas but also procurement, manufacturing and logistics including the commercial areas. â&#x20AC;&#x153;We have a close relationship with our suppliers, most of them are happy to participate and provide support. We have developed extensive relationships based on collaboration, integrating systems, sharing philosophy, promoting saving incentives and

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5 million kilograms worth of confectionary is produced every year

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Moroccan Almonds

“We think that China is an important international market in terms of our confectionery products. We see it representing one of our more important challenges in terms of market opportunity in the coming years” – Andrés Cortijos

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just trying to create win-win relationships.”

Anticipating consumer demand and the way Confectionary Holding manages this demand is linked to capacity. With good scheduling it strives to develop processes and has trained middle management employees on how to make company factories more flexible and productive.

The ability to retain agility in an ever shifting working environment, in terms of level and type

S U P P LY C H A I N

of confectionary produced and the number of workers on different sections, is crucial for the organisation. All seasonal workers are trained during off-peak times to ensure they understand new processes and methodologies to achieve standardisation across the workforce.

This proactive and agile approach to business extends to transport, where products are shipped by vessels in containers, to destinations across the globe. In terms of transportation in other continents it depends on the kind of resources available and the penetration of the product. In some countries it outsources to distributors, in stronger countries it has staff there who work closely to store and commercialise its products.

Brand strengthening The next few years will see the firm seek further penetration into emerging markets, working to solidify relationships with customers and suppliers alike, and there is even the intention to expand the portfolio and bring new confectionery into its product range.

Cortijos said: “We have a mainly low presence in Asian countries, and we think that China is an important international market in terms of our confectionery products. We see it representing one of our more important challenges in terms of market opportunity in the coming years. At the same time we will be working to consolidate our presence in existing markets.

“We are going to bring fresh products to

Key Personnel

Andrés Cortijos Deputy General Manager & Value Chain Director Andrés Cortijos has a track record of more than 10 years in managerial positions in different companies / industries in which he has been responsible for different operative projects / areas. Since 2008 he has been part of Confectionary Holding S.L, Spanish Agri-Food Group.

He currently leads the industrial divisions for encouraging growth through an aligned and integrated value chain, focused on values such as; customer added value, sustainability, continuous improvement, teamwork and result orientation.

In addition, Andrés Cortijos is MSc Industrial Engineer, he holds an extensive education, with masters and International Certifications related to Lean, Supply Chain, Operations and Business Administration. He is also a member of the CSCMP Spanish Cabinet (Supply Chain Leading Organization in USA), speaker and participant in different forums on Strategy, Supply Chain, Operations and FMCG.

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CH Store

Stores reflect the quailty of the company’s products

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our range in the near future. During the last decade we have developed capabilities to be a diverse manufacturer inside the confectionery industry, acquiring the capabilities in practically all the facets of the industry.

“Now we are trying to create new products within these lines with new ingredients, packaging and so on but always our first step is in the interests of our customers, because without them we would not be here. We can see and live the evolution that we are currently experiencing as a group, and that is something that still excites us even being a company with such a long and illustrious history.”

The close relationship Confectionary Holding has with its customers, distributors and suppliers is yet another positive feature of the group. It relies on highly trained professionals

S U P P LY C H A I N

Company Information INDUSTRY

Supply Chain HEADQUARTERS

Spain FOUNDED

1725 EMPLOYEES

in the confectionary industry who know the needs of the customers and they use the feedback to lead on its innovations process.

In terms of volume its main ingredients are almonds, chocolate and sugar. Although these are highly unlikely to change, the company is perfecting brand new produce in partnership with educational and R&D institutes where they both strive to develop unique confectionary.

“I think this value chain integration is going to position us as a global confectionery group and our idea is to be more international. We’ll try to develop our capabilities of introducing ourselves to a new market, offering local products to a local flavour and meeting differing demands of the customers.” Cortijos concluded.

“We have a lot of potential throughout the world.”

350 REVENUE

€45-50m PRODUCTS/ SERVICES

Sweets and confectionary

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Enkay Express invests to strengthen MiddleEastern services Written by: Joel Levy Produced by: Simon Creevey

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L o g i s tica

A new $3m facility in the Jebel Ali free zone is the companyâ&#x20AC;&#x2122;s latest bid to expand its offering and take advantage of the booming MiddleEastern market

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E

nkay Express is investing in the booming Middle-East, with more than $3 million spent on a new 13,000 square metre (sqm) facility in Jebel Ali that expands its services with a fully racked, temperature-controlled warehouse offering full pick-and-pack services.

Located in the Jebel Ali free zone in the UAE, the land now houses 5,000 sqm both of temperaturecontrolled warehousing and open-yard storage, and represents a move that Regional General Manager Andrew Granger is aware will greatly benefit the companyâ&#x20AC;&#x2122;s many clients in diverse industries.

He said: â&#x20AC;&#x153;Jebel Ali is in the free zone, which

S uppl y C hain

The warehouse is fully racked and temperature regulated

allows us to import on behalf of our customers and store in our warehouse. In turn they do not pay any taxes until it leaves the warehouse and Jebel Ali. So we can import the traffic, store it and the customer doesn’t need to pay the duties until they are ready to receive the goods.”

Investing in this facility is a shrewd decision that plays to the company’s strengths and places it perfectly to take advantage of the ongoing infrastructure and manufacturing investment in the region, with billions being spent on railways, power plants, petrochemicals and pharmaceuticals in the Middle-East.

With its presence in the Middle-East, including

13,000

square metre warehouse offers full pick-andpack services

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e n kay e x p r e s s L o g i s tica offices in Kuwait and Bahrain, Enkay Express is sure to be at the centre of logistics in the region as this growth continues.

220 Number of offices the company has worldwide, spread across all continents 158

November 2014

Respected name Experience places Enkay Express at the forefront of the industry, with the company having traded for more than 40 years, during which it has built up an outstanding reputation and customer-base to become a dominant player in the region.

Such is its status, that following a buyout by the Logistica group in 2008, it was an obvious decision for the new parent company to retain the Enkay name that is so synonymous with quality.

“Logistica did this because it’s so well known in Europe and the Middle-East, particularly with airlines, shipping lines, and more importantly with customers and the ports. They have known the Enkay name for over 30 years and it holds a reputation,” Granger explained.

A truly global player, Enkay Express Logistica boasts more than 220 offices worldwide, spread across all continents, affording it both global connections and, importantly, regional knowledge that enables tailored solutions ideal to its customers’ unique needs.

Competitive advantage In the massively competitive Middle-East, where thousands of rival logistics companies are present, it is crucial to differentiate yourself, and for Granger, what Enkay Express excels at is this

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Internal and external training programmes have improved the company’s service to its customers

ability to tailor logistics solutions for clients.

“We provide a global logistics service, whether it be by air, sea, truck or CPL, 4PL warehousing.

So we can provide a service for any global requirements that our customers have, moving their traffic from anywhere in the world to anywhere in the world,” said Granger.

“I think our biggest selling point and the ethos that we instil, is that we listen to customers’ requirements. We try and find the right solution for them rather than try to sell them everything that we have when they only really need a small part of that. So we listen and find the best logistical practice for them that suits their particular needs.

“If the customer has any problems or where

“We try and find the right solution for them rather than try to sell them everything that we have when they only really need a small part of that” – Andrew Granger

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e n kay e x p r e s s L o g i s tica

Stacking in the

they require solutions, we provide an in-depth service. We do due diligence and go back and find out the exact logistical requirements.”

This approach proves invaluable to clients such as high-end fashion chain Challoub, for whom Enkay provides a comprehensive distribution service in the Middle-East.

Other familiar clients from this sector, along with some of the largest players in the energy, pharmaceutical, warehousing and petrochemical markets are Enkay’s current focus areas for growth, with a large majority of its current business coming from China, followed by Europe.

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IFL SPEDIZIONI Italian Forwarding & Logistics

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Our services cover the entire range of transportation means: road, rail, sea and air.

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delivery for well-known customers including Deutsche Babcock, Hitachi, Chemlink, Daewoo and Ircon is testament to its credentials.

Agility Where many struggled during the global economic downturn, Enkay was able to turn crisis into opportunity with sound strategic moves and investment, including the restructuring of the companyâ&#x20AC;&#x2122;s management, which has allowed it to become more agile and deliver faster lead times.

Granger said: â&#x20AC;&#x153;We have quite a small management structure that allows us to make quick and exact decisions. We are all very aware of the finances of the company and what we do in the way of PML and GP and net sales. Everybody has their finger on the pulse and they are available immediately to make a decision. This makes a great difference to our business.â&#x20AC;?

Such an approach finds Enkay in a strong financial position, free from debt and able to make the investments as seen in Jebel Ali. The company is set to make a similar financial input into customer-built warehouses on 20,000 sqm of land it already owns in Bahrain, in the second or third quarter of 2015.

Staff Underpinning the strong performance is a team exceeding 300 in the Middle-East with far greater numbers across the global network, and the long-termism promoted by an attractive

Key Personnel

Andrew Granger, Regional General Manager

Logistica facility

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Dedicated staff outside the warehouse

“If the investment and growth continues in the region…there is no reason why we can’t build and generate more business” – Andrew Granger

working environment, incentivisation and internal and external training, has proven of benefit to customers, with knowledgeable staff building up strong relationships with the customers they serve.

Granger said: “We visit our major customers about once every six weeks and have dedicated customer service staff within the office, so when there is an issue or query, they will have a dedicated member of staff to speak to who understands their company and its requirements.”

Future Further growth and prosperity for Enkay Express is well within reach, with the region enjoying a similar outlook, and Granger foresees a bright

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Company Information Industry

Supply Chain h ea d q u a r te r s

State of Kuwait founded

1981 employee s

300+ (at Enkay)

future for the company.

He concluded: “With the customers that we have, and the service we provide, we feel that we are number one. We have the solutions in-hand to meet their requirements. Most in this industry want to be the biggest, but biggest isn’t always best. We believe we provide a service to our customers that is second to none, and we feel we are already number one through the customers that we interact with on a daily basis.

“If the investment and growth continues in the region, particularly for Dubai, and Dubai being used as a hub through the new airports and seaports, there is no reason why we can’t build and generate more business.”

revenue

Not disclosed p r o d u ct s / s e r v ice s

Logistics

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Oriflame Cosmetics

integrates a sustainable focus into supply chain innovation Written by: Sam Jermy Produced by: Craig Daniels

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O r i f lame C o s metic s

The providers of high-quality nature inspired innovative beauty products is about to open new facilities in Russia, at the same time continuing its excellent record of ethical procurement

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O

riflame Cosmetics is well positioned to capture future growth opportunities after making its biggest ever supply chain investment, whilst achieving an excellent level of ethical procurement.

Operating in more than 60 countries, it has a wide portfolio of approximately 1,000 products in categories including skincare, colour cosmetics, fragrances, personal & haircare and accessories marketed through around three million independent consultants around the world, generating annual sales of around â&#x201A;Ź1.4 billion.

With a strong presence in Russia and other major CIS countries; the region makes up approximately 50 percent of yearly group sales, the company is establishing more robust foundations by building a new factory near

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Moscow. This is due for completion very soon.

Originating from Sweden in 1967 and founded by brothers Jonas af Jochnick and Robert af Jochnick, Oriflame has subsequently expanded its geographical footprint and currently operates in more than 60 markets split into four Global Business Areas – CIS, Europe, Latin America and Turkey, Africa & Asia.

Today, the company has seven factories with the one under construction in Moscow and five Group Distribution Centres (GDC’s) as part of the company’s supply chain infrastructure.

Oriflame products

Russian and CIS strength As well as these facilities in Poland, Sweden, Russia, China, Hungary, Ukraine, India, Portugal to name but a few, the cosmetics giant also has more than 100 stockholding points, some of which are central market warehouses. It also has smaller stockholding points around the world.

Gökhan Çakmak, Global Logistics Director at Oriflame, said: “Oriflame is an international beauty company, and we were founded on the principle of not testing products on animals. It was one of the best pioneering decisions made in my opinion.

“We have a rich and long heritage, with a strong commitment to be responsible and ethical. Building on this philosophy, we have cemented our position in ethical and responsible procurement by applying a number of initiatives.

“We are looking to tap into new markets and

are worldclass

1,000

Number of products in the company’s portfolio

corporate.oriflame.com

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Innovation. Reliability. Efficency.

SSI Sch채fer shapes the future of logistics.

www.ssi-schaefer.com

O r i f lame C o s metic s

sect o r

on average we introduce several hundred new products each and every year. Our in-house production of approximately 60 percent of products, is considered a core competency and it is expected to increase over time. The rest is externally produced by third-party suppliers.”

Oriflame has two global hubs near its big manufacturing points in Russia and Poland where it then distributes to other countries and warehouses. Oriflame actively consolidates local markets distributions into GDCs to reduce costs, increase productivity, improve efficiency and inventory levels. Group logistics operations are improved by re-structuring the GDCs under the newly created Global Logistics organisation to effectuate greater global synergies. The new Moscow factory and GDC facilities have

supplier profile

Oriflame is a leading beauty company

SSI Schafer

SSI Schäfer is one of the world’s leading suppliers and producers of warehousing equipment and logistics systems. Our solutions range from the conception of warehouses to the implementation of complex and intersectoral logistics projects as general contractor. Depending on size and complexity, every system is designed to meet customer and product requirements and to accommodate future growth. Our portfolio ranges from initial consultation and planning to production and successful start-up to permanent system maintenance.

Website: www.ssi-schaefer.com

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Matthew.mould@bgm.uk.com 0113 250 8585 www.bgm.uk.com

@@@This team knows@@@ @@@no limits@@@ With the strength and expertise of the Austrian Post´s group behind us, we act reliably in Central, South-East Europe and Turkey. Our main competences: • Professional logistics partner • B2B market leader • Strong X2C position

Providing comprehensive support

for your logistics operations

BGM is a Logistics Consultancy dedicated to improving services and reducing costs on behalf of its clients.

Parcel and Logistics subsidiaries of Austrian Post Group: Germany: trans-o-flex Schnell-Lieferdienst GmbH, Slovakia: Slovak Parcel Service s.r.o. / IN TIME s.r.o., Hungary: trans-o-flex Hungary Kft., Croatia: Overseas Express d.o.o., Bosnia: 24VIP Logistic Services d.o.o., Serbia: City Express Serbia d.o.o., Montenegro: City Express Montenegro d.o.o., Turkey: Aras Kargo a.s.

O r i f lame C o s metic s

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been built according to highest environmental standards and green building certifications.

The semi-automated lines in the GDCs also paved the way for a more seamless process which has improved accuracy and productivity significantly, while substantially decreased inventory as a result of advanced planning systems. Delivery times and quantities are improved, and collaboration in the planning process within the supply chain is strengthened.

Sustainable ethos The changing international trade regulations and restrictions such as transit times and border issues are subjects impacting entire supply chain velocity. Those are

The semi-automated lines in the GDCs also paved the way for a more seamless process

Moscow new GDC and Manufacturing facility

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“I would highlight demand, distances, documentation and diversity as challenges due to our expansion...”

– Gökhan Çakmak, Global Logistics Director

challenges that Oriflame constantly faces. Çakmak said: “Regarding the challenges I would highlight demand, distances, documentation and diversity as challenges due to our expansion and geographical coverage. The company’s significant presence in developing countries means dealing with the infrastructure is often very difficult and differing standards.

“Our motto in Global Operation is to deliver our promises to our customers. By achieving

Skin care production and (right) related products

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these promises going forward we will be much more sustainable, cost effective and prosperous.

Oriflame’s sustainability strategy defines three key areas for the company’s efforts; to create opportunities to improve people’s lives; bring beauty and wellbeing through responsible products and drive environmental sustainability.”

Paper is Oriflame’s primary raw material used primarily in catalogues and packaging.

The company aims to source 100 percent of

50%

The company’s carbon emissions reduction target by 2020

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Irek Laski, GDC Warsaw Director

paper through credible sustainable sources or recycled material. In 2013 it achieved 96 percent compliance according to the Rainforest Alliance, the global conservation organisation.

The firm also works with the World Wide Fund for Nature (WWF) and has a total score of 11 out of 12 in purchasing sustainable palm-oil.

Oriflame will continue to pursue green building certifications in all of its future constructions. â&#x20AC;&#x153;Our commitment in logistics is to reduce carbon emissions by 50 percent by 2020 so we have a long journey. But since 2010, carbon emissions have decreased by 30 percent primarily thanks to doubled load utilisation in both

Experts in transport logistics At A & R Haulage, no job is too far, too complicated or too short notice for us to consider. We operate our own fleet of highly maintained, branded trucks 24 hours a day, 365 days of the year and deliver both to the UK and mainland Europe, specialising in the transportation of hazardous chemicals, temperature controlled goods, and storage & distribution.

Get in touch to find out how we can help you.

Phone: +44 (0)1954 710638 Email: info@arhaulage.co.uk

www.arhaulage.co.uk

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sea containers and trucks by using various ways of loading efficiencies. On October 15th 2014 Oriflame Cosmetics was awarded with a position on The A List: The CDP Climate Performance Leadership Index 2014 for its actions to reduce carbon emissions and mitigate the business risks of climate change among 2000 listed companies.

So we are also pleased, but still we have a way to go to reach our 2020 goal and have other targets of where we want to be.” Çakmak said.

Distinctive approach While some cosmetic companies focus on the retail environment to reach their consumers, the Oriflame founders chose to take an alternative route; the direct sales model. The business model builds on the desire and ambition of people to run their own business, by grasping the Oriflame business opportunity. Çakmak said: “Oriflame aims to source more products in its main markets to align the supply closer to the demand. It is an important step in the company’s ambition to improve operational efficiency. Asia is very important for us as well as the Latin American countries where we have great growth potential.

“The world is changing very fast. The big fish will not eat the small fish anymore. It will be the fast eating the slow. Oriflame aims to source as close to the market as possible to shorten the supply chain and improve procurement costs. It also reduces greenhouse

Key Personnel

Gökhan Çakmak Global Logistics Director Gökhan Çakmak currently is the Global Logistics Director at Oriflame Cosmetics.

He joined Oriflame Cosmetics in the beginning of 2008 as the Logistics Development Manager and after a short time in August 2008 took over the global operational responsibility of endto-end worldwide logistics activities.

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“Oriflame aims to source as close to the market as possible to shorten the supply chain... reducing greenhouse gas emissions and transportation costs”

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gas emissions and transportation costs.

Near sourcing will help increase our agility too. In logistics it is our strategic vision to outsource warehousing and transportation.”

He also states the company believes in continuous education to improve employees’ skills by internal and external training.

“We try to empower people to share their expertise to others by leading specific in-house training. This includes project management, supply chain and procurement academy.” added Çakmak.

Employees share experiences to give better visibility of each other’s jobs to

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Company Information Industry

Supply Chain h ea d q u a r te r s

Schaffhausen, Switzerland founded

1967 employee s

7,300 GDC Warsaw semi-automated pick & pack line revenue

encourage better collaboration.

The supply chain academy programme includes sourcing, manufacturing and logistics, and it continues to grow across management levels around the world through ongoing fine-tuning and development.

During the next years Oriflame will continue to strengthen its customer experience and supply chain is a major contributor to guarantee the success. “In order to achieve our Global Operations motto of ‘to deliver our promise to our customers’ we will be more agile, faster, and will listen to our customers’ needs while staying cost effective and sustainable.” concluded Çakmak.

€1.4 billion (Approx.) p r o d u ct s / s e r v ice s

Cosmetics, beauty products

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Flexitallicâ&#x20AC;&#x2122;s Culture of Innovation and Quality Control Leads to Sustained Success With a wealth of experience in the sector, Flexitallic is well positioned to achieve its ambitious growth aims Written by: Abigail Phillips Produced by: Rosie Rowe

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“Quality and technical support is at the heart of what we do and we have quality assurance and technical specialists around the globe ” – Mark Horton, Managing Director, U.K.

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he Flexitallic Group is the world’s leading manufacturer and supplier of high quality, high value static sealing products, delivering industrial gaskets on a global scale.

Founded in 1912, the company has a long and varied history, which has been underpinned by a culture of innovation and world-class customer service.

Today, the company is going through a phase of aggressive expansion looking to new markets, strategic acquisition opportunities and product development. With a physical presence in the U.S., Canada, China, France, Germany, the U.K. and the UAE, as well as joint-venture partnerships in Saudi Arabia, Mexico and Kazakhstan, and licensee operations in Africa, Australia, India and Italy, Flexitallic is well placed to serve the market on a global scale.

Flexitallic is a manufacturing company that is heavily involved in the distribution of its products.

The company works with a number of third party distributors and manufacturers, all of whom are heavily vetted.

Working on a three-tier model the company has licensees who manufacture its products to Flexitallic quality standards and pay the company a royalty; Allied Distributors who distribute Flexitallic manufactured products worldwide and product distributors, who are essentially logistics partners.

“We work with a whole range of distributors to provide local supply and support in each

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R&D technician setting up a gasket test rig in the lab

territory,” explained Mark Horton, Managing Director U.K. “Quality and technical support is at the heart of what we do and we have quality assurance and technical specialists around the globe who work with distributors and end users to solve problems and maintain our standards of excellence.”

Quality is King At Flexitallic, quality is paramount to success and as such the business has multiple checks and balances in place to ensure every product is of the highest possible standard. The company has adopted a very structured approach to quality control and has introduced operational efficiency initiatives to work towards a global standard.

Horton explained: “Every single manufacturing

Production manager (L) with Engineer (R) inspecting a solid metal gasket

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Training Manager (L) with delegate in training

“We work with our customers to solve their problems and if that means designing something bespoke, developing an existing design or reviewing an application we have the technical expertise to do that” – Mark Horton

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facility operates in the same way and it doesn’t stop there. Quality assurance measures are in place throughout the entire supply chain.

“We ensure product quality is maintained by buying from approved vendors, checking

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Computer controlled co-ordinate measuring machine (CNC CMM) measuring a metallic gasket

all materials that enter our facilities, robust inprocess inspection and further checks on finished goods prior to dispatch.”

But at Flexitallic, quality isn’t just about the products it supplies, but the customer service it offers to end-users. Flexitallic will assist its customers with installation and training through its Academy of Joint Integrity and has a team of 50 application engineers around the world, who are tasked with solving customer problems.

“We work with our customers to solve their problems and if that means designing something bespoke, developing an existing design or reviewing an application we have the technical

Flexitallic Spiral Wound Gasket

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Durable is an independent digital agency founded in 2007 with offices in New York and London.

durabledigital.com

Passionate Engineering Tool Supplies Ltd

about telecoms

54 St Peg Lane, Cleckheaton, West Yorkshire, BD19 3SD.

Providing a complete suite of telecom solutions for any size of business

Steve Richardson Director Andy Hampshire Director E-mail: steve@ets247.net Tel: 01274 855417 Fax: 01274 855414

Suppliers of cutting tools & safety equipment We are main suppliers of cutting tools & safety equipment to the Flexitallic Group Distributors of

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expertise to do that,” Horton added.

A Culture of Innovation The company’s ability to renew and develop its products positions it as a leader in the sector.

“Innovation and our technical expertise in the field set us apart from the competition,” Horton said. “We have a long and proud history of innovation, research and development. We carry many patents for different products and invest a lot of time, money and effort in creating solutions for the future”.

Its highly technical but competitive nature has seen the company win large contracts from many of the major players in the oil & gas and energy markets globally.

Its operation in France, Siem Supranite, has a world-class reputation in the French nuclear

50 Number of engineers solving customer problems in Flexitallic’s Academy of Joint Integrity team

Flexitallic Gasket installation training rig

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Fle x itallic

Operator inspecting flexpro kammprofile gasket

“We encourage our employees to contribute to the business from a creative point of view as well as a practical one” – Mark Horton

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sector and is now expanding into China and other regions of the globe. Flexitallic’s nuclear approvals will also mean that the UK operation is perfectly placed to service the future expansion in the country’s Nuclear sector.

A culture of innovation is not something that is achieved overnight. The company has worked hard to build a philosophy of continuous improvement from the top down.

“We are a profitable, secure and growing business and people like to be part of that,” explained Horton. “We supply to 80 countries, so people can be involved in lots of projects around the world and we support and encourage staff to work overseas if they wish.

T H E F L E X I TA L L I C G R O U P

ENERGY

“We operate a Talent Detection Programme to identify key staff and create fast track plans to develop them globally. We also have a local talent programme to promote people through the ranks as well. We encourage and reward all our employees to contribute to the business from a creative point of view as well as a practical one.”

Company Information INDUSTRY

Energy HEADQUARTERS

Looking to the Future Flexitallic is a company with a rich heritage and lots of experience in the sectors it serves, however that doesn’t mean it will rest on its laurels.

The business aims to grow significantly over the next five years via strategic acquisition, geographical expansion, investment, and the innovation and development of new products.

In the U.K. the company has spent in excess of £1 million on new factory equipment since 2008.

In the U.S., Middle East, the United Arab Emirates and Kazakhstan similar investments have been made to bolster manufacturing capabilities on site.

“We are a global company operating locally,” Horton said. “We are dedicated to bringing our products closer to our customers.”

Flexitallic is a company with its eyes firmly set on the future and its knowledge, expertise and ambition set it in good stead to achieve its ambitious expansion plans. With innovation, quality and firm leadership the company will continue to grow long into the future.

England, UK FOUNDED

1912 EMPLOYEES

1,200 REVENUE

€250 million PRODUCTS/ SERVICES

Manufacturing and supply of industrial static sealing products

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IBS Paper Performance Group Continues to Acquire New Capabilities Across the World Written by: Tom Wadlow Produced by: Alex Barron

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The Austrian firm is dedicated to creating bespoke products through its seven brands aimed at transforming the paper and pulp industry’s processes into sustainable operations as demonstrated by its iTable and Flowmaster

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BS Paper Performance Group (IBS PPG) is continuing to bring fresh and innovative solutions to the global paper and pulp industry in its bid to push beyond its €85 million 2014 revenue forecast and drive up industry standards and sustainable practice.

Recent acquisitions, including that of PGA in southern Austria, has brought the company’s portfolio of brands to seven, helping the bespoke machine components producer to deliver higher quality parts across a wider geographical scope.

New products such as the iTable and Flowmaster are respectively providing greater flexibility and process visibility for paper and pulp businesses, with word of mouth already pushing sales.

And despite IBS PPG now operating worldwide, it remains true to its Austrian roots by maintaining its headquarters in the small village of Teufenbach, where founder and keen inventor Heinrich Bartelmuss began pioneering the first one-piece ceramic cover for dewatering elements in paper machines.

Dietmar Schatz, Vice Director Sales & Marketing, has experienced a 25-year journey with the company which has seen it greatly expand from its early days. He said: “When I started 25 years ago the company was a small operation with around 60 people, and now we are at 600.

“This growth has been an exciting challenge for all of us – we are working across many countries and mentalities so channelling this into one goal is crucial.”

manufacturing

FabriCare Dryer

Pioneers Expanding its range of customised paper and pulp machine components is vital in what is an up and down industry.

IBS PPG specialises in a range of established products including dewatering systems, fabric guides and tensioners, doctors and showers, engineered consumables and several specialised items.

However, one of its newer solutions is the ground-breaking iTable, designed to provide flexibility for paper makers by making their machines adjustable to different sizing and material requirements.

Electronic vacuum control valve

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“Our focus is on improving the quality of production in the paper and pulp industry as well as enabling energy savings” – Dietmar Schatz

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“One of our biggest recent success stories has been the iTable, which we are selling successfully in the US and here in Europe,” Schatz added.

“This offers very good flexibility for paper makers to produce different grades of paper at different speeds with the same machine parts.

“These parts are extremely flexible using height and angle adjustable units, which can be adjusted according to the needs of the customer, allowing them to produce paper of improved quality across a larger range.”

So far the company has sold 40 of these units, with word of mouth proving to be the most effective form of marketing.

Another innovation, and one based on customer feedback, is the year-old Flowmaster, which measures the efficiency of dewatering elements of paper production, offering crucial visibility to clients.

“Customers drive our research and

manufacturing

development,” Schatz said. “Our focus is on improving the quality of production in the paper and pulp industry as well as enabling energy savings. For example, compared to polyethylene dewatering solutions our ceramic parts use less than 50 percent of the energy needed.”

IBS PPG is also looking to streamline its own process through automation, something which will require careful investment given the bespoke nature of the products produced.

Global reach Equally important as pioneering fresh solutions is the ability to reach a wide audience, and IBS PPG now operates seven specialist brands following the acquisition of PGA six months ago, a company excelling in making disperging units.

Other specialist brands around the world include James Ross in Canada, manufacturer of doctors and showers which help to clean paper machines. Liechtenstein-based JUD specialises in stretchers and guides while Swiss unit Jakob AG produces re-wetting systems.

IBS Steel Performance, a premium brand of Berger, comprises a steel engineering plant that makes dewatering boxes, fabric tensioners and guides, doctors and showers and also steam showers.

Schatz added: “We are always looking to expand our product portfolio in ways that suit our existing range. We have production in Austria, Canada and the US along with service bases

Key Personnel

Klaus Bartelmuss Owner & President

Marc Kaddoura CEO/CFO

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in Brazil, Indonesia, Finland, Japan and China, where we also carry out some production for the Chinese market.â&#x20AC;?

As well as targeting paper producers, IBS PPG also has healthy relations with machine manufacturers who rely on their parts to assemble entire production units.

Deep roots IBS PPGâ&#x20AC;&#x2122;s global footprint owes its existence to humble origins in a small village in southern Austria.

Teufenbach today is home to just 600 people, and back in 1967 Heinrich Bartelmuss founded

Key Personnel

Dietmar Schatz Vice Director Sales & Marketing

iFibre IBS truck

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IBS Production line

the company which started out producing leather belts for drives in saw and paper mills, securing ten patents by 1976.

“Bartelmuss was an inventor and extremely passionate about the products he made,” Schatz said. “After passing away in 1981, his two sons took over and began a programme of diversification and expansion which has been very successful, and in 2012 Klaus Bartelmuss took over 100 percent of the company.”

Schatz is charged with maintaining the sort of growth which will see the company hit €85 million

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manufacturing

Company Information Industry

Manufacturing h ea d q u a r te r s

Austria founded

1967 employee s

600 revenue

€85 million

in sales for 2014, and emphasises the need to innovate to overcome the fluxes in the market.

He concluded: “The pulp and paper industry has been up and down and we have had to contend with losing customers who have shut down machines; we have lost 20 in Scandinavia in the past four or five years.

“We must keep innovating new products and attracting new customers as well as remain relevant to our existing clients. If we do this I hope that we can reach our goal of growth and perhaps stretch to the €100 million turnover mark.”

p r o d u ct s / s e r v ice s

Paper and Pulp

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Nuclear Industry Association prepares for challenges within its sector Written by: Keith Parker, NIA Chief Executive

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ITER Fusion Reactor

“The Nuclear Industry Association is the trade association and representative voice of Britain’s civil nuclear industry” – Keith Parker, Chief Executive

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he Nuclear Industry Association is gearing up to meet major changes within the sector as the UK launches a rebuild programme to meet the requirements of the nation’s power generation supply.

In this special Q&A from Keith Parker, Chief Executive of the Nuclear Association, he discusses what the association is all about and what role it will play in the challenges that lie ahead.

Q: Tell us a little about the role and goals of the Nuclear Industry Association (NIA)?

A: The Nuclear Industry Association is the trade

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Key Personnel

Keith Parker Chief Executive

association and representative voice of Britainâ&#x20AC;&#x2122;s civil nuclear industry.

It represents more than 270 companies including nuclear power station operators, those engaged in decommissioning, waste management, nuclear liabilities management and all aspects of the nuclear fuel cycle, nuclear equipment suppliers, engineering and construction firms, nuclear research organisations, and legal, financial and consultancy companies.

We have two main roles: acting as the voice of the nuclear industry making the case for nuclear to a range of influential audiences

Keith has been Chief Executive since September 2003. Keith joined the Nuclear Industry Association in December 1995 from the DTI and in March 1997 became Head of Corporate Communications, accountable for the strategic direction of the Associations communications, public affairs, media relations and issue management programmes.

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N u clea r i n d u s t r y a s s ociatio n including Government, Parliament and the media; and supporting the commercial interests of our members at home and abroad.

The UK Electricity Mix Coal. . . . . . . . . . . . . . . . . 39% Gas. . . . . . . . . . . . . . . . . . 28% Nuclear . . . . . . . . . . . . 19% Renewables. . . . . . 9.8% Other . . . . . . . . . . . . . . 1.6% Hydro. . . . . . . . . . . . . . 1.5% Oil . . . . . . . . . . . . . . . . . 0.9%

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Q: With all current power stations due to be shut down in the mid-2020s, what is industry doing to prepare for this?

A: In the next 10 years or so all the UK’s current nuclear power stations will be at the end of their life. This will have a significant impact on power generation and is why the new build programme is so important.

The State Aid application for the first of these stations, Hinkley Point C, is currently before the EU Commission. We believe this will reach its conclusion by the autumn. The way will then be clear for the project to get fully underway following EDF’s Final Investment Decision.

Two further new build consortia are key to the UK’s new build programme; Horizon who will develop reactors at Oldbury and Wylfa; and NuGen at Moorside.

The nuclear new build programme will be a major engine for growth for the UK nuclear supply chain and the economy more generally.

It will open up many opportunities for small and medium-sized companies (SME) in the nuclear supply chain. We’re looking for our larger member companies to help mentor these SMEs. There are also opportunities through decommissioning, with the Nuclear Decommissioning Authority (NDA) also

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looking at how to pair small firms who want to work on upcoming projects around the country with industry professionals.

The NDA has set itself the challenge of increasing its SME content from 11 percent to 20 percent and is making good progress already.

Ensuring there are people with the right skills coming into the industry is imperative – not only to deal with decommissioning, but in addition we will need 25,000 people for the new build project at Hinkley Point C. The NIA has recently launched regeneration, a project to increase young people’s knowledge of the nuclear sector so they are aware of the breadth of opportunities available.

“In the next 10 years or so all the UK’s current nuclear power stations will be at the end of their life” – Keith Parker

Q: What is the scale of the challenge for the nuclear industry in regards to perception and meeting low carbon energy targets? w w w. n i a u k . o r g

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Cooling towers

Nia A: Nuclear has a vital role to play in meeting the UK’s energy and climate change obligations.

Around 20-25 percent of the energy used to power homes and businesses comes from nuclear power. Together with renewables and clean coal it can reduce UK carbon emissions as part of a diverse energy mix.

The UK needs 60GW of new electricity generating capacity, and the infrastructure to run this, by 2025 – just under a quarter of this (16GW) will come from nuclear.

Q: How will technology help UK power stations become more effective?

A: Most current plant technology is Gen I or Gen II. The reactors going through the GDA process for Oldbury and Wylfa are Gen III which make more use of passive and advanced safety features.

The AP1000 reactors which NuGen want to use at the Moorside plant are Gen III+. The advantage of newer reactor designs is that they can make use of modern design construction techniques, allowing tasks traditionally performed in sequence to be done in parallel.

This approach cuts the time it takes to build, reducing both cost and minimising risk.

Looking beyond the current nuclear new build programme it is crucial to keep a wide range of technological options open so the UK can build more nuclear plants should increases in demand require it.

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“Around 20-25 percent of the energy used to power homes and businesses comes from nuclear power.

Together with renewables and clean coal it can reduce UK carbon emissions as part of a diverse energy mix” – Keith Parker

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N u c l e a r i n d u s t r y a s s o c i at i o n

Helping to guide the careers of young people in the industry

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Association Information A SS O C I A T I O N TYPE

Trade Association L O C AT I O N

London founded

Not disclosed No. of M em be rs

270+

Q: It’s an exciting time for the UK civil nuclear sector, how will this benefit UK-plc?

A: A major nuclear new build programme will lead to both industrial and employment benefits. Not only in the supply chain as I’ve already mentioned, but also through manufacturing and construction.

The programme will give the economy a major boost with the think tank IPPR suggesting new nuclear could boost the economy by £5 billion.

Once the projects get underway each one is expected to create around 25,000 new jobs.

Through our regeneration project we’re talking to young people working in the nuclear industry.

We want to speak to people faced with the challenge of where to take their careers and give them a career path they may not have considered. w w w. n i a u k . o r g

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M+W Group

Sees a World of Opportunity Written by: Sam Jermy Produced by: Rosie Rowe

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M+W GROUP

Global markets are being transformed by technology and the accelerating pace of change.

M+W Group, the high-tech engineering and construction company, outlines its approach to delivering the facilities that are helping to shape the modern world

Biomasse facility

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n 1912 in Stuttgart, Germany, Karl Meissner and Paul Wurst invented a revolutionary woodchip extraction system. From these modest beginnings, M+W Group has grown to become today a company that employs over 8,500 people worldwide, operating in over 30 countries and with a turnover of over EUR 3billion. Applying innovation and engineering excellence remains firmly at core of the group.

With its extensive technology, process and design and construction engineering resources in-house, the company only operates in high-tech sectors. Specialising in engineering, procurement and construction, M+W Group delivers stateof-the-art manufacturing facilities, energy solutions and scientific research centres. By focusing in this way, the company has become recognised as a market leader in the delivery of new facilities in a number of industry sectors

CONSTRUCTION/ENERGY

including semiconductors, photovoltaics, pharmaceuticals and waste to energy.

The company also designs, fabricates and installs precision HVAC systems and ultrahigh purity pipework solutions for the most demanding operational environments including the nuclear and microprocessor industries.

Working with major blue-chip organisations, the foremost science and research institutes as well as the most innovative technology companies, M+W Group has a demonstrable track record of delivering many of the worldâ&#x20AC;&#x2122;s most advanced and technically challenging construction projects.

The challenge of remaining at the cuttingedge of technological developments â&#x20AC;&#x201C; both in the industry sector and in the application of the latest construction methodologies â&#x20AC;&#x201C; means that the company is continuously seeking new and improved ways of working.

Above: Segment chemicals facility

8,500 Number of staff the company employs across more than 30 countries

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M+W GROUP

CONSTRUCTION / ENERGY

Alex Goude, M+W Group’s Business Development Director for North West Europe, explains; “The projects M+W Group delivers are technically challenging, highly complex and never standard. Achieving the best results demands a different mindset and a specialist approach.

So, rather than starting with, ‘how we are going to build this?’ we start by asking, ‘what is our client looking to achieve and what do we need to engineer to deliver it?’ It’s a fundamental difference of approach that focuses on our client’s aims first rather than the required input.”

Key to the M+W Group approach is the role that technology and people play in the process.

As Alex states: “First and foremost, having the best people and the right culture is absolutely critical. Engineers are by their nature problem

SUPPLIER PROFILE

“The projects M+W Group delivers are technically challenging, highly complex and never standard” – Alex Goude, Business Development Director for North West Europe

ICE ELECTRICAL

I.C. Electrical Ltd is based in Burton upon Trent, Stafford, and was founded in 1986. Our highly skilled and experienced electrical contractors offer complete electrical engineering solutions across the UK, from cost analysis and budget preparation, through to in-house electrical design, including Control panel design, HV and LV electrical system design, communications system design, automation system design, small power and lighting design.

Website: www.icelectrical.co.uk

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POWER TO THE PEOPLE At BPS World each project and every placement demands the same exacting standards.

It’s thanks to our people, who challenge the status quo, push harder and look further every time to deliver great results on time and in budget.

It’s our clients, who seek the best and brightest and reach higher to find them.

And, it’s our candidates who want to work with a partner who understands their career path and strives for the very best outcome.

So, if you are looking to Engineer a change Think BPS World - Powering the change in Recruitment.

Website – www.bps-world.com Follow us on twitter @bps_world Facebook – BPS World LinkedIn company page – BPS World Nominated for the REC best recruitment company to work for A top 250 listed recruitment company 2014

M+W GROUP

CONSTRUCTION / ENERGY

solvers and, as an engineering-led company, M+W Group is an organisation with innovation in its DNA. We are constantly looking to apply technologies and methods from across other industries to improve our performance.

An important part of our approach is that we are technology neutral. Every one of the projects we are responsible for is unique and only by working with the technology best suited to meet our client’s specific needs can we ensure that our solutions are fit for purpose. We have to work hard to ensure we fully understand the technology options we have but it’s one of the key things that differentiates us from our competition. Once we have got the value-added element – the technology – right we can ‘wrap’ the building around it. Many of the facilities we deliver are

Babraham project

SUPPLIER PROFILE

BPS

BPS World is a resourcing specialist with a difference, we believe in rethinking the world of resourcing to deliver a best in class service for our clients and candidates. Our resourcing experts work with clients globally to optimise and enhance their talent and resourcing programmes. We push the boundaries through our innovative solutions and our capability is far broader than the traditional recruitment remit.

Website: www.bps-world.com

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“In 2007 we were turning over about £20 million and had about 25 staff; today we have well over 800 in the UK and we turnover approximately half a billion euros” – Alex Goude

The 42 metres high, ‘Blue Turm’ demonstrations project Herten, Germany

CONSTRUCTION / ENERGY

more akin to machines rather than buildings”

Key Personnel

Strong and sustainable growth Just over a century has seen M+W Group grow significantly. Most recently, the UK has mirrored the Group’s success. Alex explains: “In 2007 we were turning over about £20 million and had about 25 staff; today we have well over 800 in the UK and we turnover approximately half a billion euros (€500 million). That this was achieved against a backdrop of the most challenging economic environment in generations is testament to the quality of the solutions we are able to offer and our strategic focus.”

Being global also helps as Alex explains, “Our strategy is based on working only with customers that share our values and with whom we can work on a repeat-order, collaborative basis. We also focus only on the growth markets in those regions where the investment plans are visible and underpinned by long-term economic and regulatory needs. There are of course, parts of the world that are at a different level of development in certain sectors. For example, in the UK, our markets in the nuclear and waste to energy sectors are particularly buoyant. We see a great opportunity to take the knowledge and lessons learnt from working on the projects here and applying them to the overseas markets that are looking to develop the next generation of facilities in these sectors.

Another advantage of being global is that

Alex Goude Business Development Director NW Europe Alex has over 15 years experience working in the construction sector across a range of market sectors including energy and utilities, engineering and infrastructure, telecommunications and marine. He is responsible for Business Development across the UK, Ireland, Benelux and Scandinavian region and has been part of the senior management team responsible for successfully expanding the business across this region.

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Design, engineering and project management of the construction of distribution facilities, offices, laboratories, factories and public buildings in Western Europe. abetec@abetec.be www.abetec.be

M+W GROUP

CONSTRUCTION / ENERGY

we can allocate the technical resources and expertise necessary to meet our client’s specific needs, wherever they are in the world”.

Because of the global markets M+W Group operates in, one of the key challenges facing the company is selecting which are the best opportunities to pursue. Alex states “The last thing we are trying to be is all things to all men in all places. Delivering on our promises is key to our future success and it is essential that we do not dilute our approach. We are therefore extremely thorough in our selection process of the projects to become involved in.”

An example of the success that M+W Group’s focused approach has had is the company’s recent appointment to deliver major programmes of work in the nuclear sector both in the UK and in Finland. The company is on course to undertake over £100 million of work in the sector from a virtual standing start just a few years ago. A key element in securing these contracts was demonstrating the strength of M+W Group’s engineering capability, technology integration expertise as well as the company’s leadership in lean construction.

The company now has the opportunity to challenge the existing providers of construction services with new thinking, new techniques and a fresh attitude to set a new benchmark.

Another area that the company sees as key to the successful project delivery is the implementation of lessons learnt from other

For more than ten years, M+W Group has been the market leader in the design and construction of new and upgraded photovoltaic fabs

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M+W GROUP

Aerial view of Biffa facilities

“We think the future is a very positive place and the challenges for us will be retaining, attracting the requisite calibre of staff as there is always a skills shortage in the UK” – Alex Goude

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industries and experience from elsewhere around the world. Alex explains, “many of the techniques and disciplines involved in designing and constructing a multi-billion dollar semi-conductor production facility, ontime and on budget, are relevant, for example, to the delivery of the major energy projects.

Often, the complexity and scale are directly comparable. The best companies – the learning organisations - strive relentlessly to improve their performance. M+W Group is determined to be a leader in each of the sectors we operate in”.

Future focus For M+W Group, the trends of increasing global population and urbanisation alongside changing patterns of consumption are driving demand in areas that play to the company’s strengths. Alex states, “By focusing only on high-tech sectors and investing in equipping our people with the latest technology and training they need to be

CONSTRUCTION / ENERGY

leaders in their fields, our aim is that M+W Group is the trusted partner of choice. Whether that’s for a new and more sustainable source of energy; or for a state-of-the-art production facility to produce the most advanced products we want; or for a research laboratory that will enable the next breakthrough in medical science.”

Alex explains “Because of the long-term potential of the markets we operate in, our focus will remain on serving our clients in our core sectors. We also see compelling opportunities to expand geographically. To cite just one example, we believe there is significant potential to offer renewable energy and waste management solutions in Asia-Pacific, the Middle East and Africa. With this in mind, we are developing our plans for the next phase of our growth, using the experience and expertise we have developed in places like the UK, and applying it to new international markets”.

For over a hundred years M+W Group has grown to become established as a major global engineering and construction company.

What, then, is next for the company? “Over the next five years M+W Group will deliver many of the world’s largest and most technically challenging projects working in some of the most dynamic industry sectors. The achievements of the people at M+W Group since we were first established are incredible. However, I think the next phase of our development is going to be the most exciting yet”.

Company Information INDUSTRY

Construction / Energy HEADQUARTERS

Stuttgart, Germany FOUNDED

1912 EMPLOYEES

800+ in UK REVENUE

Worldwide c. €3 billion+ PRODUCTS/ SERVICES

Construction and engineering

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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