GHANA NATIONAL PETROLEUM CORPORATION
EXPLORING & PRODUCING Exclusive interview with GNPC’s Chief Operating Officer, Mr. James Yamoah.
SPECIAL FEATURE: BUSINESS IN TIME OF CORONAVIRUS
Generating sustainable growth for over 40 years in the retail sector.
CAPSTONE TURBINE CORPORATION
Green, reliable and compact microturbines for a range of industries.
YAMAZAKI MAZAK UK One of the world’s largest manufacturers of CNC machine tools is set to drive growth through innovation.
FEATURE YOUR BUSINESS CONTACT SALES & MARKETING DIRECTOR TREVOR GRETSINGER firstname.lastname@example.org
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FUTURE Well, it’s already been quite a year, and it is only April. The coronavirus has changed nearly every aspect of our businesses and lives, and we’re learning a lot about what’s important in our businesses. We now finally know exactly which of our meetings could have been an email, and when a meeting is necessary, we now know exactly where to place our laptop so that the webcam is facing the tidiest part of the house.
ur lead feature this week covers how businesses need to adapt to meet the challenges posed by the global pandemic, and what lessons we can take from it moving forward. We’re moving forward by doing what we’ve always done - provide an issue of Business Focus Magazine with interviews and profiles of industry leaders from around the world. While you might think the future is concerning now, we’ve got a great interview with the director of EnerQuip Ltd about starting up a successful business during a global downturn. What More UK also offers hope in our profile of their turnaround journey. We’ve been talking with 3T Additive Manufacturing about the role of additive manufacturing in the modern manufacturing sector. There’s also a great feature on the evolution of Nomad Adventures, so we can look forward to a time when we’re able to go on holiday again. Staatsolie Maatschappij Suriname N.V. offers some great insights as we discuss their endto-end work in the oil industry.
Bekum tells us how innovation has allowed their company to keep adapting throughout the last 60 years and the Capstone Turbine Corporation shows us how they are providing cleaner and greener energy sources for businesses around the world. All this and more are contained within the pages of this magazine, so you will have plenty to read while you are self-isolating!
ON THE COVER Ghana National Petroleum Corporation Go to page 16
GHANA NATIONAL PETROLEUM CORPORATION
EXPLORING & PRODUCING Exclusive interview with GNPC’s Chief Operating Officer, Mr. James Yamoah.
SPECIAL FEATURE: BUSINESS IN TIME OF CORONAVIRUS
Generating sustainable growth for over 40 years in the retail sector.
CAPSTONE TURBINE CORPORATION
Green, reliable and compact microturbines for a range of industries.
YAMAZAKI MAZAK UK One of the world’s largest manufacturers of CNC machine tools is set to drive growth through innovation.
IN THIS ISSUE
EVENT Nigeria Oil & Gas Conference & Exhibition 29 Jun â€“ 2 Jul 2020 - ICC, Abuja, Nigeria 20th Anniversary for the largest gathering of national and international hydrocarbon industry players in Nigeria.
NEWS Business in Time of Coronavirus
LEADING ARTICLE Ghana National Petroleum Corporation Exploring & Producing
AVIATION, AEROSPACE & DEFENCE Blaise Diagne International Airport The Vanguard of Growth
Krabi International Airport Gateway to Thailand
Rheinmettall Denel Munition Ready for 4.0
CONSTRUCTION Sobha Realty Luxury for Everyone
56 Tambour Building Israel for over 80 Years
66 4 | BUSINESS FOCUS MAGAZINE
ENERGY & UTILITIES Vattenfall Proof of Concept
ENGINEERING Capstone Turbine Corporation A Capstone Achievement
FMCG Promasidor Kenya A Taste of Kenya
HEALTHCARE, HOTEL & LEISURE Babylon Healthcare Treating through Technology
JA Resorts and Hotels A Hotel for the 2020s
Nomad Adventures Tour de Force
3T Additive Manufacturing Layer By Layer
Modig Machine Tool Marvellous Machines
What More UK What More Could You Ask For?
Yamazaki Mazak UK Advanced Manufacturing For Future Needs
MINING Wescoal Holdings Ltd. Steaming Ahead
OIL & GAS Enerquip Ltd. Look Whoâ€™s Torquing!
Sonangol An Independent Era
Staatsolie Maatschappij Suriname N.V. Drilling Value for Suriname
PACKAGING Bekum Breaking the Mould
RETAIL Shoprite Doing Shopping Right
SHIPPING, PORT AND MARINE Martek Marine Marine Safety Pioneers Meridian Port Services Limited The Hub of New Africa
BUSINESS FOCUS MAGAZINE | 5
Find your way out of a complex operating model.
Letâ€™s talk. Operations Strategy | Digital | Cultural Engineering
- integrated operations experts.
EVENT OF THE MONTH
NIGERIA OIL & GAS CONFERENCE & EXHIBITION WHERE: ICC - ABUJA, NIGERIA WHEN: 29TH JUNE â€“ 2ND JULY, 2020
NIGERIA OIL & GAS CONFERENCE & EXHIBITION 20TH ANNIVERSARY ABUJA 2020
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EVENT OF THE MONTH
or 20 years, the Nigeria Oil & Gas Conference & Exhibition has provided a platform for Presidents, Ministers, Heads of Government Agencies and CEOs to discuss plans for policy, upcoming projects and solutions to current challenges in the industry. Over the years, the programme has grown and adapted to the geopolitical, environmental and political factors impacting the domestic and global petroleum industries. Nigeria Oil & Gas Conference & Exhibition has become a part of the institutional framework of the Nigerian oil and gas industry, growing from small beginnings to becoming Nigeria’s largest and most important industry event. Nigeria Oil & Gas Conference & Exhibition annually welcomes more than 750 senior-level conference delegates, 80 international speakers, over 200 exhibiting companies and 4,000 exhibition visitors to discuss policy developments, explore new business opportunities and debate solutions to existing challenges in order to drive the industry forward by maximising the full potential of hydrocarbon resources in the country. Don’t miss the largest gathering of national and international industry players in Nigeria. Find out more: www.cwcnog.com
BUSINESS FOCUS MAGAZINE | 9
lead wıth the leader Today, Internet is in our pockets; our virtual and real worlds are coming together. LTE offers you great potential to deliver a superior mobile broadband experience to your customers, but the stakes are high. Success in LTE means getting to market quickly, with services that offer subscribers more than what they have today, as cost efﬁciently as possible. With 60 live commercial LTE networks on all continents and about 50% of all smartphone trafﬁc on LTE running through our networks, we have what it takes to support you.
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WE TAKE A LOOK AT THE WAYS BUSINESSES ARE ADAPTING TO A POST-CORONAVIRUS WORLD, AND WHAT LESSONS WE CAN TAKE BEYOND THE PANDEMIC.
BUSINESS IN TIME OF CORONAVIRUS
The coronavirus pandemic is one that cannot be ignored, and it has already affected every aspect of the way we live. But while it can feel like the world has ground to a halt, the fact is we still need to keep going, especially as there are so many unknowns over the coming months. BUSINESSFOCUSMAGAZINE.COM
t is a fantastic opportunity for businesses to step up, to look at how they can help their own people and organisations get through an unprecedented period. And as our businesses change and adapt to this new way of working, we may discover solutions that are worth implementing long after this pandemic is just a memory.
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We have talked before about the ways that flexible and remote working are going to become ever more critical for businesses going forward, but even we didn’t foresee just how critical they would be, or how soon. This means the first order of business for many companies is going to be addressing their internal infrastructure to facilitate that. For instance, a fully operational accounts department is going to be critical to successfully managing your business’s financial health. It’s going to be essential to have fingertip access to the information that supports your supplier relationships in real-time, allowing you to access payments and produce accurate and timely cash flow and financial management reports.
KEEPING THE MONEY FLOWING That means one thing - digital. If the accounts processes you currently use rely on paper, or on having key personnel onsite to function, you’re going to find it increasingly hard to manage the impact of staff selfisolation. If you aren’t enabling staff to work effectively from home then you are either going to be compromising your staff safety or your own productivityespecially in places where working from home is already being legally enforced. This is way one of the essential investments under the coronavirus outbreak is going to be AP automation, allowing your accounting software’s capabilities to enable 100% remote working for the entire accounts payable process. “There are many benefits to be gained from accounts payable automation, but today, enabling remote working to deliver realtime visibility and control over supplier accounts, prioritising payments and supporting your
cash flow projections and delivering timely financial management accounts are the most important,” says Neil Robertson, Executive Chairman at Compleat Software. “The time to act decisively is now, as the level of commercial disruption is going to grow with every day that passes. Businesses need to make the tactical decision now to solve their remote working problem. And, as for cost, enabling a single person to work effectively from home for one day delivers a compelling ROI.”
TECHNOLOGICAL INFRASTRUCTURE Your accounting is only one aspect of your business however, & while many businesses are slowing down or shutting up shop for the duration of the crisis, others are just getting into gear. Ahsan Iqbal, Director of Technology at Robert Walters explains, “At the moment, the tech sector has experienced a spike in demand and so –
unlike other industries such as aerospace - no immediate impact has been felt regarding hiring freezes.” While it is still too early to say what impact of coronavirus to hiring and long-term recruitment impact will be, there are already industries that are leading the way towards new opportunities the pandemic has opened up in the tech sphere. Ahsan points out, “The UK was already pioneering work within healthtech and edtech, and now more than ever this will be put to the test. In addition, the technology that underpins remote working – such as cloud computing, business apps, mobile tools, unified communications, project management tools, and video conferencing – will be no doubt be rapidly hiring as demand for their tools increase.” Retailers who didn’t invest in e-commerce will be going through a difficult period right now and will have to assess whether they have the resources to be able to enhance this for future, competitive purposes. “Of the tech roles advertised in the last four weeks, 13% of these were in trade or retail,” Ahsan says. “Other areas of opportunity will be in insurtech, supply chain and agritech – as after health these are some of the industries experiencing the highest level of demand.” Beyond offering services that businesses will find vital throughout periods of lockdown and social distancing, the tech industries also present us with a model for how other business sectors can operate in a way that will be robust in the face of events such as this outbreak. “The tech community is largely global – with different skillsets being used in different locations - and so professionals in the sector are
quite used to using remote communication solutions in order to stay connected with their team or counterparts in other countries,” says Ahsan. “Because of time differences, flexi-hours has always been a part of the IT culture and it is not unheard of to work three or four days a week if timings have been carefully considered to complete projects. In addition, video interviews and remote onboarding is not something that is new to tech professionals – especially contractors who often work away from the team – and so there will be little adjustment during this period.”
A TIME TO LEARN This is not the first crisis many businesses will have weatheredthe 2008 financial crash is still fresh in many people’s minds. During that time a lot of businesses used the downtime to invest in themselves, their facilities, and most of all, the skills of their people. Where business-as-usual is no longer possible, this is an excellent opportunity to retool for what is bound to be a spike in demand when life returns to normal. Joe Crossley, the CEO of leading training provider Qube
Learning, points out that what we do now will affect the shape of business for years to come. Crossley says, “How we act within the current climate is what will encourage positive, strong relationships now and in the future, and this is what all industries should be looking at where viable. We are finding new ways to work collaboratively with our employers to ensure that we can continue to deliver training to students and have moved to an online enrolment process. Our monthly student visits are also now being delivered remotely. No longer are meetings conducted unless they are over the phone or via a conferencing call. We offer remote working lunches with clients which means we can go through the formalities of business whilst keeping it relaxed.” Indeed, to ensure that individuals are still being offered the opportunity to achieve their potential Qube Learning are providing free online courses to all students for six weeks. Businesses need to look at this period not as a shutdown, but as an opportunity to invest and prepare for what comes next.
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GHANA NATIONAL PETROLEUM CORPORATION
GHANA NATIONAL PETROLEUM CORPORATION IS CHARGED WITH ENSURING THE COUNTRY’S HYDROCARBON RESOURCES ARE EXPLOITED FOR THE BENEFIT OF GHANA’S PEOPLE.
EXPLORING & PRODUCING PROJECT MANAGED BY: JAMIE WAITE
The Ghana National Petroleum Corporation was established 37 years ago as the National Oil Company of Ghana with the mission to promote petroleum exploitation and exploration activities, to appraise and develop existing discoveries, and also ensure that Ghana benefits the most from the development of the country’s petroleum resources. BUSINESSFOCUSMAGAZINE.COM
he Corporation once upon a time, regulated all petroleum operations on behalf of the state in addition to being a partner in all hydrocarbon-related projects by equity participation,” explains the Corporation’s COO, James Yamoah. “I believe the Corporation’s selling point lies
in its flexibility to acquire stakes in all upstream development operations within the country. The Corporation has been involved in all petroleum-related activities both offshore and onshore and remains the repository of data and human capital as far as petroleum operations are concerned till date.”
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The Pecan field is only the beginning Pecan will be the fourth producing oil field offshore Ghana and will significantly increase the daily production of the country. But the ambitions of Aker Energy and its affiliated companies AGM and Aker Ghana Investment Company (AGIC) go beyond this. The field is expected to produce around 110,000 barrels of oil per day once it reaches plateau production, supporting Ghana in its quest to become a major oil producing nation regionally in West Africa and globally in Africa. “With the Pecan project, Aker Energy is pushing boundaries that have never been tested offshore Ghana before, by developing a technically complex oil field at record water depths of 2,0002,700 metres. Building on the Aker group’s 180 years of industrial heritage, Aker Energy is committed to make the project reality – a development will undoubtedly bring significant revenues to the country as well as direct and indirect job opportunities for indigenous companies and individuals,” says Mrs. Kadijah Amoah, Country Director of Aker Energy in Ghana. To ensure that these ripple effects become reality, Aker has also established AGIC to deploy know-how and capital purely to develop Ghanaian companies. Mrs. Amoah and the Aker Energy team works closely with the team of both AGM and AGIC to build a true, long-term industry adventure in Ghana. “Aker Energy will naturally deliver on local content requirements, but with AGIC the aim is to go above and beyond this to focus on deploying know-how and capital to areas of the Ghanaian economy that can really deliver additional value. We are currently looking into SME development, in addition to supporting Aker Energy’s dedicated agenda to develop Ghanaian start-ups and suppliers within the oil and gas sphere,” says Mr. Jan Ivar Nielsen, General Manager at AGIC.
The ambition is that AGIC will also assist AGM, an affiliated E&P company operating the South Deepwater Tano (SDWT) block that has the same ultimate owner as Aker Energy and AGIC, if AGM succeeds in its quest to discover the next big development in Ghana. “As we are operating a block located in the deepest waters in the world for oil and gas exploration, AGM is looking to break world records and firmly place Ghana on the frontier map. Of the two exploration wells drilled on the block last year, one discovery well was the deepest well ever drilled offshore Africa. That really showcases how Aker Energy and AGM are pushing boundaries with stellar operational performance,” says Mr. Per-Kjetil Skare, CEO of AGM.
Aker Energy, AGM and AGIC in the new Aker Energy offices in Accra: A workspace meant to cater for significant growth in activity and headcount over the coming years. All the three companies are colocated in Accra and the new office space has even been customised to further strengthen the “One Team” culture within and between the companies and to accommodate anticipated growth in the organizations in Accra.
GLOBAL OPERATIONS, LOCAL OPPORTUNITIES Whether we’re working in Mauritania or Ghana, Senegal or São Tomé, Kosmos aims to source people and services locally, creating broadbased economic benefits. We believe hydrocarbon development should be an engine of opportunity for all.
Established in 2011 as a subsidiary of Swiss Africa Petroleum A.G. of Switzerland, Swiss African Oil Company Ltd. (SWAOCO) is a mid-tier independent exploration and production company focusing on hydrocarbon production along the eastern continental margin of Ghana. Currently, SWAOCO seeks commercial petroleum production in the 3,000 square kilometer On-/Offshore Keta Delta Block, which straddles about 65 km of the eastern-most coastline, together with partners GNPC and Pet Volta Investments, stakeholders, and through contractors and suppliers. The business objective is simple: To create responsible, shared prosperity and value for all stakeholders. SWAOCO products and services are two-fold, these center on the development and production of commercial petroleum from ground-to-market concurrent with promoting, supporting, and sustaining oilfield
employment, education, and expertise transfer within operational areas. Strong local content at the equity, management, staff, and supplier levels ensure operational integrity and the use of up to date technologies, while such technology value and its limitations are shared with stakeholders. As a good corporate citizen, SWAOCO highly respects the physical, social, cultural, and economic environment in areas of its operation through community engagement. Maintenance of a wholesome, effective and pleasant work environment is fundamental to the SWAOCO corporate identity within Ghana society. SWAOCO personnel and facilities in Accra and in Alakple reflect this attitude.
Alapkle Field Offices
Accra Head Offices
Accra E & P Offices
Amni International Petroleum Development Company Limited (Amni) is an Independent Oil & Gas Exploration & Production (E&P) company with its head office in Lagos, Nigeria. Amni is proud to be one of Nigeriaâ€™s leading Independent Oil Producing Companies. Over 25 years, Amni has pioneered the participation of independent companies in offshore oil and gas fields in West Africa. From undertaking the acquisition and interpretation of seismic data, to drilling exploration and appraisal wells, to installing facilities and operating production platforms and export terminals, Amni has gained considerable experience in the complete E&P life cycle. Amni has entered a new growth phase as it actively seeks out additional assets, expanding into Ghana and other parts of Africa as the first part of this plan. Amni sees great opportunities in West Africa with the multiple basin assessments and discoveries and will actively seek out exploration and production opportunities in the region.
Head Office 1377 Tiamiyu Savage Street Victoria Island Lagos, Nigeria Email: email@example.com Tel: +234 1 904 9870 - 75
Ghana Office HNO 11, White Avenue Airport Residential Area Accra, Ghana.
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GHANA NATIONAL PETROLEUM CORPORATION
“I BELIEVE THE CORPORATION’S SELLING POINT LIES IN ITS FLEXIBILITY TO ACQUIRE STAKES IN ALL UPSTREAM DEVELOPMENT OPERATIONS WITHIN THE COUNTRY.”
James Yamoah Chief Operating Officer GNPC
The business also represents an essential collaboration between its stakeholders in both business and government. “Our broad consensus amongst industry stakeholders, particularly policymakers and legislators is also a selling point,” Yamoah points out. “GNPC’s commercial leadership of the oil and gas industry is critical to producing positive impacts across the energy value chain in Ghana and the wider national economy.” The Corporation works with the mandate of the Petroleum [Exploration and Production]
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GHANA NATIONAL PETROLEUM CORPORATION
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GHANA NATIONAL PETROLEUM CORPORATION
Law, 1984, PNDC Law 84, which was enacted to provide the regulatory framework for the exploitation of Ghana’s hydrocarbon resources. As it was originally envisaged, the Corporation would be structured around five main functional divisions with four staff departments. Over the years the structure of the company has been reviewed and refined and currently, the business incorporates a wider scope of activities consistent with the Corporation’s evolving strategy. Today GNPC employs 300 members of staff and has a sevenmember Board of Directors, appointed by the Ghana Government, which exercises oversight responsibility for the Corporation and gives it policy direction. Indeed, Yamoah tells us that being a nationalised corporation offers the GNPC a number of key advantages. “GNPC’s active participation in all petroleum operations in Ghana (backed by law) on nonoperated assets: the extensive nature of our mandate to participate in the whole oil and gas value chain and our exclusive rights to enter into any open area to perform E&P operations on our own with favourable terms plays to our advantage,” he explains.
TAKING CREDIT While GNPC is in a strong position, the task ahead of it is no small one, especially as the Corporation has set itself the goal of becoming a completely financially independent entity. “In the future, we want to achieve GNPC financial independence by 2026 and secure GNPC’s longterm financial sustainability,” Yamoah tells us. “We also want to achieve this by improving
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Tullow Ghana is a subsidiary of Tullow Oil Plc, an independent oil exploration and production company headquartered in London. Tullow began operations in Ghana in 2006. Tullow Ghana has interests in two exploration blocks – Deepwater Tano and West Cape Three points. It operates the Jubilee Field on behalf of the Jubilee partners made up of TGL, Kosmos Energy, GNPC, Anadarko petroleum and PetroSA. Jubilee, Ghana’s first producing oil field, lies 60 km offshore Takoradi in the Western region of Ghana. It was discovered in 2007 and produced first oil in December 2010. The Ten project is Tullow Ghana’s second major oil development, located in the deep water Tano block around 60 km offshore, Western Region. The plan of development is to develop gross reserves of 300 million barrels of oil equivalent and produce up to 80,000barrels of oil equivalent daily and approved by the Ghana government in 2013. TEN First Oil was achieved on time and on budget in August 2016. In May 2017, Tullow Ghana achieved 200 millionth barrel of oil from the Jubilee Field and in January 2019, the TEN Fields marked the 50 millionth barrel milestone. Tullow has committed to supply 200 billion cubic feet of Gas at no cost to the Government of Ghana to support power generation for homes and businesses. A total of 100 bcf of Gas has been supplied. TULLOW GHANA STATEMENT OF SUPPORT FOR GNPC “The Ghana National Petroleum Corporation, (GNPC), Ghana’s national oil company and one of Tullow’s JV partner, remains a key driver in ensuring that Ghana benefits the most from the development of the country’s petroleum resources. Their belief in Ghana and commitment over the last 36 years in opening, promoting, developing and growing Ghana’s upstream petroleum sector and related activities has placed Ghana in the group of emerging market economies. Keen to innovate, GNPC continues to consider opportunities to propel it to greater heights not just in the upstream sector but in other areas such as education, health and sports where they support and touch the lives of many Ghanaians. Following the “unique and rare” Jubilee find in 2007, GNPC has been a dependable partner for Tullow in the technical and social performance areas. Together, much has been achieved and we look forward to further collaboration and greater success in the future.
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VITOL Vitol is a major partner, alongside Eni and GNPC, in the Sankofa integrated oil and gas project, 60km off the coast of Sanzule. The Sankofa gas project will generate $7.9 billion of foreign investment in Ghana benefitting both the Ghanaian energy sector and the wider economy. The non-associated gas will deliver between 180 and 250 million standard cubic feet per day (mmscfd) of locally produced, clean and highly reliable gas to Ghana for decades. This is enough gas to power over 50% of Ghanaâ€™s current thermal power demand whilst cutting carbon emissions by 1.6 million tons per year. Piped from state-of-the art facilities built to ensure a highly reliable supply of energy at all times, Sankofa gas is regularly used to compensate for interruptions in supply of significantly less reliable gas from other projects and imported gas. Sankofa has enabled a major upgrade to multiple parts of the Ghana gas national infrastructure, significantly improving how energy is distributed around the country. Today, the net cost of gas is around $6/ mmBtu, taking into account the Ghanaian stateâ€™s share and royalties. This has the potential to decrease further overtime as the Sankofa partners pay significant taxes to the State, making Sankofa gas a highly competitive and a beneficial fuel for the country.
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GHANA NATIONAL PETROLEUM CORPORATION
operational efficiency and commercialise our core and non-core activities to generate revenue. We are working to become a standalone operator and transition into an energy company.” Being a state-owned entity brings challenges as well, particularly when it comes to making decisions to guide the course of the business. “Owing to the fact that the Ghana National Petroleum Corporation is a State Agency with major recourse to key stakeholders such as the Ministry of Energy, Ministry of Finance etc; approval and decision gates can be lengthy,” Yamoah admits. “This affects the turnaround time of the Corporation to sometimes meet critical decision timelines. The Corporation’s financial activities are dependent on the Government’s timelines until 2026 and approvals with releasing funds allocated for the Corporation’s needs, and this can be challenging sometimes.” For this reason, alongside the Corporation’s quest for financial independence, GNPC is beginning to look for alternative sources of financing for their projects, which means positioning the company in such a way that it presents an appealing prospect to potential financiers. “The Corporation has conducted its operations in a manner that is considered credit-worthy in the sight of financial houses, hence if need be for the Corporation to source funds from the investment community, there should be little resistance,” Yamoah explains.
Presentation of Certificate of achievement to BGP-BAY local worker by the GNPC Deputy Audit Manager, Mr. Eric Osei-Afriyie & BGP-BAY Country Manager, Mr. Yu Fei.
A POOL OF TALENT Of course, no business can be credit-worthy without a strong team of people behind it, and
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GHANA NATIONAL PETROLEUM CORPORATION
GNPC and BGP-BAY team at the celebration of the 2 million LTI free of the Voltaian Basin Project at the Basecamp in Atebubu.
for Ghana National Petroleum Corporation its people are its most valuable resources. “Quality employees are recruited using various strategies such as engaging world-class HR recruiting firms with clear terms of reference issued by the Corporation, sourcing graduate trainees from the universities through a robust screening exercise, and also through job fairs during local and international conferences,” Yamoah says. “Over 85% of
“THE CORPORATION IS ALSO EXPLOITING OPPORTUNITIES TO GROW ITS RESERVES AND DIVERSIFY INTO OTHER PRUDENT INVESTMENTS.” BUSINESSFOCUSMAGAZINE.COM
our current staff have been trained to post-graduate level. Most of these postgraduates received sponsorship by the Corporation. This is a clear testament of the Priority given to staff as far as human resource development is concerned. The Corporation, aside from offering post-graduate training to its employees, also sponsors personnel in both on-the-jobtraining through attachments and secondment agreements with our Joint Partner IOCs, and also participates in industryrelated training programs.” With this rich pool of talent, strong financial credentials and the backing of the Ghanaian government, the Ghana National Petroleum Corporation is well set for the future, and they have big plans for that future. Yamoah confides in us about a number of big plans the company has going forward, including strategic farm-ins (commercial interest) for existing exploration and production projects,
the strategic acquisition of commercial stakes in new blocks, new standalone petroleum operations, the upcoming internationalisation and an increase in participating interests in exploration and production projects. The Corporation is also going to be looking into leveraging opportunities in the gas value chain, as well as monetising service provision and improving the revenue generation capacity of the business’s subsidiaries. However, while there are a wide number of arenas where GNPC is looking to expand and develop, it still hasn’t lost sight of its core mission. “Amongst the many projects mentioned above, the Corporation’s central and strategic vision is exploring the ongoing Voltaian Basin project,” Yamoah says. “The Corporation is also exploiting opportunities to grow its reserves and diversify into other prudent investments.”
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BLAISE DIAGNE INTERNATIONAL AIRPORT
AS IT ENTERS A NEW DECADE, BLAISE DIAGNE INTERNATIONAL AIRPORT HAS OPENED THE DOOR TO A NEW AGE OF PROSPERITY FOR SENEGAL.
PROJECT MANAGED BY: GARY SMITH
Blaise Diagne International Airport opened in the December of 2017, just over two years ago. The state-of-the-art airport featured 42,000 square meters or passenger terminal as well as 12,800 square meters of the cargo terminal. It has a capacity of 50,000 tons of cargo handling, and over 80,000 aircraft movements every year, marked the facility out as a state of the art, an ambitious achievement that would be a boon to Blaise Diagne’s air infrastructure.
hen it opened, Blaise Diagne International Airport symbolised a much-needed investment in Senegal’s air traffic capacity, replacing the old Léopold Sédar Senghor International Airport that was already struggling under demand. From the drawing board onwards Blaise Diagne International Airport
was a facility designed to offer a long-term solution to these challenges, boosting intraAfrican economic activity. Beyond that, however, Blaise Diagne International Airport proved to be a keystone in resolving the long-standing issue of low aviation connectivity across West and Central Africa. Over the last two years, Blaise Diagne International Airport has only become more essential to the nation, and its importance looks like it will only continue to grow. The International Air Transport Association has forecast that over the next two decades the average annual air passenger traffic will increase by as much
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Expertise in matters of construction in Senegal and West Africa Since 1948 SOCOCIM is building Senegal
SOCOCIM INDUSTRIES SOCOCIM Industries is more than 70 years of proven and recognized expertise at the service of construction in Senegal and in the West African sub-region. The rich experience of SOCOCIM INDUSTRIES, added rigor and quality, has earned the ISO 9001 and ISO 14001 certifications, and the recognition of its cements by the European Community. SOCOCIM is thus the only cement plant in West Africa to obtain these three industrial references. Leading cement plant, SOCOCIM Industries provides a diversified range of products to satisfy all requests of its customers Today SOCOCIM INDUSTRIES assists its customers and partners with sound advice and a wide range of cements, up to 3.5 million tons per year, which responds effectively to all construction needs. It is also a point of honor to the societal aspect with the creation of the SOCOCIM Foundation which is involved with the Senegalese associations and is involved in economic projects, cultural and social. SOCOCIM INDUSTRIES KM 33 ANCIENNE ROUTE DE THIES RUFISQUE/SENEGAL 00 221 33 839 88 88/60 EMAIL: firstname.lastname@example.org
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BLAISE DIAGNE INTERNATIONAL AIRPORT
as 5%. If Senegal and Africa as a whole are to continue to thrive, then they need to make the most of their ability to expand transport infrastructure. Blaise Diagne International Airport has been a flagship development for this project, with a design that caters to a thoroughfare of around 3 million passengers every year, providing a knockon boost to Senegal’s economy.
BUILDING CONNECTIONS Blaise Diagne International Airport was a $574 million project offering Senegal efficient, clean, comfortable facilities constructed with stylish, visually pleasing architecture. Still, the airport has also faced challenges. Positioned 40 kilometres away from the nearest city, Dakar, the airport was only accessible by a pricey toll road, which many citizens locally complained was a worse arrangement than the comparatively local older airport. However, business travellers have given the
airport a warm reception, and it has already plaid a vital role in President Macky Sall’s Emerging Senegal Plan to upgrade Senegal’s economy. Last year plans were unveiled for the construction of a highspeed railway to connect Dakar and Blaise Diagne International Airport down to a 45 minutes rail journey. Turkey’s Yapi Merkezi Group has been chosen to build this vital railway project alongside France’s Eiffage and Senegal’s CSE. Blaise Diagne International Airport has also been working to expand and build the fleets of planes that will take passengers to and from its state-of-the-art air transport hub, including an Airbus 330neo, that arrived in Dakar on the 31st of January last year. It was the first of its kind to be based in Africa and was formally presented to the Senegalese President in a special ceremony. From this June, Air Senegal will launch three-times-weekly flights from London Stansted to
“FROM THIS JUNE, AIR SENEGAL WILL LAUNCH THREE-TIMESWEEKLY FLIGHTS FROM LONDON STANSTED TO BLAISE DIAGNE, OFFERING THE UK’S ONLY NON-STOP ROUTE TO DAKAR.” Blaise Diagne, offering the UK’s only non-stop route to Dakar. This new flight route will use an A321 with the economy and business class cabins, including fully-flat beds in business. This latest flight will be added to the ones Air Senegal is already running to and from Blaise Diagne from Barcelona, Paris and Marseilles, on top of their intra-African routes. “We are delighted that Air Senegal has chosen London Stansted for their first and only
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direct service from the UK to Dakar,” said Aboudy Nasser, Stansted’s chief commercial officer. “We know that 400,000 people in London Stansted’s catchment area currently travel to Dakar and other key African cities every year from other UK airports, so this new service will not only provide greater choice but help cut down unnecessary journeys. The flight will also provide people and businesses with the opportunity to connect onto flights to several countries across Africa via its Dakar hub, including the Gambia, Sierra Leone, Cape Verde, Ivory Coast, Mali, Republic of Guinea and Nigeria.”
A GROWING ECONOMIC FOOTPRINT As well as connecting to airports across Africa and the world, Blaise Diagne is also having a knock-on effect in Senegal itself. Agreements are in the process of being finalised for a new port and economic zone in Dakar that will support the economic growth of Senegal by developing Dakar into a major logistics hub and gateway to the west and north-west Africa. This is a possibility that has only been made possible thanks to the work Blaise Diagne has performed as a transport hub. “The economic zone in Dakar will serve as a great aggregator of cargo, creating a hub for African exporters and importers and generating value for Senegal and businesses in the region,” said Bin Sulayem, Group Chairman and CEO of DP World, the company behind the project. “We discussed the great progress of the Senegalese economy and the role DP World can play in the development of a port and economic zone serving west and north-west Africa.” DP World’s development of the Port de Futur will see it developed into a multi-purpose port that will
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include economic and logistics zones adjacent to Blaise Diagne International Airport, taking advantage of its locality. Blaise Diagne’s proximity enables the development of the port, the construction of a modern north-west container terminal capable of handling the largest container vessels in operation today, in a seabound project that mirrors Blaise Diagne’s addition to the country’s air infrastructure two years ago.
“THE ECONOMIC ZONE IN DAKAR WILL SERVE AS A GREAT AGGREGATOR OF CARGO, CREATING A HUB FOR AFRICAN EXPORTERS AND IMPORTERS AND GENERATING VALUE FOR SENEGAL AND BUSINESSES IN THE REGION.” Like Blaise Diagne, Port de Futur will allow for the creation of cargo and free movement of goods to support Senegal’s ‘Plan Senegal Emergent,’ and together the port, airport and new economic and logistics zone will unleash new trading opportunities to bring about economic diversification and boost non-resource exports from the country. This is part of a national plan to reinforce Senegal’s place as a trade and investment hub for West Africa, attracting new foreign direct investment to the country.
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KRABI INTERNATIONAL AIRPORT
BUILT DURING THE SECOND WORLD WAR, KRABI INTERNATIONAL AIRPORT IS CHANGING TO BECOME ONE OF THE MOST HIGH-TECH AIRPORTS OUT THERE.
THAILAND PROJECT MANAGED BY: GARY SMITH
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KRABI INTERNATIONAL AIRPORT
Krabi Airport was built during the Second World War. Known to local people in Krabi as “Khuan Airport”, it was a simple gravel airport situated on a low hill. After the War, the airport fell into disuse until 1983, when the Krabi municipality collaborated with the private sector to jointly invest in the construction of the Krabi Airport at Nuea Khlong Subdistrict in 1986.
he Bangkok-Krabi-Bangkok inaugural flight took place on the 15 June 1986. After flying for about three months, the Department of Commercial Aviation conducted a survey of additional land purchases and renovated the entire airport. Construction on this new incarnation of the airport began in the fiscal year 1993 and was completed with the official opening of the airport on July 10, 1999. The second passenger terminal building was completed in 2005 and has since been renovated. The facility is able to park four aircraft at the same time. As the airport experiences increasing traffic volume, challenging their facilities, the Department of Civil Aviation has further developed Krabi Airport by renovating the old passenger terminal to be an international passenger terminal, separated from the current passenger terminal. A new bridge has been installed creating a connection between the buildings while the
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parking lot has been expanded to accommodate four large and six small aircraft at once. Today Krabi serves both domestic and international flights through airlines such as Thai Airways Public Company Limited on the route Bangkok-KrabiBangkok, Thai Air Asia Routes Bangkok-Krabi-Bangkok, Kuala Lumpur-Krabi-Kuala Lumpur and the Thai Tiger Air SingaporeKrabi-Singapore route.
ADAPTING TO CHALLENGES While Krabi is working hard to be known for the high-tech, state of the art facilities they are in the process of installing, it is worth noting that the airport has the know-how and ingenuity to continue functioning even when that technology fails them. In 2016 the airport was plunged into
darkness for six hours after the Provincial Electricity Authority shut down power to the area for maintenance. While Krabi had been notified of the power outage two days ahead of time, when they attempted to activate their back-up generators, those generators failed. With no access to immigration databases, Krabi International Airport staff were forced to write down the details of 2,000 passengers by hand to be vetted later. It is an experience the airport does not want to repeat, and they have announced they will rent generators in future to prevent another blackout occurring.
AN AIRPORT FOR THE 2020S However, as it always has, Krabi is continuing to grow
“WITH ABUNDANT NATURAL RESOURCES AND TOURIST ATTRACTIONS OF NATURAL BEAUTY, KRABI HAS GAINED INCREASING POPULARITY AS A TOURIST DESTINATION.” and develop itself using the latest ideas and technology. Recently the airport announced it would be installing self-service technology provided by SITA in line with its ambitions to become a regional aviation hub. The new development will involve investing in SITA’s common-use passenger processing (CUPPS) platform, along with self-service
BUILDING A BETTER FUTURE
CHRISTIANI & NIELSEN (THAI) PUBLIC COMPANY LIMITED Tel. +66 (0) 2338 8000 www.cn-thai.co.th
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KRABI INTERNATIONAL AIRPORT
check-in kiosks at domestic and international terminals. The airport’s director, Attaporn Nuang-udom, said of the investment, “This investment in common-use infrastructure provides greater flexibility to international airlines operating from Krabi Airport and optimises terminal facilities while improving the passenger experience at the airport. This strategic move is also aligned with our goal to uplift the image of the airport, upgrade its Airport Service Quality (ASQ) rating to international standards and keep abreast with new technology and future trends.” Nuang-udom is also a big believer in the airport’s potential, having said, “Krabi province has a geographical advantage as it is situated between the spectacular Andaman and Gulf of Thailand coasts. With abundant natural resources and tourist attractions of natural beauty, Krabi has gained increasing popularity as a tourist destination. Last year, Krabi saw more than four million visitors from various countries including China, Singapore, Malaysia, the UK, Russia, and South Korea, and over 30,000 flights departed from Krabi Airport.” SITA’s president for the Asia Pacific, Sumesh Patel added, “We are pleased to work with Krabi Airport and Samart Telcoms to bring the benefits of common-use technology, which will enhance the experience for both passengers and airlines. We look forward to continuing our strategic partnership to future-proof Krabi Airport, as it grows and expands to become a regional aviation centre over the new few years.” That is only the beginning of the developments Krabi has planned. Krabi is working on the construction of Terminal 3 and
the renovation of Terminals 1 and 2 to increase their capacity from 1,500 passengers per hour to 3,000 passengers per hour. The plan also includes the construction and expansion of the aircraft parking bays, reaching the point where Krabi will be able to accommodate as many as 40 aircraft at once.
THE FOUR-YEAR PLAN This plan to construct a new terminal is part of Krabi’s four-year plan, doubling their passenger capacity per hour and allowing more planes than ever to park at the facility while implementing cutting edge customer experience improvements such as self-bagdrops, biometric identification checks and doing everything that can to consolidate the airports position as a regional aviation centre and key gateway between Thailand and the rest of the world. This development is possible thanks to a 6.6-billion-baht investment for the construction of the new terminal and the renovation of the airport’s existing terminals and car park, as well as the expansion of the aircraft parking bays and of course, the extensive renovation of the airport’s electrical power infrastructure to support these massive improvements. It is estimated that work on this project will finally reach completion in 2022 when the airport will be capable of serving up to 3,000 passengers an hour. This airport will be the perfect gateway to Thailand, technologically state-of-the-art while offering the very height of hospitality. The airport has come a long way from the gravelled military airbase it started out as, and soon it well may be an example to follow for airports all around the world.
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RHEINMETALL DENEL MUNITION
WE LEARN HOW A SOUTH AFRICAN MUNITIONS COMPANY IS PREPARING FOR INDUSTRY 4.0, DESPITE THE UNIQUE CHALLENGES THEIR SECTOR FACES.
READY FOR 4.0 PROJECT MANAGED BY: MALVERN KANDEMWA
Rheinmetall Denel Munition assists in upholding the national security of many countries that rely on them to provide the means of defence against various threats. However, this wasn’t always the case. This company used to be a collection of four companies, whose only customer had been the South African government, but they learned the hard way not to leave all their eggs in one basket.
he Border War had ended,” recalls Sashen Govender, the Head of IT for the company. “Given that the government was our sole customer, our revenue dried up overnight. By 11 years ago we were bankrupt, running at a 5-million-rand loss.” Very quickly the company realised it would need to diversify. “We did all sorts of strange things to keep the lights on, incubators for rearing Ostrich eggs, paint manufacturing, even high-volume water pipes for municipalities - things like that,” Govender tells us.
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“A DECISION WAS MADE TO SAVE WHAT WAS AND IS CURRENTLY SEEN AS A PIVOTAL NATIONAL ASSET, WHICH INVOLVED THE SALE OF THE HOLDING SHARE TO WELL-ESTABLISHED ARMS AND AUTOMOTIVE MANUFACTURING GROUP KNOWN AS RHEINMETALL.” Even today the company manufactures several specialised product lines for different sectors, including shaped charges and oxygen candles for Mining. However, 11 years ago it was decided that for the company to thrive it would have to concentrate on its strengths. “A decision was made to save what was and is currently seen as a pivotal national asset, which involved the sale of the holding share to well-established arms
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RHEINMETALL DENEL MUNITION
and automotive manufacturing group known as Rheinmetall,” Govender says. “Much of the revenue generated thereafter was invested back into the facilities for a number of years just to remediate the dilapidated state of the production facilities. Rheinmetall received their first profit share payment around three years ago.” Today Rheinmetall Denel Munition is a world leader in the design and manufacture of artillery, rockets, missiles and aircraft bombs, boasting a turnover of 3-4 billion rands per year. The lesson Rheinmetall Denel Munition took from this turnaround? That it’s important to be flexible enough to adapt to a changing world, and the world is changing at a faster pace as we advance. Call it the 4th Industrial Revolution, Industry 4.0, the Internet of Things, whatever name you give it, the next wave of technological innovations is going to change the manufacturing sector forever.
UNIQUE CHALLENGES Govender was brought into the company to help them prepare for that revolution, but he would discover that this sector was one faced with unique challenges. “I was brought into the company to digitise manufacturing. When I first arrived there was very little in the way of digital processes, very little thinking it would be needed in this market. But our previous MD, Norbert Schulze, believed if you do not adapt,
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“I WAS BROUGHT INTO THE COMPANY TO DIGITISE MANUFACTURING. WHEN I FIRST ARRIVED THERE WAS VERY LITTLE IN THE WAY OF DIGITAL PROCESSES.” BUSINESSFOCUSMAGAZINE.COM
you will die,” Govender says. “If you look at our sector, much like the pharmaceutical industry, we have to keep a complete build history of our products from steel to shell and everything in between. That information is given to our customers and in the event of a defect, it becomes the primary source of evidence in determining the problem’s root cause. A pivotal step in our Industry 4.0 drive was the digitisation of our product build history. Part of the solution involved utilising using
HTML 5 to create web interfaces for validated data capture, other strategies are focused on workflow technology that upholds production process quality. It’s not just about giving our customers a quality product at the end, but also owning a quality production process.” Where RDM takes onboard new technological trends, it’s usually with a twist all of their own. “Being in the aerospace and defence sector means we are not able to embrace the cloud in the same manner as the
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majority of tech companies out there,” Govender admits. “This is due to the stringent data sovereignty regulations that we are legally required to abide by. We instead choose to rely on a similar concept ‘local network of things’. Where traditional IOT sees smart devices pushing data into cloud-hosted data stores, we instead rely on purely local database systems to house this information, with minimal internet data transmission.” South Africa’s regulatory environment can also be a challenging factor for Govender. “Let’s start with the Explosives Act,” he says matter-of-factly. “This act is the Explosives Act of 1956. One of the problems is that it’s so outdated. I work in IT and my responsibility is to digitise production and to go back a little bit, one site alone is 550 hectares. These sites are massive with around 500 buildings per site. The
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Explosives Act actually says you’re forbidden to have wireless technology on-site, so we have to invest in fibre on site. If I put in Wi-Fi it is a violation of the Act. So I constantly look for technologies that can work around these constraints. But in cost-effective methods, we’re changing the topology of our network so that we have to use fewer cables.” Necessity is the mother of invention, and it has to be said that Rheinmetall Denel Munition is a company that drives innovation as a core focus, a focus that they credit with helping them recently break the world record for artillery range and accuracy.
LOOKING FORWARD But they aren’t going to stop there. Talking to Govender it’s clear he has big ideas for how Rheinmetall Denel Munition can embrace new technologies.
RHEINMETALL DENEL MUNITION
“BEING IN THE AEROSPACE AND DEFENCE SECTOR MEANS WE ARE NOT ABLE TO EMBRACE THE CLOUD IN THE SAME MANNER AS THE MAJORITY OF TECH COMPANIES OUT THERE.”
“These are technologies we would like to embrace in the near future,” he says. “We are confident that even in limited applications, they could provide unprecedented benefits. For instance, machine learning to predict breakdowns of machinery leads to increase overall output and shorter time to the customer. Due to the complexity of our production process, it is very costly to duplicate production lines. Bottlenecks can seriously hamper our production while being remediated. With machine data capture and machine learning, production systems will be able to alert us to upcoming potential breakdowns. Blockchain has another potential use case in maintaining the authenticity of our build history, our single source of production truth”. Govender’s job is not just about utilising and adapting technological solutions. It’s also about how to acquire those technologies in the first place. “I know most businesses would describe themselves as ‘unique’,” Govender admits. “I guess the differentiator would be the scale at which we adopt non-standard business processes. In our line of work, one cannot expect to find off the shelf software solutions for the vast majority of our manufacturing processes. This leads us to develop in house or utilise specialised design companies.” Rheinmetall Denel Munition’s story is one of the specialised solutions for specialised problems. There’s no telling what the next major change will be, but it looks like RDM will be ready for it.
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SOBHA REALTY TELLS US HOW THEY HAVE MADE LUXURY HOMES ACCESSIBLE FOR A WIDE RANGE OF CUSTOMERS.
EVERYONE PROJECT MANAGED BY: JAMIE WAITE
Sobha Realty was established in 1976 as an interior decoration firm in Oman by PNC Menon. It grew over time with developments and investments in the UAE, Oman, Bahrain, Bruneil and India. Over the last 40 years, Sobha Realty has leveraged its in-house capabilities of conceptualisation, design and development to define the real estate value chain.
obha Realty has seen unprecedented growth since we launched our Dubai presence in 2005,” explains Jyotsna Hedge, President of Sobha Realty. “We will be a billion-dollar company in the next three to five years and as a company with dominance across the domestic market in the U.A.E, we are continuing to
grow and develop our vision for our flagship scheme, Sobha Hartland.” Globally, Sobha Realty and Sobha Ltd. employ over 28,000 people and work hard to find the right artisan and craftsman for each job so that they can continue to deliver homes of unparalleled quality. “Over the past four decades,
we have delivered over 100 international projects which amount to more than 100 million square feet of residential and commercial space,” Hedge says. “Which is quite a legacy to take forwards.” It has been a strong year for Sobha Realty in Dubai. The company hit sales figures of over £225 million (1 billion AED) in the first six months and is steadily on track to achieve £450 million (2 billion AED) overall this year, a fantastic progression from the total £135 million (600 Million AED) the company achieved last year. “Our company’s goal is working towards achieving a target of £670 million (3 billion AED) in sales annually, a goal that I think which can be
achieved in the coming three to five years,” Sobha says.
EVERY HOME A LUXURY The numbers are only part of the story, however. Sobha Realty’s real goal is to build homes that people want to live in, not just good-looking products. Sobha Hartland caters to a range of customers and has a variety of products at different price points on offer, a strategy which is translating into steady sales and continued demand from all market sectors. “By being the only backward integrated real estate company in the world, we can control every element of the design, development and delivery of each home, which is a unique strength,” Hedge says.
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“OVER THE PAST FOUR DECADES, WE HAVE DELIVERED OVER 100 INTERNATIONAL PROJECTS WHICH AMOUNT TO MORE THAN 100 MILLION SQUARE FEET OF RESIDENTIAL & COMMERCIAL SPACE.” “Sobha has a rich heritage of craftsmanship and we want each home we build to be on an exceptional standard, whether you are buying a studio apartment or a bespoke villa.” What marks Sobha apart from other developers is its ability to execute world-class luxury products in a timely fashion. This has led to Sobha having a well-respected name and brand strength across the UAE, India and the UK. “We can ensure each home is of exceptional quality and because we manage every part of the supply chain, our buyers can trust the end product they receive,” Hedge says. Every Sobha home is a top-end luxury product and Sobha strives to provide an array of products in various styles and sizes for its buyers to choose from so that a customer’s budget does not limit the quality of product available to them. “This year at Sobha Hartland we have seen high demand for our luxury apartments which offer views over Downtown Dubai, which prompted the release of our new tower Creek Vistas Reservé,” Hedge observes. “Our homes are competitively priced for the Dubai property market
and many customers comment on the quality of property available. A growing sector for us is our European and British buyers, as we launched the Sobha Global Studio on Park Lane earlier this year. Since then, we have seen a steady increase in British Buyers who are buying our entry-level homes for investment, up to our premium waterfront villas as luxury holiday homes, with over £20 million of properties at Sobha Hartland sold in the past four months to British buyers.”
A GUIDING VISION Sobha Realty is also paying close attention to emerging growth drivers for the UAE such as the Far East markets, finding ways to adapt its products to suit this new sector and keep the company agile in the real estate industry. Across all the markets Sobha is involved in the company builds and runs its own factories, allowing them to ensure there is a product to match demand and ensure its homes are always the priority. It’s a strategy and vision guided by Sobha Realty’s founder and Chairman PNC Menon and his values and worth ethics which are part of the company’s DNA. Because PNC Menon is so quality-driven and leads by example, it inspires each employee to work to their best ability. “We also seek to find the potential in each employee and help them to thrive, which is why so many of our employees choose to stay within the company and grow their careers here,” Hedge says. “By focusing on internal mobility, we create an environment where an employee can develop their strengths and widen their experience to achieve their best potential. This leads to a highly competent and skilled workforce, and one that
is truly invaluable.” PNC Menon’s leadership will take the company to realise some exciting plans, depending on where the market goes. “We are considering a further project in Dubai, and equally we are considering possible projects in the UK as the opening of our Studio in Mayfair has been very positive,” explains Hedge. “The next big market we would like to break into is North America given the scale of the opportunity. As always, we do not feel rushed at Sobha and whichever project we undertake next it will be with the same determination, skill and craftmanship we have honed over the past four decades.” However, as well as looking to the company’s future, they are working to preserve their legacy, so that the brand name of Sobha Realty and its homes are here for good. And they mean “For good” in every sense of the word. “A company of our size must be a socially responsible corporate citizen on a global level,” Hedge says. “Sobha is dedicated to helping those less fortunate through our Corporate Social Responsibility initiative, the Sri Kurumba Trust. This trust improves the living standards, quality of life and unique opportunities available to the poorest families living in Kerala, India.” The trust focuses on education and healthcare for over 4,500 families who live below the poverty line and is committed to supporting these families as they grow. Hedge concludes, “Helping those less fortunate is very close to Mr PNC Menon’s heart and by leading by example, he encourages each of us to consider how we can make a positive impact on other people’s lives.”
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TAMBOUR TEACHES US THAT THERE’S MORE TO PAINT THAN WE EVER SUSPECTED.
BUILDING ISRAEL FOR OVER 80 YEARS PROJECT MANAGED BY: GLEN NEWTON
Herbert Samuel hotel in Tel Aviv built with Tambour’s gypsum products
Tambour was founded in Israel in 1936 by a German family who had immigrated to Israel 12 years before its independence, they set up a paint company that would have a diverse range of markets. Tambour is owned by Kusto group, a Singapore based diversified holding company, operating in the industrial sector across the world, owned by Yerkin Tatishev.
e make a wide variety of paints and coatings starting from Decorative paints and renders for internal and external walls, we produce Special effects for walls, paints for wood, for metal, also high-quality industrial paints like protective coatings for Heavy-duty maintenance, paint for buildings and marine use, paint for road marking, Epoxy flooring, special paints for military use, Polyurethane paints for electronic cases and devices, electro-static powder paints for aluminium frames and metal, Etc.” explains the company’s current CEO, Micha Scharir. “We produce these products through our very rare, experienced Research and Development team that helps us to give solutions for all sorts of paint scenarios.” This research & development amount to much more than simply mixing new colours or developing a shinier gloss. “Tambour is also producing emulsions which is one of the most important raw materials for paints and adhesives and we’re the only company in Israel that’s doing it. It’s important to mention that most of our products are water-based with low VOC,” Scharir says. “As the leading construction materials producer company in Israel, we are committed to sustainability and improving the quality of life and the environment in which we and our families live.”
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The Tambour factory is the biggest paint factory in Israel
Micha Scharir CEO, Tambour
Far beyond simply giving you something to redo the bedroom walls with, Tambour’s products are invaluable, specialist, technical products for the industrial and construction sectors. “In the last ten years, we have also built a much stronger position in construction materials. This has been one of our growth engines,” Scharir says. “in 2006 we purchased Gesher Gypsum which was by that time the only gypsum plaster producer in Israel, in 2010 we made a significant investment of approximately 50 million USD and established a new factory that started to produce gypsum plasterboards. In a short space of time we succeed to gain a significant market share in Israel competing head-to-head with one of the world biggest names in this market.” In this factory, we produce a wide range of high-quality gypsum boards for internal and external use.
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Today the company is making a big investment, led by the Kusto group, in the south of Israel by building a new automated modern facility for the production of cemented and gypsum powders, which will produce plasters, adhesives, waterproofing, and other products for construction and rehabilitation. We are also investing in renewing our emulsions production facility. Scharir tells us. “We aim to be a one-stop-shop for construction finishing in Israel. We have five production sites around Israel, in the south, in the east and the north of the country. We’ve approximately 750 employees in Israel”. From the middle of 2018, we own also 100% of Zetagi (Veneziani) a well-known Italian company which is one of the biggest local players in industrial protective coatings, the company production site located in the north of Italy. We’ve purchased Zetagi as part of our plans to expand our activity worldwide.”
WEALTH OF EXPERIENCE Tambour’s operations are all built upon a firm foundation of years of experience.
“WE HAVE A LOT OF KNOWLEDGE GAINED OVER THE YEARS, A LOT OF EXPERIENCE, DRAWN PRIMARILY FROM THE COMMUNITIES WE ARE LIVING WITH.” 54 | BUSINESS FOCUS MAGAZINE
A technician at work in the Tambour Lab
“We have a lot of knowledge gained over the years, a lot of experience, drawn primarily from the communities we are living with,” says Scharir. “Within our Research and Development team, I can tell you we have something like 30 employees with more than 400 years’ experience between them in research and innovation.” The ability this reservoir of experience gives Tambour the ability to offer a range of solutions to help its customers to take projects into a state of completion that other companies find hard to compete with. “When you’re building and maintain you must have fast solutions and answers for planning, working and also sometimes for malfunctions and there we are giving our added value which is part of our high-level service, Scharir
Tambour Gypsum Factory
acknowledges. “You need people who are educated and experienced to deal with more complicated scenarios in special work environments like areas with extremely high or low temperatures, areas close to the sea or in the water, areas which meet complicated materials like strong acids, Etc. We can give them a solution that will save them time and money.” It’s not just a question of chemistry and engineering. As well as developing innovative products, Tambour also invests in well-connected, efficient logistics and distribution channels to get their solutions where they need to be. “When we’re supplying products 98% of the time they arrive by the deadline. If you order until 5 pm our SLA is to supply the morning after,” Scharir says. “Tambour considered one of the strongest brands In Israel and considered as a
Tambour Factory Acre, Israel
generic name for painting and construction. When someone wants to become a retailer for construction materials and he wants that everyone will know what is the offering, he is asking us to put our sign and logo on the front of his store.”
PAINTING WITH PEOPLE Of course, none of Tambour’s products or the experience that goes into developing them would be possible without an expert team behind them. “A lot of our staff have been working with paints and infrastructure materials for more than 20, 30, or 40 years with the company, holding all the knowledge they’ve gained working with those materials,” Scharir says. Of course, holding onto that experience as people age out of the workforce is another challenge. “It’s hard to find people in Israel with knowledge in our areas so most of the time we’re training our own people,” Scharir explains. “It’s a challenge,” Scharir admits. “We retain people partly through competitive salaries, although not always. We are also investing a lot in the welfare of our people, trying to make them feel that even though Tambour is a big company by Israeli standards we are trying to let them feel that they are part of one family and everyone is working together. This is the attitude. Sometimes we succeed more and sometimes we succeed less but it’s a part of our DNA and our agenda. We invest a lot of effort and resources in this family feeling.” With that family on board, the future is looking bright for Tambour, as in 2019 the company passed $300 million in revenue. And as Scharir tells us, “We’re not stopping here.”
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WE LEARN ABOUT A FLOATING SOLAR FARM THAT IS A NEW FLAGSHIP PROJECT FOR VATTENFALL’S FOSSIL-FREE FUTURE.
PROOF OF CONCEPT PROJECT MANAGED BY: NEIL STOWE
Vattenfall is an energy company owned by the Swedish government, with their headquarters in Solna, close to Stockholm. It enjoys a turnover of 16 billion euros and is run by a team of 20,000 employees. More than that though, Vattenfall has a mission to be completely fossilfree within one generation. Just before last Christmas, the company shut down its one remaining coal plant in the Netherlands. This is only the latest in a lengthy process of divesting any business activities that are not compatible with the company’s goals, while simultaneously investing in everything sustainable and fossil-free.
e are the market leader in onshore and offshore wind projects with around 50 wind farms operational in the Netherlands, Sweden Germany, UK, and Denmark. We are currently constructing and preparing for the construction of 2 wind projects Hollandse Kust in the Netherlands, each of which is 750MW in size. Sustainability is more than wind, however” explains Ron Sperber, Vattenfall’s procurement manager for solar power. “We’re also deeply involved in largescale solar power, an interest we formalised two years ago by setting up a Business Unit. Solar and Batteries, dealing with permitting, subsidies,
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Huawei as a Sustainable Company Huawei is a leading global provider of information and communications technology (ICT) infrastructure and smart devices. With integrated solutions across four key domains - telecom networks, IT, smart devices, and cloud services - we are committed to bringing digital to every person, home and organization for a fully connected, intelligent world. Huawei's end-to-end portfolio of products, solutions and services are both competitive and secure. Through open collaboration with ecosystem partners, we create lasting value for our customers, working to empower people, enrich home life, and inspire innovation in organizations of all shapes and sizes. At Huawei, innovation focuses on customer needs. We invest heavily in basic research, concentrating on technological breakthroughs that drive the world forward. In 2019, we delivered US$120.9 billion in revenue.
Countries & regions
Interbrand's Top 100
In Fortune Global 500
Best Global Brands
2019 Sales Revenue US$120.9 Billion YoY increased by 14.9%
Leading global progress in commercial use of 5G
5th place in the 2018 EU industrial R&D investment scoreboard
240+ million smartphone shipment
serving more than 700 cities and 228 Fortune Global 500 companies.
80,000+ patents: 40,000+ patents granted in Europe and the US.
Invest 14% of annual Revenue in R&D
First AI powered Solar module diagnosis
Our vision for sustainability is to bridge the digital divide, and promote the harmonious and sustainable development of the economy, the environment, and society.
PowerCube cut carbon emissions by 50%
Used 932 million kWh of electricity from clean energy sources
Suppliers cut 50,000 tons of emissions from their operations
FusionSolar Smart PV Solution shipment: 118 GW
As digitalization continues to advance rapidly, ICT infrastructure is becoming smarter and can offer faster and smoother connectivity. But ICT infrastructure and the smart devices that run on it consume huge amounts of energy and resources. This will present challenges, but will also create even more opportunities. We need to minimize environmental impacts and risks, and use innovative digital technologies to create new opportunities for promoting the sustainable development of the Earth's ecosystem.
Smart PV 4ALL 185kTL-H1
everything we do for the procurement of the components that we need, and within the business we have technicians who will follow up on the whole project until it’s fully built and commissioned.” A new Vattenfall flagship project in the solar energy sector is their 1.2mw floating solar farm. “It started with a brainstorm session about three years ago,” remembers Ivo Iprenburg, Vattenfall’s New Business Development Manager. “The customer had the ambition to become energy neutral as a company, so we came up with the plan. The idea was
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“IT STARTED WITH A BRAINSTORM SESSION ABOUT THREE YEARS AGO, THE CUSTOMER HAD THE AMBITION TO BECOME ENERGY NEUTRAL AS A COMPANY, SO WE CAME UP WITH THE PLAN. THE IDEA WAS THAT IT WOULD BE INTERESTING TO DIVE INTO THE OPPORTUNITY OF FLOATING SOLAR, ALONGSIDE THE MACHINERY OF THE COMPANY, AND THE PROCESS STARTED THERE”
that it would be interesting to dive into the opportunity of floating solar, alongside the machinery of the company, and the process started there. We analysed the market, and with Procurement, we selected the best construction partner and signed a contract with Perpetum in the summer of 2019. In the autumn of 2019, we closed the agreement with the customer and we will realise the project somewhere in the upcoming months.”
EFFICIENT USE OF SPACE The floating solar farm, the first project of its kind for Vattenfall, will see the company producing
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A dedicated partner for End-to-End solutions in solar energy. PerPetum Energy was founded in 2008 and has since grown into an innovative and experienced player. We develop, design, build and maintain more than 2000 projects including large-scale solar projects at various locations in the Belgium, Netherlands and United Kingdom.” says Vahid Kharidar, the General Manager at PerPetum Energy Netherlands.
From Design to Green energy production WE engineered and built one of the largest solar rooftop projects in North of Netherlands. The 13.500 photovoltaic modules will produce 3.800.000 kWh per year. Says Merijn van Vlimmeren, Project Manager.
We make green energy affordable for every industrial consumer! Project in the spotlight: World’s largest solar carport (20 MWp) “PAIRI DAIZA Zoo has chosen Perpetum Energy to build on his new parking the world’s largest solar carport. The 62.750 photovoltaic modules will allow Pairi Daiza to be the first zoo in the World to fully cover his consumption with on-site produced green energy.” Says Luc Leenknegt, CEO at PerPetum Energy
PERPETUM ENERGY PERPETUM ENERGY BUILDS VATTENFALL FIRST FLOATING SOLAR PROJECT IN NETHERLANDS. PerPetum Energy was selected by Vattenfall as preferred supplier to design, construct and maintain their first floating solar project in the Netherlands. This unique project is under construction on a lake which was created as a result of 25 years sand and gravel extractions. “At PerPetum, we continue to combine our experience with innovative solutions to design, build and deliver high quality and sustainable projects, Vattenfall project is a good example of how we applied both our experience and technology for designing anchoring solutions as well as connecting the floating island to the main grid on the shore.” says Vahid Kharidar, the General Manager at PerPetum Energy Netherlands. In September 2020, PerPetum Energy will construct another solar floating project (6.5MW) in Netherlands,
and we have plans to develop and construct 40MW solar PV projects on the water and ground in next year just in Netherlands. “At PerPetum, Our vision is to guide every industrial consumer towards 100% green energy and at a lower cost. To make the transition to a carbon free world even easier, we propose ‘Energy as a Service’. Hereby PerPetum integrates sustainable technologies within the consumer. We provide solid guarantees whilst the industrial consumer is unburdened and can liberate capital for its core business.” says Luc Leenknegt, CEO at PerPetum Energy.
“FLOATING SOLAR IS A GOOD ALTERNATIVE, ESPECIALLY IF YOU LOOK AT THE OPPORTUNITIES IN THIS SPECIFIC LOCATION. THERE ARE NO FISH, AND IT CAN’T BE USED FOR RECREATIONAL PURPOSES. IT’S EFFECTIVELY DEAD WATER. SO IT’S A VERY EFFICIENT WAY TO USE FOR FLOATING SOLAR.” renewable energy that amounts to as much as half the electricity consumption of the customer of the project. “Modules perform better at cooler temperatures and the hypothesis is that placing them on the water will allow for a lower temperature for the solar cells,” points out Rik Wessels, the project engineer for the project. “Market research shows quite a variation in what to expect in terms of yield increase, ranging from 5 to 15%. We’ve done modelling of
our own and based on this we expect the yield gains can be in the region of 5% due to the cooling effect of water.” As well as creating more efficient solar power, the floating nature of the plant also means that they are making more efficient use of land. “The Netherlands is a small country and so far, most of the solar plants were built on rooftops or agricultural land. However, lack of space puts increasing pressure on available land and solar projects are vying for scarce space with agriculture and conservation projects.,” says Iprenburg. “Floating solar is a good alternative, especially if you look at the opportunities in this specific location. There are no fish, and it can’t be used for recreational purposes. It’s effectively dead water. So it’s a very efficient way to use for floating solar.” “We are more flexible due to the water,” agrees Maria
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Sanz Barrio, the construction manager for the project. “We don’t have other objects disturbing us. We don’t have the problems of land-based solar.”
THE HIGHEST STANDARDS For Vattenfall, however, a project like this means every T must be crossed and every I dotted, with safety being the first and most important priority. “Health and safety are Key values within Vattenfall and that’s why we won’t work with just anybody,” Sperber says. “Every contractor, alongside their other attributes, has to be qualified on the topics of
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health and safety. We go to the component factories to check their adherence to our quality and sustainability criteria. Every company is audited by an external company on sustainability. The technical audits we do ourselves.” These standards are particularly important given the nature of the solar project, as working in the water brings whole new challenges with it. “One of the big challenges is, of
course, mounting and executing electrical work on or close to the water,” Wessels says. “In terms of health and safety that is a big challenge. Other challenges are in component selection as the different components need to be ready for placement above water which requires more attention to find on the market. Our contractors assist us with this and check all the certificates, which they then provide to us during construction.” Finding those partners is a job that requires diligent vetting of potential suppliers and contractors. “Floating solar power demands specific experience, which is why the selection process took longer than normal,” Iprenburg explains. “During the tender for this project we invited selected suppliers to learn more about their experience with this kind of work,” Sperber says. Emil Snelleman, part of the procurement team for this project, adds, “We organised what we called Floating Solar Days where we invited market leaders to showcase their products and tell us what the learning curves are. They helped us find a supplier for the subsurface components. Through them, we found other potential our contractors and suppliers.” With this project well underway, Vattenfall is already thinking about the doors it could open for future projects. “This project is really important for us to do it right in the first place and learn from this new project internally,” Sperber says. “We’ve already acquired an extensive pipeline with potential floating solar projects in the Netherlands. The mission is to grow in this specialised area.”
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CAPSTONE TURBINE CORPORATION
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CAPSTONE TURBINE CORPORATION
WE LOOK AT THE ACHIEVEMENTS OF CAPSTONE TURBINE CORPORATION AS THEY OFFER GREEN, RELIABLE AND COMPACT MICROTURBINES TO A RANGE OF INDUSTRIES.
A CAPSTONE ACHIEVEMENT PROJECT MANAGED BY: TIM GARWOOD
The official definition of a “Capstone” is a stone on top of a wall, monument, or building. In addition, it is a phrase often used to denote high quality, or a crowning achievement. This is why the founders of Capstone selected the name as Capstone Turbine with its patented air bearing technology, one moving part and state-of-the-art power electronics, they are unrivaled for quality in the sub 10MW energy market.
apstone Turbine Corporation has shipped over 9,000 microturbines into 73 countries worldwide. With international growth and geographic diversification into countries such as India, where demand for primary energy will increase significantly over the next several years, there is an enormous opportunity that Capstone is planning to capitalise on to the fullest extent by growing their unique technology offerings into this rapidly evolving market. “We’re changing the way the world acquires its energy,” says Darren Jamison, President and CEO of Capstone Turbine. “We’re all about lowering energy costs, carbon footprint, and Capstone Microturbines can run in parallel with the grid or stand alone.”
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Distributed Generation Solutions Reduced Energy Bills | Reduced Emissions | Secure Power Pure World Energy is a specialist in distributed power generation. Utilising market-leading Capstone microturbine technology, we proudly deliver energy generation solutions for commercial and industrial clients throughout the UK and Ireland. Find out more today at pureworldenergy.com
PURE WORLD ENERGY Pure World Energy (PWE) is a specialist in distributed power generation. Established in 2013, PWE delivers on-site energy generation solutions to customers from commercial and industrial sectors throughout the UK and Ireland, powered by Capstone microturbines. Thanks to the versatility of Capstone technology, a broad mix of businesses are able to enjoy the benefits of more cost-effective, reliable and environmentally friendly energy. The most popular application offered by PWE is ‘Combined Heat and Power’ (CHP), whereby businesses can benefit from utilising the heat produced during energy generation. The financial merits are a particularly attractive aspect of this, with savings of 20-40%, whilst quiet operation, a small footprint and a near-zero emissions profile often prove equally appealing. In addition to CHP there are a number of other popular deployments, including ‘Combined Cooling, Heat and Power’ (CCHP), steam, direct exhaust heating, critical power and biogas utilisation. PWE is very much an engineering-based company, focussed on delivering integrated energy generation solutions. They take an analytical approach and provide full turnkey solutions, including design, build, operation and maintenance. Finance is another attractive part of the offering, whereby PWE is able to fully fund projects on a client’s behalf. For some clients this can be the key enabler for the project, whilst for others it frees up much-needed capital for other areas of the business. After-sales service is a priority for PWE. The company’s CEO, Sean Fitzpatrick, comments: “The installation of any Capstone microturbine is the beginning of a long-term relationship with our clients. Many are highly reliant on the energy our systems provide and, as such, we maintain the very highest levels of postinstallation service and support under a ‘Factory Protection Plan’ (FPP), which is back to back with our manufacturer, Capstone”.
From food processing plants to data centres, and from large scale construction projects to manufacturing facilities, there is an extraordinary variety of businesses that can benefit from PWE’s Capstone-centred energy solutions. You can learn more about PWE at:
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CAPSTONE TURBINE CORPORATION
A TECHNOLOGICAL BREAKTHROUGH The business is built on the Microturbines themselves, originally developed as automotive turbochargers that are built very small, with a fuel agnostic combuster that can process a wide range of fuels including natural gas, landfill gas, biodiesel and kerosene. There are also thermal energy and solar versions of the turbine in development. The high-speed microturbine can convert power to AC or DC, offering a smaller, more compact version of the full functionality of a large-scale power plant for homes, hospitals and universities, aiding them in reducing their carbon footprints. These turbines are backed up by extensive R&D to create a product that is as robust and reliable as it is environmentally friendly. “We’ve invested $700 million in the technology with 125 patents,” Jamison says. “There’s no other large commercial
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microturbine manufacturer in the world. Our technology has one moving part, it’s robust, small, has a low carbon footprint, no grease, lube oil, or antifreeze is necessary - so it’s reliable as well as low emission. There’s no biproduct to take away.”
SPREADING THE WORD Of course, introducing a new technology into a market where things “have always been done a certain way” is a challenge in and of itself. “Capstone is no different than most industrial start-ups with disruptive technology in the cleantech or energy space,” Jamison points out. “Capstone looks to compete with largescale big brand energy competitors like Jenbacher,
“WE’VE INVESTED $700 MILLION IN THE TECHNOLOGY WITH 125 PATENTS. THERE’S NO OTHER LARGE COMMERCIAL MICROTURBINE MANUFACTURER IN THE WORLD.”
CAPSTONE TURBINE CORPORATION
Siemens, and Caterpillar, who enjoy large populations of fielded industrial energy products and a loyal customer base as well as lower initial cost, albeit inferior power generation products. Capstone has already overcome many of its biggest challenges, which were centred around ramping manufacturing, improving quality, direct material cost reductions, building a global supply chain, developing channels to global markets, scaling high margin recurring sources of revenue, and developing a global image and brand.” In terms of spreading the message about that global brand, Capstone Turbine has over 60 distributors worldwide, with 800 individuals working to market the brand through partner companies. “We do our own business activities and marketing from sponsoring a IndyCars to attending trade shows and being active on social media,” Jamison says. “We use as many different avenues as we can.”
THE WAR FOR TALENT Of course, as well as finding customers, Capstone Turbine is also constantly at work trying to source new employees.
“AT CAPSTONE, WE RECOGNIZE THAT OUR CUSTOMERS ARE GLOBAL, OUR DISTRIBUTORS ARE GLOBAL AND AS A RESULT, WE HAVE EMPLOYEES REPRESENTING 39 DIFFERENT COUNTRIES.” BUSINESSFOCUSMAGAZINE.COM
“Yes, the global war for talent is real,” Jamison tells us. “Sourcing high-quality talent is definitely an international effort. At Capstone, we recognize that our customers are global, our distributors are global and as a result, we have employees representing 39 different countries. In order for a company our size to compete with much larger competitors, Capstone must have ‘A players’ at every level of the organization from
the manufacturing floor to the Boardroom.” Fortunately, the work that Capstone is engaged in attracts a great deal of top shelf talent at every level. “Because we’re making a product that improves the world with clean energy and new technology, we have good luck attracting top talent,” Jamison admits. “We have facilities in the U.S. and U.K. and sales and distribution around the
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BRIO GROUP Paving the way for Distributed Power And Energy Efficiency In India and other countries of South Asia: Brio Group, Mumbai, India, is committed to deliver state of the art , cutting edge technology products in diverse domains such as Energy ,Life Sciences, Engineering, Automations etc. After a toiling journey through tough terrains Brio could transform the user industry perception about distributed power generation and created awareness about energy efficiency through cogeneration and trigeneration , thus paving the way for breakthrough in select applications sectors such as Oil & Gas , Biogas, Critical Power, Retail Commercial etc. With a vast geography, regional diversity and demanding client mindset, the challenges are significant, yet the potential is enormous. The government initiatives are conducive and in tandem with SDG goals for reducing carbon footprints and environmental impacts
Our ongoing projects include Offshore ventures in partnership with ONGC and Larson & Toubro Hydrocarbon Engineering for reliable onsite power with wellhead gas, utilization of biogas from cowdung generated at large cowsheds and poultry farms at different locations across India. Brio is looking forward to joining global league with trusted handhold of Capstone and would be keen to work in tandem with transnational global players for their India and South Asian ventures.
IBT CONNECTING ENERGIES IBT Connecting Energies GmbH since 2001 is the Exclusive Partner for the Italian market of Capstone Turbine, leader in energy systems with oil-free gas turbines that allow to obtain co- and trigeneration plants which guarantee a significant reduction in consumption (over 30%), low maintenance and near zero emissions. 2020 marks the 20th anniversary of the founding of IBT, an engineering company born from the intuition of Ilario Vigani, President and CEO, with the goal of developing high efficiency solutions in the sector of energy production in any type of company or industry. Those innovative applications ensure maximum efficiency in industries who need thermal vectors (i.e. saturated steam or sub-zero glycol water), such as Food & Beverage or companies that use hot “waste” gas on direct drying processes, for their productive process. Furthermore, the recent use of the FORSU (Organic Fraction of Municipal Solid Waste) in wastewater treatment plants sees the optimal use of Capstone turbines fuelled by biogas, which is produced in high quantities more and more from this type of plants. The turbo-s application allows to use all the usually wasted thermal energy of the Capstone gas turbine, unlike what normally happens with reciprocating engine technologies, where the mix of the thermal energy produced is mainly concentrated in the production of hot water at 90°C. It is therefore possible to maximize the production of steam by using a postcombustion technology of the exhaust gases which, due to an O2 content of about 17%, allows their use as combustive air at 300°C inside air-vein burners that raises the temperature of the gases up to a maximum of 700°C. These gases are therefore used in a recovery steam generator to produce saturated steam.
“BECAUSE WE’RE MAKING A PRODUCT THAT IMPROVES THE WORLD WITH CLEAN ENERGY AND NEW TECHNOLOGY, WE HAVE GOOD LUCK ATTRACTING TOP TALENT.” world. When we’re looking for direct labour we tend to look at ex-military personnel. Our microturbines turn at up to 90,000 rpm with high tolerances, so ex-air force and ex-navy people tend to do well with this type of product. We also recruit a lot of aerospace engineers.” Staff also receive training and recruitment through the company’s strong relationships with universities. Capstone Turbine has a long history working with universities to explore new technologies, enhance product development, and to perform basic research and development activities.
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CAPSTONE TURBINE CORPORATION
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CAPSTONE TURBINE CORPORATION
“REALLY, WE’RE DEVELOPING INTO THE ENERGY-AS-SERVICE MODEL BECAUSE THE TURBINE WILL LAST LONGER THAN MOST ITS SERVICE AGREEMENTS.” Capstone’s early history involved a Technical Advisory Board consisting of leading combustion, power electronics, and aerodynamic professors representing several highly ranked national research universities. The knowledge from this alliance became the foundation for what developed into Capstone’s large portfolio of turbomachinery, controls, and combustion patents. This initial work evolved into extremely close partnerships with local universities. Collaborations ranged from student educational opportunities testing microturbine performance under a number of different environmental conditions to the integration of the Capstone microturbines with alternative technologies. Of course, retaining talent is also critical, and this is an area where Capstone has seen a great deal of success. “Unwanted employee turnover at Capstone is approximately 6% annually, which is actually quite low for a California based technology company. I try to focus on high levels of employee engagement and empowerment,” Jamison says. “I have found that this approach is more effective in the long-term than traditional compensation and employee benefits. Also, I have established a Capstone Cares program to organize employee events and to provide service opportunities to give back to the local community and Capstone Culture Club which is
an employee established group within the company to develop fun and unique Capstone sponsored employee events.”
MOVING INTO SERVICE As the company is growing it’s also evolving, not just in terms of the technologies and products it offers, but how it offers them. “Really, we’re developing into the energy-as-service model because the turbine will last longer than most its service agreements,” Jamison explains. “We’re also looking into owning the systems ourselves and selling the output. Recouping revenue is important to us to make the company sustainable long-term. Really it’s about getting the company profitable, with strong reoccurring revenue and higher adoption rates.”
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SINCE IT WAS FOUNDED OVER 40 YEARS AGO, PROMASIDOR HAS BEEN FEEDING PEOPLE ACROSS AFRICA, WHILE TAILORING PRODUCTS TO THE SPECIFIC TASTES OF EACH COUNTRY.
A TASTE OF
KENYA PROJECT MANAGED BY: JOHN HOLLIMAN
Promasidor is a good manufacturer that was founded in 1979 by Robert Rose, an entrepreneur who came to Zimbabwe from the United Kingdom in 1957. Rose served as the Chairman of Allied Lyons Africa for over 20 years, and during that time he travelled across Africa, gaining a unique and thorough knowledge of the continent’s huge and diverse food industry. One thing he noticed on his travels, however, was that there was one staple nutritious product which did not have much availability. That product was milk.
or over 40 years since he had that realisation, Promasidor has enjoyed success across the continent and nowhere is this more evident than in the company’s Kenyan operations. It is a success that has been built not only on the business’s understanding of its consumers’ needs but also on their understanding of the needs of Promasidor’s own employees, suppliers and other stakeholders.
Promasidor’s operations in Kenya, like those of the company across Africa, are able to meet these needs through its adherence to the core mission, vision and set of values. Promasidor’s primary vision is to provide affordable, topquality products to all the people of Africa. Indeed, quality is one of their touchstone values. Promasidor recognises their customers demand and deserve quality products, and believes they must fulfil the company promise to provide products and service of consistently high quality. Quality and value for money are not enough alone, however, and Promasidor goes above and beyond to demonstrate the highest standards of corporate
governance and corporate and social responsibility throughout the Group, Kenya included. Promasidor sees themselves as having clear obligations to consumers, suppliers, their own employees and even to the communities in which they operate. These obligations are respect, integrity and openness. At its heart, however, Promasidor is still a business, and their operations are designed in such a way so that they can generate a profit. Promasidor sells products where they see they can be profitable, meeting the needs of the people who live there. If circumstances within a given operating environment limit their potential to generate profits, Promasidor realises
Dentex Industries Ltd specializes in manufacturing of rigid plastic products for packaging. It has become one of the leaders in plastic packaging in the region. Our customers are mainly major pharmaceutical companies, restaurants, ice cream manufacturers, tomato sauce companies, mineral water companies and other multinational companies.
Our Services Custom Moulding • Blow Moulding Injection Moulding • Product Tailoring Phone: 0717 614 454 / 0739 554437 Email: firstname.lastname@example.org
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they cannot invest, grow, motivate, develop and reward their people and stakeholders, and so their decisions are made accordingly.
THE FULL PANTRY Promasidor is a leading provider of high-quality food products, and since their beginnings in 1979 the company’s range has grown to include far more than the milk they started out with. What all these products have in common is that they are affordable, yet of excellent quality. Promasidor’s flagship brand is the dairy brand, Cowbell, the first product they distributed in Africa. Promasidor’s range of powdered milk products has been perfected, staying fresher for longer without compromising on taste or quality. As well as milk, Promasidor’s Cowbell brand now includes cheese, condensed milk and evaporated milk products, guaranteeing consistent quality and nutritious value. Beyond dairy, Promasidor boasts a range of beverages across four main product segments. This includes DrinkO-Pop and Amila soft drinks, Top Tea classic and flavoured tea, Proma Cafe coffee and Twisco delicious chocolate drinks. Each of these products retains all the nutritional benefits of their key ingredients while avoiding harmful preservatives such as tartrazine, and in certain cases adding vitamins and minerals to ensure that Promasidor’s beverages are not only tasty but have nutritional benefits. Promasidor’s product range also includes a prestigious cereal range catering to infants and families, and culinary products from savoury seasoning to nutritious and easy-to-prepare soya mince. Promasidor’s culinary products
“PROMASIDOR’S RANGE OF POWDERED MILK PRODUCTS HAVE BEEN PERFECTED, STAYING FRESHER FOR LONGER WITHOUT COMPROMISING ON TASTE OR QUALITY.” include condiments and ingredients that can be added to any traditional meal for aroma, colour and taste.
KENYAN FLAVOURS Indeed, Promasidor’s culinary range is the perfect place to see how Promasidor Kenya has adapted its product range to suit the tastes and traditions of its host country. Five years ago, the company launched a new variety of its Onga food seasoning brand, Onga Stew Mchuzi Mix, in the country. This new Onga Stew Mchuzi Mix is a traditional gravy seasoning powder, designed
to enhance flavour and aroma while adding rich brown colour and assisting with the thickening of the gravy base. Mark Williams, Promasidor Kenya’s current Managing Director, described the product at the time as “part of on-going effort to constantly improve Promasidor products and make them tastier, healthier and affordable.” This product is simply one entry in an exclusive offering Promasidor has been bringing to Kenyan markets as part of the company’s efforts to diversify their portfolio and further penetrate the Kenyan market. The mix has been specifically formulated to meet the requirements and tastes of the Kenyan taste of mchuzi mix, with a special focus on its taste, texture, aroma and flavour. It is also fortified with Vitamin A in response to increasing deficiencies that can be responsible for night blindness and rising maternal mortality cases in Kenya. Vitamin A deficiency causes 70 per cent of preventable blindness and maternal mortality and by fortifying Onga Stew Mchuzi Mix with Vitamin A
Promasidor hopes to minimise these risks for many. The new product not only gives consumers a wider choice of Onga tastes but ensures that Promasidor satisfies the tastes and needs of everyone in the kitchen. The fortified vitamins are also a sign of another important aspect of Promasidor Kenya. It demonstrates how much the company values the community it operates within. This can also be seen in Promasidor’s collaborations with the local Mavuno church Mavoko primary school. The school, which serves 1,300 pupils, played host to the “Spread the Love” campaign, with the goal of restoring local primary public schools in a dilapidated condition. While the church mobilised cleanup operations, painting, tree planting and other landscaping activities, while Promasidor provided Wow snacks and Sossi lunch for over 800 participants to keep everyone nourished during the day-long activity. Because while Promasidor is a pan-African company, it is also a local one.
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BABYLON HEALTHCARE IS BRINGING STATE-OF-THE-ART TECHNOLOGY AND HUMAN EXPERTISE TOGETHER TO PROVIDE HEALTHCARE FOR ALL.
TREATING THROUGH TECHNOLOGY
PROJECT MANAGED BY: DAVID TAVERNOR
Nearly 2,500 years ago, in the ancient city of Babylon, citizens who needed medical advice would often gather in the town square, where they would share their thoughts on the treatment of common illnesses. This was, historically, one of the earliest examples of people democratising healthcare, and it led to Babylonians enjoying the longest life expectancy throughout the ancient world. These early healthcare providers are the inspiration for Babylon Healthcare’s 21stcentury services. That is why Babylon Healthcare’s mission is to ensure every person on Earth can find an accessible and affordable health service.
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RING CENTRAL RingCentral, Inc. (NYSE: RNG) is a leading provider of global enterprise cloud communications, collaboration, and contact centre solutions. More flexible and cost-effective than legacy on-premises systems, RingCentral empowers modern mobile and distributed workforces to communicate, collaborate, and connect from any location, on any device, and via any mode. RingCentral provides unified voice, video meetings, team messaging, digital customer engagement, and integrated contact centre solutions for enterprises globally. RingCentralâ€™s open platform integrates with leading business apps and enables customers to easily customise business workflows. RingCentral is headquartered in Belmont, California, and has offices around the world.
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Dr Ali Parsa Founder & CEO Babylon Healthcare
One of the ways Babylon Healthcare works to make healthcare accessible and affordable is through the application of new technologies. These technologies include artificial intelligence software designed to provide accessible healthcare for millions through phones and handhelds. Their pioneering AI to make healthcare universally accessible and affordable. Indeed, Babylon’s artificial intelligence is helping to solve an increasing range of healthcare challenges. It has been “designed around a doctor’s brain” to understand and recognise the unique ways that humans express their symptoms. Babylon can combine this knowledge with the medical history and current symptoms of their patients to provide information on possible medical conditions and common treatments. This has been made possible by a committed team of research scientists, engineers, doctors and epidemiologists, collaborating to develop and optimise Babylon’s AI capabilities. A significant quantity of this team’s efforts is focused on the development of cutting-edge machine learning research-driven through access to vast amounts of data from the medical community, continual learning from Babylon’s users and through feedback from Babylon’s experts. A key element of that data is Babylon’s “Knowledge Graph”. The Knowledge Graph is one of the largest structu4red medical knowledge databases in the world, capturing modern medical knowledge known to humans and encoding it into data that can be processed by machines.
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This data forms the basis of Babylon’s intelligent components, allowing them to speak to each other. It can perform tasks such as keeping track of the meanings behind different medical terminology across different medical systems and even different languages. Of course, using medical data requires the utmost responsibility, and so while general knowledge about medicine is readily available through the Knowledge Graph, particular patient cases are confined to the User Graph. These two graphs coexist together, and their interactions allow for more discoveries, matching symptoms with information and outcomes so that the knowledge base is constantly improving its own stores of information. But knowing how patients express their symptoms and risk factors isn’t enough to provide information on matching possible conditions. That is why Babylon’s Knowledge Graph and User Graph both work in tandem with the “Inference Engine”. The Inference Engine is a powerful set of machine learning systems capable of reasoning on a space of over 100s of billions of combinations of symptoms, diseases and risk factors per second to aid medical professionals in identifying conditions which may match the information entered. The Inference Engine provides our AI with the ability to provide reasoning efficiently, at scale, to bring health information to millions. Of course, all the knowledge in the world is useless if you can’t communicate. The most advanced AI in the world is useless if patients can’t understand the information it gives them. By the same
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token, most patients won’t be well versed in medical jargon or computer programming languages, and so the AI will need to understand them. This is why Babylon uses Natural Language Processing to help their AI interpret, understand, and then use everyday human language and language patterns. Natural Language Processing works by breaking down both speech and text into shorter components then interpreting these more manageable blocks so that the computer can understand what each component means and how it contributes to the overall meaning. NLP can also link the occurrence of medical terms to Babylon’s Knowledge Graph. This enables Babylon’s AI to transcribe consultations, summarise clinical records and chat with users in a more natural, human-seeming way.
THE HUMAN FACTOR While Babylon’s AI services provide an invaluable information resource, they cannot provide a diagnosis. The artificial intelligence responds to information that is entered
“IT IS POSSIBLE TO EXAMINE A WIDE RANGE OF CONDITIONS VIA VIDEO, AND OFTEN SIMPLY BEING ABLE TO SEE THE PROBLEM AREA ALLOWS ME TO ACCURATELY DIAGNOSE.” into the program and processed based on risk factors and statistics, but it doesn’t offer a personalised assessment. Even the best available artificial intelligence service is no substitute for a flesh and blood human doctor. Fortunately, Babylon Healthcare is the home of a large, passionate team of doctors, scientists, clinicians, mathematicians and engineers, recruited from over 60 different countries. Since the company was founded in 2014 it has grown to a company of 1,500 people, all working on making healthcare delivery affordable and accessible.
With this unmatched human medical expertise and the constantly growing power of Babylon’s AI, Babylon is positioned to deliver unparalleled access to healthcare, including personalised health assessments, treatment advice and face-to-face appointments with doctors. Babylon Healthcare knows that a computer can only ever be as clever as the people building and teaching it, and so they only invite the very best doctors and scientists to work on this technology. They boast a team of world-class, GMC registered, doctors equipped with extensive experience in medical practice. However, as well as top-level medical expertise, the staff are also expected to bring the highest quality of bedside manner. When in-person appointments with Doctors are impractical, Babylon Healthcare also offers
video examinations that make it fast and easy for their doctors to diagnose a condition. The healthcare company data demonstrates that over 80% of appointments can be managed entirely digitally, so it’s an approach that they see becoming more and more widespread. As one of their online doctors, Dr Mobasher Butt, says, “It is possible to examine a wide range of conditions via video, and often simply being able to see the problem area allows me to accurately diagnose.” All of these resources, both human and technological, are making it possible for Babylon to realise their dream of accessible and affordable healthcare for everyone. With operations in the UK and Rwanda, as well as plans in progress working alongside major providers in China, the USA and the Middle East, they are on course to achieving that mission.
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JA RESORTS AND HOTELS
WE LEARN HOW JA RESORTS AND HOTELS ARE REINVENTING HOSPITALITY FOR THE 21ST CENTURY.
A HOTEL FOR THE
2020s PROJECT MANAGED BY: GLEN NEWTON
JA Resorts & Hotels was born in 1981 and since then it has built a widely recognised reputation for the excellent management and operation of award-winning resorts and hotels. The company is named for the famous Jebel Ali Beach Hotel, and JA Resorts & Hotels carries on the spirit of that hotel in its portfolio of eight distinct properties across the UAE and the Indian Ocean, with each of these properties is dedicated to curating a unique experience.
his portfolio includes tropical escapes such as JA Manafaru, the idyllic luxury island resort in pristine, lagoon ringed Haa Alifu Atoll, at the northernmost point of the Maldives, or the JA Enchanted Island Resort, an exquisite getaway of ten luxury villas on a private island in the middle of the protected Saint Anne Marine Park.
Meanwhile, in the UAE, guests have a choice of the five-star JA Ocean View Hotel, or the deluxe hotel apartments of JA Oasis Beach Tower, both of which are situated along the famous ‘Walk’ in Jumeirah Beach Residence. Holidaymakers might also consider the acclaimed JA The Resort - Dubai’s largest experience resort, with a million square metres of exciting activities and three unique hotels boasting 795 suites and rooms between them. All of these hotels and more are supported by the fact that JA Resorts & Hotels recently became a member of the Global Hotel Alliance, the world’s largest alliance of independent hotel brands that brings together over 30 brands with over 550 hotels in 75 countries.
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JA RESORTS AND HOTELS
The world leader in hotel security.
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Experience a safer and more open world
JA RESORTS AND HOTELS
“THE COMPANY’S EXPANSION INTO CHINA IS A JOINT VENTURE WITH NOVEL INTERNATIONAL GROUP, A SHANGHAI INVESTMENT FUND. TOGETHER THEY HAVE FORMED JA NOVEL HOSPITALITY CHINA, WITH PLANS TO ACQUIRE BUILDINGS WHICH THEY CAN RETROFIT, RENOVATE OR COMPLETE AS HOTELS ACROSS TWO CATEGORIES.” As well as joining the JHA, JA Resorts & Hotels has also recently acquired new leadership in the form of Anthony Ross, who joined the company in 2018 as their new CEO. Ross brings over 30 years’ industry experience, spanning roles on multiple continents to the role. In this role, he leads a team of more than 2,000 associates across Dubai, Seychelles and the Maldives. When explaining his leadership vision, Ross says “We have a clear vision to not only develop the offerings of our existing properties but to expand on our current portfolio and this starts with our upcoming announcements of the new re-positioning of JA Jebel Ali Golf Resort to The Resort, Jebel Ali Beach effective of November 2018 and new property, JA Lake View Hotel, due to open in September 2019. Our iconic resort will then comprise of three properties; JA Palm Tree Court, JA Beach Hotel and JA Lake View Hotel. These developments follow the revamp of our recognised mountain retreat in Hatta — JA Hatta Fort Hotel — that remains a focus for us as we continue to explore and develop our offering to drive local and international business.”
to Tanzania and beyond, a 30-plus hotel expansion into China targeted at the millennial market and ten brand new food and beverage concepts which opened last year alongside three collaborations with international chefs of Michelin star acclaim. The company’s expansion into China is a joint venture with Novel International Group, a Shanghai investment fund. Together they have formed
JA Novel Hospitality China, with plans to acquire buildings which they can retrofit, renovate or complete as hotels across two categories. The first category is upperupscale hotels, under the JA Hotels brand, while the second is upper-midscale lifestyle hotels branded as Big Bed by JA. These Big Bed hotels are uniquely designed for the millennial market.
NEW FRONTIERS Another important part of Ross’s vision is expansion, and JA Resorts & Hotels has plans that include a growth trajectory
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JA RESORTS AND HOTELS
Beyond China, JA Resorts & Hotels has plans to expand its portfolio across the UAE and the Indian Ocean, with another two luxury lodges providing a total of 60 rooms. The first such lodge will be in the Serengeti National Park and the other at the Ngorongoro Conservancy. They are also exploring multiple options in Sri Lanka. Meanwhile, among the food and beverage concepts, JA Resorts & Hotels opened ten restaurants last year alongside three collaborations with Michelin star chefs including JA Manafaru Maldives and China’s chef Da Dong, whose restaurants have multiple Michelin stars, Lebanese Australian Chef Greg Malouf, who has three Chefs Hat awards featured in two Dubai properties and Indian celebrity chef, Vikas Khanna, who has
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opened a new restaurant in JA Lake View Hotel.
A DIGITAL VALET JA Lake View Hotel Dubai is also notable for becoming the first hotel in the Middle East to include the Amazon Alexa voice assistant, powered by Volara, in every one of its guestrooms. The solution, powered by conversation management software, is integrated with Amadeus Service Optimization and VDA Group, and offers guests of JA Lake View Hotel Dubai personalised service, adjusting the comforts of guests’ rooms in response to simple spoken commands. The manager of this hotel, Kristofer Quadros, has said “Guests can ask Alexa for information core to their stay like how to get on the WiFi or the hours of operations for our Calm
“THIS IS TRULY THE NEXT LEVEL IN SERVICE EXCELLENCE AND GUEST ENGAGEMENT, AND WE ARE THRILLED TO BE THE FIRST HOTEL IN THE REGION TO LEVERAGE THIS TECHNOLOGY TO DRIVE SATISFACTION, LOYALTY AND REVENUES.”
JA RESORTS AND HOTELS
Spa & Salon. They can learn about boating and seaplane excursions at the Marina, watersport equipment, and our mini-golf course. Or if guests would prefer a quiet night in their room, they can ask Alexa to turn down the lights, turn on their TVs, send up champagne, and even schedule an alarm for the morning so they don’t miss their tee time. This is truly the next level in service excellence and guest engagement, and we are thrilled to be the first hotel in the region to leverage this technology to drive satisfaction, loyalty and revenues.” JA Resorts & Hotels is about more than high tech gadgets and global reach, however. That is why they have been named Dubai’s most sustainable fivestar resort by the Emirate’s
government. The company was awarded this title thanks to a sustainability programme at JA the Resort that includes the majority of their products and goods being sourced locally, and 95% of chemicals used at the resort being certified as biodegradable and eco-friendly. They also power a large element of the resort’s water heating system through solar panels. The resort even features a reverse osmosis plant that carries out the desalination of seawater for the resort, which is supported with a sewage treatment plant to irrigate the green grounds and Golf Course. With skyrocketing ambition and the latest technology, JA Resorts & Hotels is not only guaranteeing a great place to stay but a great future for the planet.
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NOMAD ADVENTURES STARTED OUT OFFERING CHEAP AND CHEERFUL CAMPING OVERLAND TRIPS IN TRUCKS TO YOUNG BACKPACKERS BUT HAS DEVELOPED A DIVERSE AND INNOVATIVE TOURISM OFFERING.
FORCE PROJECT MANAGED BY: JAY HURSEY
Nomad Adventures started out as a tour operator in the late 90s, exclusively built around taking people on camping tours in Africa. However, over the last 20 years, Africa and the tourist sector have both changed a great deal, and Nomad Adventures has had to change with them.
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ver the years we’ve evolved into tackling all sorts of different projects. We’ve been involved in car rental, yachts, commercial tent manufacturing because we make all of our own stuff, but we started with very cheap trips for youngsters with an average age 20,” explains Alex Rutherford, Nomad’s CEO. “The company’s evolved and grown a lot since then, and it’s had its ups and downs. The past five or six years have been about focusing on the core product, and at present, we run between 12 and 15,000 clients a year, 1,000 tours a year, with a fleet of 50 vehicles, 120 guides, and 60 office staff. We’ve got a hotel in Cape Town, a really nice art deco building, and one in Johannesburg, and effectively what we do at the moment is run two, three and four start offerings everywhere between here and Uganda.” The average age of Nomad Adventures’ customers today is 48, although in many ways they are still serving the same generation that came out on camping trips when Nomad was just getting started. “We’re very good at consistency and word of mouth is a massive factor in our marketing. We have a high repeat referral business. We’ve got one customer who’s spent 15 tours with us, basically grown up with us,” Rutherford says, although he admits, “We get people who come back with their kids and that makes me feel ancient!”
NEW HORIZONS The company has recently expanded into coaches. Rutherford explains, “That’s quite a dramatic change for us, and from next year we’ll be running small vehicle land cruises up to east Africa that will probably require a base of some sort.” While the range is expanding, the core values that the company operates on haven’t changed. “The cornerstone of the company is we give you the best deal you can get. We can do it because we run volume so we can get good pricing,” Rutherford says. “In Namibia, for example, we’re the largest booker of government resort properties so we can pass on good savings to the client. In the beginning, we differentiated ourselves by buying only new vehicles and having very good equipment.” When Nomad began it offered a more sophisticated experience than many of its competitors, who primarily offered self-catered trips to English customers. Over the years those competitors have taken on board a lot of Nomad’s techniques and strategies, so that even now their impact on the market is undeniable. “Now the margins between the companies are smaller but we still bring our new, unique products,” Rutherford says. “Our trucks are unique, but we’re now riding mainly on innovation, changing our product offering structurally. Innovation,
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OUR ETOSHA RESORTS
SOME OF OUR PRIZED POSSESSIONS
+264 855 502 342 +264 67 687 362
+264 67 229 400 +264 67 229 400
+264 65 685 809 +264 65 685 885
in seclusion, on the rim of the majestic Etosha Salt Pan and far away from the public self-drive routes, Onkoshi provides a beautiful escape within the Etosha National Park. The 15 freestanding chalets (30 beds) overlook the vast pan, which is home to a variety of exotic wildlife, including a crowd of pink flamingos and 4 of the big 5 game in the rainy season. ocated
The unobstructed panoramic sunrises and sunsets are spectacular sights to behold. At night, the stars fill the vast open African sky, allowing for sensational stargazing opportunities.
Some of the most popular waterholes of the park are located in close proximity to Halali, and the floodlit waterhole at the camp is an attraction to both wildlife and the visitors seeking to spot it. The guided morning, afternoon, and night game drives arranged at the resort provide flexible opportunities to see the wildlife.
The campsites take a maximum of 8 pax per site. There are braai facilities for campers and flat bases to make fire. The camp opens at sunrise and closes at sunset as per the general park regulations and day visitors are only allowed to use the picnic facilities up until 16h00.
+264 67 229 800 +264 67 229 852
+264 65 685 119 +264 65 685 116
Resort is situated at the base of a dolomite hill, nestled amongst shady Mopane trees in Namibia’s legendary Etosha National Park. The thick vegetation in the area makes it a popular draw to leopards, rhinos and elephants. aLaLi
ocated in the western part of the Etosha National Park between the Okaukuejo and Dolomite Resorts, Olifantsrus Campsite is a camping-only facility, there are no chalets available here. The facility has 10 campsites with 5 power stands whereby two campsites are sharing at one stand.
ACROSS THIS LAND OF ENDLESS HORIZONS
NAMUTONI RESORT +264 67 229 300 +264 67 229 306 OVERVIEW
Let Namibia Wildlife Resorts (NWR) offer you a new
uiLt into an old German Historic Fort built in 1897, Namutoni Resort is the perfect setting for a cultural adventure African savannah. It is located in the eastern part of the Etosha National Park in close proximity to the Fisher’s Pan – a hotspot for birders.
© Venture Media
The romantic fort overlooks the flood-lit King Nehale Waterhole from which visitors can enjoy views of wildlife without leaving the resort. The swimming pool and bar offer moments to relax and socialize.
o D the western region of Etosha National Park, rich in biodiversity perspective. With 21 resorts across Namibia we have due to the absence of mainstream tourism. The dolomite formations kaukuejo ,
located 17 km from the southern entrance of the Etosha National Park, is famous for its floodlit waterhole, where visitors can observe at close quarters a spectacle of wildlife congregating and interacting.
Resort is located in a previously restricted scenic area in
in the area give the resort its name and provide a lush vista. With no
something for everyone, including the children. From less than 15 waterholes, wildlife sightings are very common around Accommodation is provided to suit every need, in premier bush chalets overlooking the waterhole; bush chalets and double rooms; or family chalets. Other facilities include a restaurant, bar, shop, swimming pool, kiosk and camping facilities.
the resort and provide excellent photography opportunities. Black
White Rhinoin haveyou often been at the Klippan waterhole. camping to hiking trails for the thrilland seeker orspotted when Moreover, the specially arranged game drives bring you to the most
of the park, generally only known to conservationists. all you need is a breakaway f rom theexclusive big areas city monotony.
BOOK ON THE GO Our app has been reimagined from the ground up so you can get a little more from it. You can now make and pay for your bookings while on the go. View our resorts and camps even when you are offline. NamLeisure Card applications can also be made right from the app. Download it now for your iOS and Android device. www.nwr.com.na/app
+264 61 285 7200
+264 61 22 4900
NAMIBIA WILDLIFE RESORTS HOSTING YOU IN NAMIBIA’S PRISTINE PROTECTED AREAS A land of unparalleled contrasts, stunning vistas, flourishing wildlife populations, enigmatic people and experiences so authentic and natural that you will scarcely be able to believe it. That is Namibia. Home to incredible conservation successes and a thriving and passionate tourism industry. Tucked within the country’s thriving national parks are a collection of resorts and campsites that have a unique honour of place. They are the heritage of the country’s hospitality industry, and belong to the people of the nation. With 18 proclaimed national parks to brag about, and almost half of the country under some sort of conservation management, Namibia is a haven for nature, and draws nature enthusiasts from far and wide. In every corner of the country, spanning a wide range of topographical spheres and biodiversity hotspots, these national parks will make you itch to pack a bag, dig out your camera and binoculars and hit the road or jump aboard the first plane headed our way. Namibia Wildlife Resorts is a State Owned Enterprise, mandated to run the tourism facilities within the protected areas of Namibia. Its only shareholder is the Government of the Republic of Namibia; hence, it belongs to the Namibian people. NWR offers something for everyone – whether it is photography, nature, wildlife, landscapes, geology, camping, fishing, birding, history, culture or just the pure exhilaration of finding yourself surrounded by the essence of Africa – NWR is your willing partner and host.
NWR was created through an Act of Parliament, the Namibia Wildlife Resorts Company Act, and has been in existence since 1998. NWR provides intimate park experiences through guided night drives in Etosha National Park; sunrise and sunset excursions to the majestic Sossusvlei; relaxing massages and wellness treatments using the healing properties of the natural hot springs mineral water at Ai-Ais – all in the company of the most passionate and professional staff. The company also offers real adventure activities such as hikes into Namibia’s iconic landscapes on signature trails such as the Fish River Canyon - the world’s second largest canyon, and the Namib Naukluft Hiking Trail – considered one of the toughest in Southern Africa, winding through the rugged Naukluft Mountains. With NWR, you have the luxury of being completely submerged in the country’s national parks and unique access to, for example, waterholes and night drives when out-of-park guests are required to leave by sunset. With five resorts and an exclusive campsite within Etosha National Park, one of Africa’s most popular nature reserves, and matchless access to other famous national landmarks in Namibia, such as Sossusvlei, Popa Falls, Fish River Canyon, the Skeleton Coast, Waterberg and many more, a travel adventure with NWR will have you spoiled for choice.
Chobe Safari Lodge Situated in Kasane on the banks of Chobe River and sharing a border with Chobe National Park. Accommodation consists of 80 spacious, river view rooms. Family rooms with separate children room (bunk beds) also available. Wide range of different activities such game drives, boat cruises, Victoria falls day trip, Namibian Village walk, Scenic Flights & more. Moremi Crossing Located near the most southern part of Chief’s Island, Moremi Crossing is situated on a small palm fringed island called Ntswi which is surrounded by the Moremi’s game-rich seasonal floodplains. Luxury accommodation in 16 new-style vintage safari tents, each with its own private wooden deck offers magical views over the Boro River on to Chief’s Island. Through the provision of high quality guiding services, Moremi Crossing offers personalized wildlife experience. Nata Lodge Nata Lodge is well located, 10km from Nata. On the main tourist routes to Okavango Delta, Chobe National Park, Victoria Falls Zimbabwe/Zambia and a Caprivi Strip in Namibia. Nata Lodge offers 22 air-conditioned Wooden Thatched Chalets built on stilts with en-suite bathrooms including, a bath & outdoor shower. Also 10 Luxury safari tents with en-suite bathrooms and outdoor showers as well as camping grounds. E-mail: email@example.com Tel.: +267 625 0336
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consistency and reputation.” That innovation doesn’t happen by accident, Nomad has developed robust processes to find new and exciting ways of doing things in terms of technology, and the tour offering the company provides. “On the vehicle side, we do standard Research and Development, taking samples, making things, testing things, design work. We do the standard innovation like any manufacturer would do,” Rutherford explains. “On the touring product side, we use a combination of things. We have guys on the road learning about new places all the time. The web makes life a lot easier because it makes the research a lot easier. When we started, we had guys going through a phone book! We do field trips, I did a two-month field trip in East Africa, looking at new locations, new routes, and that was the prelude to the launch of a new tour offering we have soon. Then there’s some gambling.
You try something and it might work or might not.” It’s a process that has led the company to introduce a number of new kinds of tour. “We’re seeing smaller groups, shorter and more specialised tours. There are cycling, golfing, and diving tours,” Rutherford says. “Diving, in particular, has grown massively. It’s been changing in that people want to do more than dive, fortunately, Africa’s great for that because we have the best shark diving in the world. We’ve been combining the diving with the safari side of the business.”
EVOLVING PERCEPTIONS While Africa’s tourism sector is evolving rapidly, sadly some things haven’t changed as quickly as we would like. One of these things is the inaccurate perception many people outside of Africa, particularly in Europe and the States, have of the continent. “A huge proportion of the
Henk de Kock General Manager
Alex Rutherford Managing Director & Owner
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world views Africa as a country, so anything anywhere in Africa affects us,” Rutherford says. “It’s ridiculous the impact things like an Ebola outbreak can have on us when we’re further from the outbreak than Europe is! Then there’s the fact that sensitivity to problems in Africa is extremely high. A minor incident shuts down tourism. One tourist dies anywhere in Africa and the whole thing shuts down. It’s the sort of thing that happens in America or Europe just as frequently without comment, but in Africa, we feel it longer and harder.” There are no easy solutions to this problem, only the hard work of educating people. “There’s a fair amount of time spent trying to break it down for people, get them a sense
“WE HAVE GUYS ON THE ROAD LEARNING ABOUT NEW PLACES ALL THE TIME.”
of size and scale because they don’t have a clue how big Africa actually is, how many regional differences there are,” Rutherford points out. “With the people that know Africa ironically that mentality is still there. In those cases, we have our guys on the ground with footprints everywhere moving around talking to locals, so we provide a very good feedback loop to agents about what’s going on to allay fears. If there’s Meet the team at our Somerset West Office
an incident or issue we know what’s going on very quickly to ensure people understand that if something happens in Kampala it has nothing to do with Namibia.” Rutherford’s optimistic about the way perceptions have changed and will continue to change. “One day it’ll change and it’s already better than it used to be. When I started people still had this perception of Africa as the ‘dark continent’, so access to information is improving but it’s a long way behind a lot of places.”
A NEW AGE
Nomad Safari Truck
The changing landscape of the tourism sector offers all kinds of exciting opportunities, but there are also costs, as Rutherford tells us, “The future of the sector is a question I’ve been fighting with because the market’s changed dramatically in a short space of time. I see sadly that camping is on the way out, I don’t even know if we’ll be running camping in five years’ time, which is a shame as that’s what we’re built on. Sitting around a fire, watching the stars, playing cards with your guests, that’s what we’re founded on and what drives me but people are moving away from it at a rapid rate, even young people.” The new generation of holidaymakers simply isn’t big fans of the outdoors. “They want rooms and air conditioning, and not that illusion that you’re out in the wild,” says Rutherford. “Camping was for people who loved camping or who couldn’t afford more. Ironically it seems people have more money and can afford accommodation, so people are choosing it not knowing they’ll miss out on the best experiences.”
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3T ADDITIVE MANUFACTURING
WE LEARN ABOUT THE ROLE ADDITIVE MANUFACTURING CAN PLAY IN THE MODERN MANUFACTURING SECTOR.
LAYER BY LAYER PROJECT MANAGED BY: TIM GARWOOD
There’s an old story about Michelangelo. Someone saw his David statue, and asked him “How do you carve that out of a block of marble?” Michelangelo replied, “I simply cut away everything that isn’t the statue.”
t’s an approach that is still a large part of current manufacturing methods. Many metal components are made by cutting from blocks of metal, taking away everything that isn’t the product. The problem is, it’s a wasteful approach. What happens to all those bits that “aren’t the statue”? This is why additive manufacturing is so useful, as opposed to “subtractive” manufacturing such as Michelangelo’s method. “Additive manufacturing is building a component layer by layer,” explains Daniel France, the Head of Business Development for 3T Additive Manufacturing. “Instead of it being subtractive and taking the material away to produce what you need, it’s taking a 3D computer model and only building what you require.
Daniel France Head of Development 3T Additive Manfacturing
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The FGP Group P R O B A B LY T H E B E S T I N T H E S O U T H W E S T Sorry but we don’t brew beer, but the FGP Group are also not just a standard manufacturing make to print business, we are investing in and building a culture of innovation that will make us the ‘Supplier of Choice’ for all your engineering solutions. We can offer you a single “One Stop Shop” manufacturing solution due to our extensive capabilities and approvals. With 3 business sites located in the Weymouth and Yeovil areas, we currently employ over 215 people with Annual Sales turnover in excess of £20m. We have demonstrated agility with sustained performance and responsiveness against the customers needs which has also yielded significant business growth. We will continue this growth with continued investment in our people, plant, processes, best practices and business systems, but most of all by listening to and working in collaboration with the customer. Our vision being to develop a £30m - £50m turnover group of British Manufacturing Companies by developing all the skills and processes necessary to become an integrated ‘Tier 1’ supplier that has the capability of offering a full engineering and manufacturing solution across existing and new customer base. We will achieve this by organic growth, acquisition and further enhance strategic partnerships with both customers and suppliers. The companies growth strategy is based on the needs of our customers to outsource more manufacturing, in order to concentrate and develop
their own activities, assembly and test of final products. The beneficiary’s will be the groups or clusters of companies that work together to offer this solution to their customers. This provides the company with the opportunity to become the long term partner of choice offering a reliable, robust and consistent supply chain both operationally and commercially acceptable to both parties. The companies growth strategy is based upon two levels, organic development of current operating companies and future acquisitions based on the following criteria: • Increased manufacturing and processing capabilities. • Diversification of the customer base The organic growth will be achieved by (simplification) moving up the manufacturing value added chain and winning greater workshare of its customer’s order books, This will lead to improving sales capabilities by taking advantage of cross selling opportunities within group, resulting in increased margins by reducing shared service cost of business functions as these can be rationalised across the different business units. (HR, HSE, Procurement, Finance, Operations).
www.fgpltd.co.uk | www.rsc.co.uk
Nigel Pitman Group Managing Director
Growth & Investment Strategy ACROSS THE 3 BUSINESS SITES FGP Systems Ltd (Weymouth)
Complex Machining & Assembly (Automation / CNC / Manual) • Design for Manufacture to convert Castings / Forgings to Make from solid / 3D Additive layer. • Introduce a designated NPI / Fast track Manufacturing Capability.
• Enhance Turn / Mill capability after product trials with Goodway / Citizen. • Complete strategy of introduction of EASA 145 accreditation – R & O opportunity
Investment to date £8.0m
FGP Lufton Ltd (Yeovil)
Complex Machining / NADCAP approved Heat Treatments / Welding / NDT • Facilities and Infrastructure improvements underway.
• Further development of the current fabrication capability.
• New Welding Plant inplace.
• Duplication of FGPS plant at FGPL: 5 Axis Mill / Mill –Turn / 3 Axis Mill capability.
• 4 Vacuum Furnaces inplace: 2 full Furnace upgrades plus new furnace inplace.
• Upgrade Inspection and Metrology Equipment & Methodology.
Investment to date £1.6m
RSC Ltd (Yeovil)
Complex Machining / NADCAP approved Heat Treatments / Welding / NDT • Maintain and further improve current Surface Coating NADCAP processes (Accreditation since 2006) • Grow the business with investment around additional processing capability and capacity.
• Work with the Customer to establish compliant processing aligned with REACH regulations. • Continue to develop processes with masking agents and techniques that will reduce Customer costs and leadtimes.
Investment to date £750k
Ramp Surface Coatings
T: 01305 773638 E: firstname.lastname@example.org
T: 01305 773638 email@example.com
T: 01935 847300 E: firstname.lastname@example.org
3T ADDITIVE MANUFACTURING
HARD-WON EXPERIENCE 3T are experts, not only in the field of additive manufacturing but in the ways, it can work in combination with other manufacturing techniques. “We’re a production manufacturer of additive components. We provide the full process chain, from the optimisation of design through to complete postprocessing,” France explains. “The full process chain is one of our unique selling points. Additive manufacturing is our core business, but our team are specialists and help our customers on the full AM journey. From identifying applications through to build, finishing and quality inspection. Having the facilities to complete the journey under one roof helps the process move faster and more smoothly whilst
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maintaining the highest quality.” The expertise found within 3T Additive Manufacturing is essential, as the field is still a relatively young one, and customer confidence needs to be nurtured. “The sales team definitely feel that our experience in the industry is a huge strength,” France points out. “It’s still a relatively unknown technology and things don’t always work to plan. It’s good to have the experience among our team of developers in Research and Development to utilise. They are highly specialised and have a huge depth of knowledge in material and process which is particularly appreciated by our bigger customers.” Of course, that knowledge and experience are hard-won. Or as France puts it, “I always say to customers, in the last
“I ALWAYS SAY TO CUSTOMERS, IN THE LAST 20 YEARS WE’VE MADE LOTS OF MISTAKES & THAT’S WHY WE’RE ONE OF THE BEST.”
3T ADDITIVE MANUFACTURING
“IT IS ALSO NOT JUST ABOUT EDUCATION IN THE PROCESS BUT INSTILLING THE CONFIDENCE THAT AM CAN BE EQUIVALENT TO CASTING OR OTHER SUBTRACTIVE METHODS.”
20 years we’ve made lots of mistakes and that’s why we’re one of the best. There are start-ups making mistakes now that we made ten years ago, positioning us as one of the best AM providers in the world.”
MANUFACTURING CONFIDENCE The continuing challenge is not just building up that knowledge and experience within the company, but to share it with potential customers who may be cautious about new manufacturing technologies. “Because additive manufacturing is a new technology, customer uptake involves a long education process,” France admits. “We provide training, seminars and open days at 3T or on-site at customers. It’s certainly a
process. It’s not just a question of sending us your file we’ll print something. It’s a consultative approach, a journey.” Of course, 3T’s own accumulated knowledge is useful here, not just in terms of experience, but in terms of the vast database of designs they have manufactured over the years. “It is also not just about education in the process but instilling the confidence that AM can be equivalent to casting or other subtractive methods. We’ve built a huge inhouse database of mechanical properties in various conditions,” says France. “The amount of mechanical data we have is another advantage for us. We can show that AM is suitable for a huge range of projects.”
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3T ADDITIVE MANUFACTURING
“WE WANT TO ENABLE PEOPLE’S CAREERS. WE DON’T WANT TO GIVE SOMEONE A ROLE THEY STAY IN FOR THE REST OF THEIR LIVES - WE WANT TO MOVE THEM THROUGH AN INTERNAL DEVELOPMENT PROCESS WITH LOTS OF EXTERNAL TRAINING AS WELL. INCLUDING EXPOSURE TO THE WIDER MARKET, WITH TRIPS TO INDUSTRY EVENTS IN THE UK AND EUROPE. IT’S FANTASTIC EXPOSURE.” 104 | BUSINESS FOCUS MAGAZINE
3T ADDITIVE MANUFACTURING
NURTURING SKILLS Another challenge borne of the newness of AM technology is the difficulty in sourcing new people with the required skills. Like many industries, 3T is finding, the way forward is to nurture those skills themselves. France tells us, “Recruiting individuals with AM experience has been quite tough because it’s a new industry. We have many nurturing programs including a graduate scheme, a placement scheme (for people during their university course), a year in industry (for students before they enter university), as well as apprenticeships. They mainly come in from a technical standpoint, CAD, engineers, workshop and processing. More often than not they stay on or return after they finish their studies” Once people are in the company, however, they become part of the family. “It’s not difficult to keep people because we have a really good culture. It has changed as we have grown but I would still class us as a family who is
working towards the same goal. That’s important,” France says, emphasising the importance of enabling people’s careers. “We want to enable people’s careers. We don’t want to give someone a role they stay in for the rest of their lives - we want to move them through an internal development process with lots of external training as well. Including exposure to the wider market, with trips to industry events in the UK and Europe. It’s fantastic exposure.” 3T has the expertise, and it has the technology. However, at the end of the day, there is just one factor that sets 3T apart and allows them to build confidence in this relatively new manufacturing technology. “Quality is one way we’re trying to move towards being more trusted in certain industries,” France says. “Companies can see it’s safe to explore as they can see our quality standards. This has enabled us to work with large OEMs in the aerospace, automotive, energy, and industrial sectors.”
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David Modig President of Modig Machine Tool
MODIG MACHINE TOOL
WE LEARN HOW A SWEDISH MACHINING COMPANY IS PUNCHING ABOVE ITS WEIGHT.
MACHINES PROJECT MANAGED BY: DAVID GARNER
In the locality of Virserum, Sweden, in 1947, a family founded a business whose mission was to build the best in class machines for manufacturing. That company’s lathes, universal drills and machining centres soon built up a global reputation, and by the 1980s they were starting to develop high-speed machining centres. Since then, that company, Modig Machine Tool, has continuously redefined the world’s machining standards.
nd through all of that Modig has remained not only one of the world’s leading manufacturing premium performance machining companies, but also a proudly family-owned firm. “The Modig company was founded in 1947. It is a familyowned company. I’m the third generation and took over ten years ago,” says David Modig, current President of the firm. “We’re focused on high-quality machines for the aerospace and automotive industries. We see ourselves as the Ferrari of machines, not the normal commodity machines suppliers. We’re very focused on customer relationships.
We’re not just selling machines from a catalogue; we’re helping customers receive they want.”
INNOVATION & COLLABORATION Modig has sold over 11,000 machines around the globe, and the Modig brand is widely recognised as a trusted partner for businesses. “I would say we have a couple of unique qualities,” Modig reflects. “Firstly there is what we’re selling. The reason we’re selling these products is that we’ve been able to develop products that give the customer a price per part that is 95% of the time much less than our competitors can offer.” Despite being a relatively small company, Modig is able to offer this value thanks to a relentless cycle of development and improvement. “We do a lot of development and that’s really what’s good about being a smaller business like ours. When we develop a new machine, it will not take us very long compared to a big organisation with a lot of
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Setting a high benchmark
We have tracked down the best suppliers on the market and use only the very best quality Swedish castings. All manufacture is performed in-house at our facilities in Virserum, Småland. This gives us control over both the manufacturing process and the end product. Our Products: Vices | Milling tables | Drill Sharpeners | Accessories Demanders Verktygsfabrik Sweden AB
Fabriksgatan 13, SE-577 71 Virserum, Sweden
Phone +46 (0)495-496 20 www.demanders.se
Measurement and Control Technology for Demanding Positioning Tasks Heidenhain products offer highest possible accuracy, reliable reproducibility and repeatability, safe process management, high machine dynamics, easy handling and maximum efficiency. ▬ Linear, Angle and Rotary Encoders ▬ Length Gauges ▬ CNC Controls ▬ Digital readouts and numerical controls ▬ Touch Probes We provide documentation and software as well as technical service for our products, including replacement units and spare parts, repairs & service on site. “Modig and Heidenhain has a longstanding relationship, where we share the same DNA regarding strive for perfection, latest technology and highest precision in research & development.” Per Wincent, Managing Director HEIDENHAIN Scandinavia AB Storsätragränd 5 SE-127 39 SKÄRHOLMEN, SWEDEN Telephone switchboard: +46 8 531 933 50 Email: email@example.com
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DEMANDERS Since the start at 1933 Demanders has been producing machine accessories such as machine vices and milling tables, developed in-house .We also carry out subcontract work involving a number of different materials. With a vice from Demanders, you get a first-rate production tool. We have developed the design by drawing on our extensive experience and broad knowledge of the manufacturing industry. Milling tables from Demanders can be used for milling, drilling and grinding. These tables are an excellent complement to many machine tools and broaden the fields of application for tools such as vertical drilling machines.
HABO ROSTFRIA In Habo, we work for the most part with stainless steel, but also with other material. We perform laser cutting, edge pressing, grinding, machining as well as assembling finished products on behalf of the customer.
Today the main production is for sub contract work. Demanders produce high precision components and also assembling assignment. Our subcontract work is efficient and focused on quality. Subcontracting from Demanders covers all stages and can be adapted to enable work with a number of different materials. We are able to machine aluminium, stainless steel, steel, castings, plastic, titanium, hardened steel, brass, and copper. Modig Machine Tool AB is one of our biggest and most valuable customers since many years. Demanders is proud of being able to meet the tolerance level of the machine parts we manufacture for their CNC-machines.
HABO ROSTFRIA AB Klingekärrsgatan 10, SE-566 31 HABO, SWEDEN
Phone: +46 (0) 10-10 22 550 Mail: firstname.lastname@example.org www.haborostfria.se
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HEIDENHAIN MEASUREMENT AND CONTROL TECHNOLOGY FOR DEMANDING POSITIONING TASKS DR. JOHANNES HEIDENHAIN GmbH develops and manufactures linear and angle encoders, rotary encoders, digital readouts, and numerical controls for demanding positioning tasks. HEIDENHAIN products are used primarily in high-precision machine tools as well as in plants for the production and processing of electronic components. With our extensive experience and know-how in the development and manufacture of measuring devices and numerical controls, we create the groundwork for the automation of tomorrow’s plants and production machines.
your partner around the production machine
HEIDENHAIN PRODUCTS AND THEIR APPLICATIONS This comprehensive product program offers solutions for all applications in which the highest possible accuracy, reliable reproducibility and repeatability, safe process management, high machine dynamics, simple operation and of course maximum efficiency are required. Our products are therefore used primarily in high-precision machine tools, in plants for the production and processing of electronic components as well as in automated systems and machines. In addition, we supply our products to manufacturers of elevators, medical technology and others. TECHNICAL TRAINING Technical qualification and continuing training are indispensable for achieving technological improvement and securing the future of a company and its employees. HEIDENHAIN offers demand-oriented training courses in which the required technical knowledge is imparted practically, efficiently and in conformity with the customers’ demands. Technical training courses are not only held in Traunreut. Many HEIDENHAIN regional agencies train you in your national language. You can also take TNC programming courses from authorized HEIDENHAIN training partners in Germany and in several European countries.
protection systems clamping and braking systems machine safety windows, spin windows machine led lighting systems HEMA Maschinen und Apparateschutz GmbH
Am Klinggraben 2 DE-63500 Seligenstadt Phone +49 6182 773-0 Fax +49 6182 773-35 email@example.com www.hema-group.com
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MODIG MACHINE TOOL
decision-makers,” Modig points out. “For us, it’s completely different. I design the machines and can say what direction to take. We’re always ahead four or five years ahead of our competitors in terms of technology and that drives price.” Beyond sheer innovation, however, Modig Machine Tool’s value also comes from the strong collaborative relationships it builds with its customers. “We work closely, together with our customers. We don’t sell machines from a
catalogue,” Modig says. “Our competitors say this is what we have and this is what you get. We say if you want to tweak it or do something with it it’s okay for us. That relationship is very important to us.”
SPREADING THE WORD While Modig is a favourite partner of the businesses that know it, the company isn’t a large one, and what resources it has are usually channelled towards further developing products and providing value to
“WE WANT TO BE STRONGER IN MARKETING OURSELVES. THAT’S THE BIGGEST ISSUE RIGHT NOW,”
Modig Machine Tool’s new facility in Kalmar, Sweden.
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MODIG MACHINE TOOL
Modig RigiMill Moving Gantry (MG)
Modig HHV3 with in & out feeder units Horizontal machining center
“WE DO A LOT OF TRAVELLING, TALKING TO THE RIGHT PEOPLE. WHEN YOU DO THAT, YOU ARE PINPOINTING PEOPLE WHO KNOW THEIR COMPANIES.” BUSINESSFOCUSMAGAZINE.COM
customers. This can mean that in marketing terms it’s a challenge to compete with larger, more corporate competitors. “We want to be stronger in marketing ourselves. That’s the biggest issue right now,” Modig admits. “Our competitors are big machine companies with thousands of employees and the muscles to market themselves,
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Lifetime product support. That’s FANUC Service First - a lifetime promise Service First is not just a slogan. It‘s a commitment to our valued customers that FANUC will provide lifetime maintenance on our products for as long as they are used, at more than 264 locations supporting 108 countries throughout the world. As long as your machine is still in service we will, whenever possible, provide you with original spare parts for it - and for a minimum of 25 years. That’s FANUC.
FANUC Nordic AB • Phone: +46 8 505 80 700 • E-mail: firstname.lastname@example.org • Website: www.fanuc.se
From individual part design and production to equipment building, Fort Engineering is able to meet our customers’ expectations by understanding and adapting to their needs and standards, ensuring the project compliance. The skills, experience and creative talent of our qualified team enable us to deliver specific custom solutions for almost any project. We aim to provide high standards and accuracy in the entire process of manufacturing and assembly of the products and equipment delivered. Our expertise and the geographical region benefits help us provide cost-effective and optimal end results that fulfil our partners business objectives.
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FANUC FANUC has been helping industrial companies automate their factories for more than 60 years. Originally with NC and servo systems that helped customers achieve the highest possible precision in their production. Over time, FANUC expanded its technologies and offerings to include industrial robots and machine tools. FANUC’s products are found in most industries and countries. More than 4.2 million FANUC-branded NC controls, more than 20 million servomotors and over 600,000 industrial robots have been installed in factories around the world.
MODIG MACHINE TOOL
Close up of a RigiMill spindle with component
FANUC is actively driving forward the digitalisation of machines. The company is building on its broad experience of using Internet-of-Things (IoT) and Artificial Intelligence (AI) solutions in its own, highly automated production sites. For example, FANUC has developed an open Industrial IoT platform named FIELD system to allow the connection of all devices and machines from all manufacturers and all generations in a factory. As FIELD system collects and analyses the data locally, sensitive production data stays in the factory without being sent to a Cloud initially. “Service First” is FANUC’s first and foremost principle. Apart from delivering top quality products, FANUC also ensures a regular maintenance and a lifelong service for all products. While FANUC’s headquarters are located at the foot of Mount Fuji in Japan, the company has a worldwide service network of 264 locations serving 108 countries. In Europe FANUC maintains a European Development Centre as well as a huge warehouse and a repair factory to ensure that European customer’s needs are fulfilled quickly and precisely.
garnering more recognition. If we could do the marketing in the way we want with demo machines, showrooms and so on, then there’s no limit to what we could sell, but that is the limit for us right now.” Getting the word out, and forging those new relationships that will allow the company to continue to grow, is the primary challenge Modig is facing, but will marketing may limit their reach, Modig is quick to point out that the company is more than equipped to take on the large jobs. “That’s the struggle every day. We do a lot of travelling, talking to the right people. When you do that, you are pinpointing people who know their companies,” he
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MODIG MACHINE TOOL
open to staff development. It’s not about the grades you have, it’s about the interest in what you’re doing. If you’re interested in doing something you can accomplish anything. So, when I see this in someone, we bring the people further up through the company, having regular meetings with them. There’s a lot of things going on.” Fundamentally, for Modig, the main way the company attracts talent is through the Percy Modig, David Modig, Kevin Matthies (Senior Vice President Global Fabrication at Spirit AeroSystems), Keith Lopez (President Modig Machine Tool US) Ribbon cutting ceremony at the new facility in Kalmar, May 2019.
says. “Our biggest customer is a large corporation and they know us; we’ve been with them for 20 years and it’s not an issue for them. We sell them so many machines. We find connections, and the bigger the company gets the more there is to spend on marketing. But while we don’t have that big a marketing budget, we can build that trust and those relationships that create word of mouth.”
GROWING TALENT That growth is continuing, with Modig recently moving to a new location and constructing a brand new, state-of-the-art machining plant. But with that growth comes the need for more people and with more people comes the need to ensure those people have the necessary skills and knowledge. “The type of work we’re doing is very technical so when we hire an unexperienced person they get trained by an experienced person, and these days there’s a lot of instruction,” Modig explains. “I am very to
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Close up of the HHV, spindle and machined component
MODIG MACHINE TOOL
“MOST OF THE PEOPLE WHO WORK HERE NEVER HAVE TWO DAYS THE SAME. IT’S NOT A JOB WHERE YOU CAN JUST PRESS A BUTTON FOR EIGHT HOURS. IT’S A PROBLEM-SOLVING ENVIRONMENT AND THAT’S WHAT THEY LIKE.” breadth of challenges and experiences they can offer. “Most of the people who work here never have two days the same,” he says. “It’s not a job where you can just press a button for eight hours. It’s a problem-solving environment and that’s what they like.” It’s an environment that still excites Modig today, and
he’s looking forward to what they’re going to do next. “The future is actually looking really good. We have a new machine portfolio. The last machine in this portfolio was announced in 2019, our three-year plan was put into place in January, just after we completed our last threeyear plan,” he says. “We’re going to increase sales and broaden our market and try to do some diversification away from the aerospace sector. We had too many eggs in one basket. We’re now trying to focus on the automotive sector, especially electric vehicles. 2019 was a good time for us and we got many orders from the automotive sector so that’s exciting for the future.” Modig RigiMill Moving Table (MT), vertical machining center
“WE’RE GOING TO INCREASE SALES AND BROADEN OUR MARKET AND TRY TO DO SOME DIVERSIFICATION AWAY FROM THE AEROSPACE SECTOR. WE’RE NOW TRYING TO FOCUS ON THE AUTOMOTIVE SECTOR, ESPECIALLY ELECTRIC VEHICLES.” BUSINESSFOCUSMAGAZINE.COM
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WHAT MORE UK
DESPITE EXPERIENCING TURBULENT TIMES THE LAST TIME WE SPOKE WITH THEM, WHAT MORE UK IS UNDERGOING AN EXCITING PERIOD OF INVESTMENT AND GROWTH.
WHAT MORE COULD YOU ASK FOR? PROJECT MANAGED BY: DAVID GARNER
What More UK has had quite the journey, starting out with only 13 products on offer in their catalogue, today What More UK’s offering numbers over 1,700 products, which are available at major retailers throughout the UK and 72 other countries.
Tony Grimshaw Director, What More UK
hen we last talked with Tony Grimshaw, the Director of What More UK, the company, and indeed the British manufacturing sector as a whole, had been experiencing difficult times thanks to economic, political and Brexit uncertainty. “It’s a lack in confidence,” Grimshaw told us in 2018. “The problem with high street retailing in general is it’s falling like flies at the moment. House of Frasier announced they would drop fifty stores. Everyone’s trying to keep the powder dry and not overstretch themselves.” What More UK, however, has addressed these challenges by continuing to invest in and grow the business, and Grimshaw is
sounding decidedly more upbeat when we speak to him today. “The last couple of years have been successful. We have continued with our investment. Over the last four-and-ahalf years we have invested £25 million in our structure, machinery and products,” he tells us. “The investment is ongoing and that’s reflected in the success we’ve had over the last few years. We have continued to grow; we are in 73 countries and within those countries we have developed new customers as well. It’s been exceptional.”
CHALLENGES & OPPORTUNITIES That is not to say that the problems Grimshaw told us about during our last discussion have disappeared. Indeed, anyone who has opened a newspaper in the last couple of years knows the ongoing uncertainty around the UK’s status in the EU continues to be a real problem for businesses.
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BMB eKW Hybrid machines; full-electric technology with hydraulic accumulated injection for optimum moulding of thin wall packaging applications ranging from food containers to flower pots and cosmetics packaging. • High Performance • Fast • Precise • Reliable • Energy Efficient
THE INJECTION MOULDING MACHINE
BMB Plastics Machinery Ltd Unit 215 Wolseley Court Towers Business Park-Rugeley, Staffs. WS15 1UW Office: phone +44 (0) 1889 584483 Stewart.Leng@bmb-spa.com • www.bmb-spa.com/en
TH Plastics was established in 2008 and has quickly become the market-leading ancillary equipment and on cell automation solutions provider in the UK with a portfolio of customers that includes some of the highest profile, and technically demanding plastics business’ in the UK. Our main objective is to build long term partnerships with our customers. We design, guarantee to specification, supply, install, and offer 24/7 support to a vast range of different sectors within the plastics industry, creating multi-award-winning end-to-end solutions that help our customers save time, money, and energy.
Call: 01457 855514 Email: email@example.com www.thplastics.co.uk
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WHAT MORE UK
BMB THE PERFECT PARTNER Since BMB’s inception in 1967, the original owner-Egidio Bugatti still remains a daily influence in the business and along with his son, Marco, they have a shared vision for the future growth. Now producing a range of electric clamp machines from 100 tonnes clamp force to 2,800 tonnes clamp force with additional models up to 5,000 tonnes clamp force, it is clear that BMB is in a leading position in the marketplace. BMB has always focused on improving their product in order to maintain their recognized and envied position as a producer of equipment that guarantees elevated performance levels whilst achieving real energy savings. From small beginnings to a business that currently enjoys a €180,000,000 turnover supplying a truly diverse market worldwide.
www.bmb-spa.com “Our major challenge hasn’t been exports; it’s been internal sales. Within the UK buyers have been very reluctant to place orders because of the current situation,” Grimshaw admits. However, these very challenges are beginning to create opportunities of their own. “The situation being the way it is has also helped us because a lot of purchasers that would have gone abroad people are now looking for manufacturers in the UK to strengthen their supply line,” Grimshaw explains. “Although our business is increasing, we’re not taking it from competitors in the UK but from competitors in China and elsewhere. A lot of orders that would have gone to China now go to UK manufacturers.” At the same time as expanding geographically, What More UK is also expanding into new markets, as Grimshaw tells us, “About four years ago we bought a bakeware company. It had gone into liquidation and
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WHAT MORE UK
“WE NOW DESIGN OUR OWN TOOLS AND MANUFACTURE THEM, SO IT’S A BRILLIANT SITUATION FOR OUR BUYERS.” we bought the machinery and moulds taking us into metal as well as plastic. We also needed the expertise to run the machinery and maintain it. That had gone with the company when it was liquidated so we had to find those people and bring them into our company. We went in search for the key people and brought them into the company that took a while.” Turning that equipment and talent into a working, viable arm of the business was no small task and required a great deal of investment, but investment has always been a strong part What More UK’s strategy. “The machinery took a lot of work to get it up to standard, and we faced similar challenges with the moulds. We ended up redesigning the whole catalogue with new moulds and invested £1 million in a tool room,” Grimshaw says. “We now design our own tools and manufacture them, so it’s a brilliant situation for our buyers. The larger retailers can even come in and design their own ranges so they love that.” While Grimshaw does not deny the effort required to enter this new market sector, it is effort that is already seeing dividends. This year the bakeware sector of the business saw sales increase by 50%. “The bakeware is a superb addition to our range,” Grimshaw says. “With more in-depth penetration to the housewares business, combined with the new bakeware products, we’re offering a full range with everything from planters to baking trays. That has been a significant contribution. Next
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year we’ve already taken onboard new customers, that growth will continue.”
SPREADING THE WORD To find these new markets What More UK works hard to get the word out about the products they can offer and the standards their work lives up to. “We invest heavily in exhibitions and conventions. We have a large stand at Ambiente and do a lot of work prior to the exhibition. We send postcards to buyers all over the world at the beginning and end of December and January to generate interest,” Grimshaw says. “The stand itself generates a lot of footfall.” What More UK doesn’t have any grand strategy regarding the new markets and regions it intends to move into, but they are continually aware of areas they can improve their performance. “For instance, around Africa we’re pretty light at the moment,” Grimshaw says. “We have South Africa, but we want to generate more interest in that region.” What is certain, talking to Grimshaw, is that when we next speak to him What More UK will have once again grown and improved. “It’s ongoing, you can’t stand still,” he says. “For instance, the reason we can compete globally is the fact we have state-of-theart manufacturing. Our wages are above the living wage, but even the living wage in the UK is a lot compared to some places in the world. So, to compete we have to have the best machinery. We have spent £25 million refurbishing the whole
WHAT MORE UK
plant. There is no machinery in the plant older than three years. On the plastics side we have got 24 state-of-the-art machines. On the bakeware and cookware side we just purchased our first brand new machine. It is a fully automated machine. You put metal in one side and a packed, labelled product comes out the other. That’ll be an ongoing process bringing in brand new machinery now that sales justify the investment.” When Grimshaw talks about investment, however, he is clear that he is not just talking about new equipment. “Our investment is not only in machinery. It is also in the people that work with us. That is an important element,” he reflects. “Without the people we haven’t got a company.”
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YAMAZAKI MAZAK UK
YAMAZAKI MAZAK, ONE OF THE WORLD’S LARGEST MANUFACTURERS OF CNC MACHINE TOOLS, IS SET TO DRIVE GROWTH THROUGH INNOVATION
ADVANCED MANUFACTURING FOR FUTURE NEEDS PROJECT MANAGED BY: DAVID GARNER Boosted by recent extensive investment, the company’s European Manufacturing Plant in Worcester is at the heart of a new generation of compact, state-of-the-art machining centres set to irreversibly shake up the machine tool market.
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ith 10 production plants across the world, as well as 77 technology centres in 21 countries, Yamazaki Mazak has a truly global footprint. The company offers over 200 CNC machine tools, ranging from Multi-Tasking, 5-axis, milling, and turning centres; to laser sheet metal-cutting machines, CNC controls and flexible manufacturing systems. Commonly referred to as “mother machines”, machine tools are used by manufacturers to make a wide variety of
YAMAZAKI MAZAK UK
QUICK TURN 250MYS by Mazak
components across a range of industries, including the aerospace, automotive, energy, medical, transportation, general machinery and consumer electronics sectors. However, Mazak does not limit itself to the supply of standalone machines, and has a burgeoning business building and supplying turnkey automated cells, with several different machines and ancillary automation systems all seamlessly connected.
“The company turned 100 last year and continues to be a family-owned business. This is a unique and key part of our success, along with having a very focused and long-term vision of investing in products and technologies as well as in people,” says Alan Mucklow, Managing Director UK & Ireland Sales and Service Division for Yamazaki Mazak UK. “Part of what helps us stand out as a business is the global positioning of our factories and technology centres. This enables us to develop very close working relationships with our customer base, which in turn helps us to both understand the demands of their respective markets and react in terms of product development.”
ADVANCED EUROPEAN BASE Mazak’s state-of-the-art manufacturing facility in Worcester is the company’s only production site on the continent. It produces more than 1,000 machine tools every year, of which 80-85% are exported to mainland Europe.
“THE COMPANY TURNED 100 LAST YEAR AND CONTINUES TO BE A FAMILY-OWNED BUSINESS. THIS IS A UNIQUE AND KEY PART OF OUR SUCCESS, ALONG WITH HAVING A VERY FOCUSED AND LONG-TERM VISION IN TERMS OF INVESTING IN PRODUCTS AND TECHNOLOGIES AS WELL AS IN PEOPLE.”
Alan Mucklow, Managing Director UK & Ireland Sales and Service Division for Yamazaki Mazak UK.
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SINUMERIK 808 828 SINUMERIKSINUMERIK 828 The entry-level CNC for basic, standard machines The compact CNC The for compact CNC for standard machines standard machines SINUMERIK SINUMERIK 828 828 • Panel-based • Panel-based compact compact CNC CNC • Up to 10 • Up axes/spindles to 10 axes/spindlesand and 2 auxiliary 2 auxiliary axes axes • Up to 2• machining Up to 2 machining channels channels T, M, G T, M, G • 10.4" display • 10.4" display or or 15.6" touch 15.6" display touch display • SIMATIC • SIMATIC S7-200-based S7-200-basedPLC PLC SINUMERIK 808 • Panel-based compact CNC • Up to 6 axes/spindles • 1 machining channel • 8.4" color display • SIMATIC S7-200-based PLC
SINAMICS V70 SIMOTICS S-1FL6
SINAMICS S120/S120 SINAMICS S120/S120 Combi Combi SIMOTICS SIMOTICS
SINUMERIK MC SINUMERIK MC The CNC for special machine The tool CNC for technologies special machine tool technologies SINUMERIK MC • PC-based CNC • Open user interface design based on WinCC or Run MyHMI /3GL • Up to 8 axes/spindles • Up to 4 machining channels • Modular panel concept • SIMATIC S7-1500F PLC SINAMICS S120 Booskize with SINAMICS CU320, S120 Booskize SINAMICS with CU320, S210 SINAMICS S210 SIMOTICS SIMOTICS
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CNC portfolio | SINUMERIK
From From basic,basic, standardstandard CNC machines CNC through machines standardized through machine tools standardized up to machine too modular, modular, high-end high-end machine concepts machine – SINUMERIK concepts CNCs offer – SINUMERIK the optimum CNCs offer the optim solution solution for each for andeach every machine and every concept. machine Whether individual concept. partWhether or mass individual part o production, production, basic or basic complexor workpieces complex – SINUMERIK workpieces is the highly – SINUMERIK productive is the highly pro automation automation solution solution across all production acrossdomains. all production These extend domains. from prototype These extend from andand tool building tool building through mold through making up mold to large making series production. up to large series production. SINUMERIK 840 SINUMERIK 840 The open CNC for modular machine concepts The open CNC for modular machine concepts SINUMERIK 840 • Drive-based, modular CNC • Multi-technology CNC • Up to 31 axes/spindles per NCU* and any number of PLC axes • Up to 10 machining channels per NCU* • Modular panel concept up to 24" color display • SIMATIC S7-300 PLC
SINUMER • Drive-b • Multi-te • Up to 3 and any • Up to 1 NCU* • Modula 24" colo • SIMATIC
*Up to 3 NCUs can be connected via NCU-Link
*Up to 3 NCU
SINAMICS S120 Booksize/Combi/Chassis SINAMICS S120 Booksize/Combi/Chassis SIMOTICS SIMOTICS
SINUMERIK ONE SINUMERIK ONE The digital native TheCNC digital – the next native level of CNC the digital – the transformation next level of the digital transform SINUMERIK ONE SINUMERIK ONE • Digital twin as integral component • Digital twin as integral component of the CNC of the CNC • Drive and panel-based modular CNC • Drive and panel-based modular CNC • Multi-technology•CNC Multi-technology CNC • Up to 31 axes/spindles • Upand to 31 axes/spindles and any number of PLC axes any number of PLC axes • Up to 10 machining channels • Up to 10 machining channels • Modular panel concept up to • Modular panel concept up to 24" multitouch color24" display multitouch color display • SIMATIC S7-1500F • PLC SIMATIC S7-1500F PLC
SINAMICS S120 Booksize/Combi/Chassis SINAMICS S120 Booksize/Combi/Chassis SIMOTICS SIMOTICS
BUSINESSFOCUSMAGAZINE.COM 68770.indd 68770.indd 7 7
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YAMAZAKI MAZAK UK
“PART OF WHAT HELPS US STAND OUT AS A BUSINESS IS THE GLOBAL POSITIONING OF OUR FACTORIES AND TECHNOLOGY CENTRES. THIS ENABLES US TO DEVELOP VERY CLOSE WORKING RELATIONSHIPS WITH OUR CUSTOMER BASE, WHICH IN TURN HELPS US TO BOTH UNDERSTAND THE DEMANDS OF THEIR RESPECTIVE MARKETS AND REACT IN TERMS OF PRODUCT DEVELOPMENT.” The plant, which employs over 800 people, also houses the European Technology Centre and gives customers direct access to support from a large, expert team of applications engineers. Mr Mucklow affirmed that Mazak’s UK business has gone from strength to strength in recent years. “Our advantage is that we are extremely vertically integrated. We don’t just assemble – our competencies include design, development, manufacturing and subassembly, as well as final assembly. That makes us unique in a sense, as we have complete control of our innovation and production.” “The fact that we have our own R&D facility in Worcester is an important factor. For
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PP CONTROL & AUTOMATION THE POWER OF PARTNERSHIP
PP Control & Automation (PP C&A) and Mazak UK is the perfect example of how the ‘right’ strategic manufacturing outsourcing relationship can deliver improved design, increased capacity, greater flexibility and reduced lead times. There aren’t many business relationships that stand the test of 27 years, especially when you consider it involves meeting the exacting requirements of the machine tool marketplace, a sector that is commonly recognised as having complex and demanding needs. That’s not the case for Mazak UK and PP Control & Automation, a partnership that has evolved together over nearly three decades to deliver mutual benefits and mutual growth. It is a relationship that PP C&A’s Tony Hague is rightly proud of. The CEO of the strategic manufacturing outsourcing specialist believes it provides a modern-day blueprint for how two organisations can focus on their core strengths to deliver world class production performance and innovation. It’s not an idle boast either when you consider the figures. Very shortly, the 30,000th control system built by PP C&A will be packaged up and sent to Mazak UK’s Worcestershire facility, just a few miles off Junction 6 of the M5.
UNLOCKING UNLOCKING SUPPLY SUPPLY CHAIN CHAIN AGILITY AGILITY AAstrategic strategic relationship relationship delivering: delivering: supportin incost cost support optimisation optimisation inventoryreduction reduction inventory supplier supplier rationalisation rationalisation supplychain chain supply responsiveness responsiveness
“PP C&A C&A are areaastrategic strategic within Mazak’s Mazak’s link within complex complex supply supplychain, chain, supporting supporting current currentand and future future challenges challengesas as true partners.” partners.”
Mark Mark Edwards Edwards
Purchasing PurchasingManager Manager
Control & Automation Control & Automation Complete manufacturing solutions Complete manufacturing solutions
It marks another major milestone in a relationship that started in 1993 when Japanese senior management team saw something different in the PP Control & Automation approach and placed the first order. “We knew it was big news at the time, but I’m not sure we realised how much of a catalyst it would be for our business to have one of the world’s largest machine builders on board and working with us,” explained Tony. “At that stage we were about £2m turnover and working in a facility a fifth of the size of our current site. Our belief in focusing on the best possible quality is what impressed the purchasing team back then, something that has not wavered since.” Pointing at the dedicated Mazak production cell at its world class factory in Cheslyn Hay, he went on to add: “You can see how far we’ve come, with a dedicated team of forty plus people continually working on this line. Reaching 30,000 control systems in less than 30 years is a fantastic achievement and covers multiple different machine models and increasing option configuration that reflects the demand for faster, more powerful and customised machine tools.”
Today, PP Control & Automation continues to provide the increasing capacity required for the client to take on new orders and expand by supporting the full design and build of control systems used in machine tools that will eventually produce parts for the motorsport, automotive, medical, aerospace and the oil and gas industries. Manufacturing is based around just-in-time, with an EDI system used to plan production in a manner which sees highly configurable products delivered in just days to the customer. “This is all the more impressive when you consider the complexity of the production model and the significant variation and configuration needs of the build,” continued Tony. “Our ‘Design for Manufacturing (DFM)’ experts work with Mazak from the outset of the concept, looking at ways in which we can add value, eliminate costs and standardise the build process, whilst still being able to deliver greater scope for the customer to configure bespoke machines.
Whether it’s the uncertainty of ongoing Brexit negotiations or the potential paralysing effects of Coronavirus, there is no getting away from the fact that a lot of UK companies, who had previously offshored, are now looking to choose their outsourcing partner a lot closer to home. Chasing the low-cost manufacturing environments of Eastern Europe and the Far East hasn’t been as lucrative as first anticipated, with inconsistent quality issues and long lead times impacting on overall productivity and the final “landed costs” of parts. The fall in Sterling has added more strength to the argument, with the UK now 30% more competitive than it was four years ago, making purchasing decisions a lot easier than they once were. There are lots of benefits of having a strategic supplier close to your own manufacturing operation, not least clear visibility of stock and the ability to operate and plan to a just-in-time ‘pull’ production system.
“Since the Election result in December, nearly every member of this group has either benefitted from reshoring or are currently in the process of accommodating new work as customers look for security of supply and local sourcing. “This is being accelerated by the outbreak of the Coronavirus, with global supply chains looking nervously at China and how they are going to cope with possible major disruption to production.”
www.ppcanda.com Twitter: @ppcanda
value engineering engineering design for manufacture manufacture competitive competitive advantage through advantage through innovation innovation
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world-class quality world-class quality reliability & reliability
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Garry Myatt, Sales Director at PP Control & Automation, said: “We are part of the Manufacturing Assembly Network (MAN), a collective of nine sub-contract manufacturers and an engineering design agency.
A A strategic strategic relationship relationship delivering: delivering:
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Tony concluded: “Our partnership with Mazak is probably the most pivotal moment in our 50 year-history and - some 27 years on - it continues to be one of our largest and most important partners.”
PARTNERS PARTNERS IN GROWTH IN GROWTH FOR OVER OVER 25 YEARS YEARS
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“We also take full responsibility for total supply chain management, including working with multiple Japanese manufactured parts to ensure that we reduce the hidden costs that can arise if the customer is having to manage this. Vendor reduction and rationalisation is a big driver.”
Control & Automation Control & Automation Complete manufacturing solutions Complete manufacturing solutions
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Kitagawa from 1st MTA for all your workholding requirements. 1st MTA the UK’s leading machine accessory supplier. Email: firstname.lastname@example.org Freephone: 0800 783 0510 Fax: 0800 783 0517 www.1mta.com
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YAMAZAKI MAZAK UK
CV5-500 Machining Center by Mazak
“OUR ADVANTAGE IS THAT WE ARE EXTREMELY VERTICALLY INTEGRATED. WE DON’T JUST ASSEMBLE. OUR COMPETENCIES INCLUDE DESIGN, DEVELOPMENT, MANUFACTURING AND SUBASSEMBLY, AS WELL AS FINAL ASSEMBLY. THAT MAKES US UNIQUE IN A SENSE, AS WE HAVE COMPLETE CONTROL OF OUR INNOVATION AND PRODUCTION.” BUSINESSFOCUSMAGAZINE.COM
example, the VTC-800 series was designed here in 2008, of which 1,200 units have been sold across Europe. More recently, we designed, manufactured and launched a new 5-axis machine – the CV5500 – which, again, is a fully UKmade machine, from conception to delivery.” The CV5-500 was one of a number of new Mazak machine tools unveiled at EMO 2019 in Hannover. Designed to deliver high-speed, high-
accuracy machining, the CV5500 defines a new standard for 5-axis machining and offers exceptional value to both seasoned users of the technology and those taking their first steps with it. Other standout highlights at EMO included the two new machines from the INTEGREX i-H series, the latest generation of Mazak’s flagship Multi-Tasking machine range. The company also recorded strong interest in its new SmoothAi artificial
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YAMAZAKI MAZAK UK
intelligence CNC and the QUICK TURN 250MSY turning centre, which is supported by an innovative RoboJob Tower automation system.
INVESTING IN GROWTH Last year, Yamazaki Mazak made a series of major investments at its UK-based European manufacturing plant in Worcester. These included two new state-of-the-art manufacturing cells, which make component parts for new Mazak machines produced on site. In addition, the case paint area
VTC800-30SR by Mazak
YAMAZAKI MAZAK UK
has been moved to increase assembly space on the factory floor, while an extension has also been added to the factory, creating more floor space for building new machines. The investment reflects strong results for machine orders in the UK and Ireland in 2019. Growth has been achieved across all sectors and machine classes, with particularly positive
performances in general subcontracting, aerospace and the oil and gas sector. The laser division also had a strong order book that has led to a continued increase in market share. Last year saw a robust performance from Mazakâ€™s 5-axis machines, specifically the VARIAXIS Series and the INTEGREX i-Series. The company also reported robust
growth in the HCN Series of horizontal machining centres, particularly in the oil and gas sector and the UK-built QT machines. â€œDemand varies across different territories and sectors, but there is certainly more growth towards a combination of capabilities, such as with the Multi-Tasking machines and 5-axis machines. In terms
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Renishaw UK, New Mills, Wotton-under-Edge, Gloucestershire. GL12 8JR. United Kingdom. T +44 (0)1453 524524 F +44 (0)1453 524901 E email@example.com
DERO DERO Fabrication FabricationLtd. Ltd. Sheet Metal, Fabrications & Laser Cutting Very well equipped 20,000 square foot foot modern factory. Very well equipped 20,000 square modern factory. Leading with a Mazak 8kW Fiber Laser- first in the UK Leading with a Mazak 8kW Fiber Laser - first in the UK In addition to being a Mazak customer Dero are also a supplier:
In addition to being a Mazak customer Dero are also a supplier:
Mazak LaserMaking MakingMazak Mazak Machines Machines Mazak Laser Dero excelat making at making high-quality Dero excel high-quality stainless stainlesssteel steelfabrications. fabrications. With full With and support, technicalwe support, we CADfull andCAD technical are are to with workcustomers with customers from ableable to work from prototypestotofull fullproduction. production. Having a prototypes skilled workforce a willingness to a Having a skilledwithworkforce with ensure complete customer satisfaction. willingness to ensure complete customer satisfaction.
Dero Fabrication Limited Unit 67, Blackpole Trading Estate West, Worcester WR3 8TJ Telephone: 01905Dero 455199 Email: firstname.lastname@example.org Fabrication Limited Unit 67, Blackpole Trading Estate West, Worcester, WR3 8TJ Telephone: 01905 455199 Email: email@example.com
DERO FABRICATION Dero is a family run company based in the historic city of Worcester within easy reach of the M5 Motorway, boasting a modern 20,000 square foot factory, housing some of the latest manufacturing and computer equipment. Dero has the skills and resources to offer a wide variety of sheet metal fabrications and engineering work. We offer a complete package from conception, design, product development and prototypes, through to manufacture. In addition, we are able to provide any sub-contract services necessary to produce a quality finished product. Dero specialise in high-quality stainless-steel fabrications for the food industry, this area has expanded to almost any type of specialised stainless requirements. Dero has maintained a wide range of regular customers spanning a wide and diverse number of industries. This has led to Dero earning a strong reputation for the manufacture of top-quality sheet metal work; achieved by always providing high-quality workmanship, competitive prices, reliable delivery and a willingness to ensure complete customer satisfaction. Mazak is a leader in the manufacture of advanced technology solutions, with their European operation based just down the road from Dero. We enjoy a close working relationship, being both a supplier and a customer of Mazak. We are currently commissioning a new 8kW Mazak Fiber laser (first in the UK), to replace the Mazak 6kW Fiber (also first in the UK).
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YAMAZAKI MAZAK UK
of general market trends, automation is a key driver across all markets we serve and ease of integration with automation systems has played a significant role in the R&D process for our most recent product launches.” He pointed out that as part of investing in the next generation of engineering talent, Mazak runs a strong apprenticeship programme which has produced several winners of regional and national awards. The company currently employs several dozen apprentices, and has trained in excess of 200 in recent years across a range of different disciplines, including CNC machining, electrical, mechanical, sheet metal and fabrication. Over one-third of Mazak’s current employees began their careers as an apprentice, including Mr Mucklow.
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“Our continued investment aims to improve our market share not only in the UK but globally. Our strategy will focus on penetrating new markets and new sectors with new products, particularly with the CV5-500 5-axis machining centre, which has been designed and built specifically for the continent’s machine users. This should open a new customer base for us.” With its expanded capacity and increasing order book, the company is ready to face the future, confirms Mr Mucklow. “The manufacturing sector is acknowledging the need to invest in the latest technology to maintain a competitive position in Europe and beyond. We have positioned ourselves to make sure we can really maximise opportunities across all industries and react to the changes happening within them.”
“OUR CONTINUED INVESTMENT AIMS TO IMPROVE OUR MARKET SHARE NOT ONLY IN THE UK BUT GLOBALLY. OUR STRATEGY WILL FOCUS ON PENETRATING NEW MARKETS AND NEW SECTORS WITH NEW PRODUCTS, PARTICULARLY WITH THE CV5-500 5-AXIS MACHINING CENTRE, WHICH HAS BEEN DESIGNED AND BUILT SPECIFICALLY FOR THE CONTINENT’S MACHINE USERS. THIS SHOULD OPEN A NEW CUSTOMER BASE FOR US.”
YAMAZAKI MAZAK UK
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WESCOAL HOLDINGS LTD
WE TALK TO A BLACK-OWNED, BLACK-LED, PURE COAL COMPANY ABOUT BUILDING A STRONG COAL INDUSTRY IN SOUTH AFRICA.
STEAMING AHEAD PROJECT MANAGED BY: TREVOR GRETSINGER
Wescoal Holdings is a company with two key divisions, Mining and Trading. They are a coal-focused mining company that incorporates mining, processing, selling and distribution of coal and coal-related products.
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e mine and sell coal in the domestic market, primarily to Eskom and some other domestic markets,” explains the company’s CEO, Reginald Demana. “We operate three mines and one greenfield development project we’re opening. We are reopening a mine we’ve acquired, and our trading business sells coal in the domestic market to clients such as industrial coal users and privately-owned energy generating companies.”
We offer a full turnkey mining solution! CONTRACT MINING MATERIALS HANDLING
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Email: firstname.lastname@example.org or Igor@ippmining.co.za Cell: +27 (0)76 865 2665 / +27 (0)82 497 0528
COMMODITY TRADING RAILWAY SIDINGS
MINE REHABILITATION CIVIL CONSTRUCTION WORKS
Plot 54 Prinsberg Ave Seekoeiwater Witbank South Africa IPPMM is a Level 4 BBBEE Contributor
IPP MINING & MATERIALS HANDLING logistics of the Coal and Quarry products, railway siding management and control, as well as materials handling at processing plants which includes, plant feed, stockpile control, product loading, crushing and screening.
IPP MINING & MATERIALS HANDLING IPP Mining & Materials Handling (IPPMM) is a Multi-Disciplinary Company with over 18 Years of Experience offering full turnkey services within the mining and construction industry.
“OUR STAFF COMPLIMENT IS APPROXIMATELY 700 EMPLOYEES WHO OPERATE OUR FLEET OF OVER 400 MACHINES”
“OUR OPERATIONS MOVE OVER 2 MILLION CUBES OF MATERIAL MONTHLY” Our service offering specializes in the following fields: • Commodity Trading • Opencast Mining • Mine Rehabilitation • Materials Handling • Railway Sidings • Logistics • Pollution Control Dams • Civil Construction Works
With our unique and diverse offering, we are undisputedly a one-of-a-kind company with the capacity to develop and run efficient, profitable mining operations whilst maintaining a clear focus on quality, sustainability, integrity and safety.
We currently operate 8 sites in South Africa which are typically in the coal and quarry industry, these include reserves proudly owned by IPPMM. On other sites we perform the role of contractor to our clients. We have a further 3 sites based in Botswana which are a first of its kind, where we have been key role players in successfully establishing the first opencast coal mine in the country.
IPP Mining & Materials Handling Business Targets focus on: • Efficient, environmentally friendly practices • Superior service delivery • Improving local community living standards • Regulatory compliance on all fronts • Employee skills development • High productivity returns
We pride ourselves on the expertise delivered by our staff as we always ensure they are correctly trained to meet the requirements of an ever-changing mining environment. We aim to reach a zero injury and fatality frequency rate as our people are our most important resource.
Our staff compliment is approximately 700 employees who operate our fleet of over 400 machines, we further utilize an additional 200 staff through subcontracting. With this compliment we provide full turnkey solutions which range from mine design, Infrastructure development, Opencast mining, sales and
“A ZERO INJURY AND FATALITY FREQUENCY RATE”
Tornowize is an innovative, dynamic and fast growing mining company focused on multiple disciplines in the mining & construction industry. Founded in 2014 in Mpumalnga, South Africa. Tornowize is a 100% black owned and managed company. Our reputation for outstanding quality, strategic placement and highly effective service delivery, has allowed us to expand clientele & operations beyond traditional boundaries and into areas of high demand. 50 Toerien St, Klipfontein extension 8 Witbank 1035, South Africa Tel: +27 13 692 4378 Cell: +27 79 494 0068 Email: email@example.com Web: www.tornowize.co.za
Services we offer:
• Material Handling at process plants • Crushing & screening of material • Load & haul • Mine rehabilitation • Contract mining • Construction • Plant hire • Mining, engineering & industrial supplies
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For the first time in the history of South Africa, former mine employees have become owners of a mine they used to work at.
142 Western Road, Woodmead Johannesburg, 2191 T: + 27 10 009 5476
ENSafrica is privileged to be part of Wescoal’s journey
Africa’s largest law firm ENSafrica.com
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ENSafrica Wescoal2020.indd 1
WESCOAL HOLDINGS LTD
Reginald Demana CEO, Wescoal
The company has a total mine capacity of 8 million tons of coal per annum, to generate 6 million tons of sales, 5 million tons of which they sell to Eskom, and another million tons which are sold to other domestic users. And that capacity is set to grow, with Wescoal most recently acquiring a 50% interest in the empowering Arnot Mine from Exxaro. The Group now has coal resources in excess of 300 million tonnes, three operating mines, four processing plants and minor interests in coal supply chain infrastructure. These resources are committed to Wescoal Holdings’ clearly stated mission objectives, to become a dynamic black-owned and black-led coal company which champions socio-economic change and transformation. They want to lead the industry in shareholder value creation, environmental sustainability and stakeholder partnerships with communities, employees and shareholders. Wescoal’s
vision is to play a leading role in delivering a reliable energy source in a manner which adds transformational value to society but to do that, Wescoal is sticking close to a core set of values that define everything they do.
“WE’RE A SUCCESSFUL COMPANY THAT HAS PROVED ITSELF IN ITS ABILITY TO DEVELOP AND OPERATE MINES AND DISTRIBUTE IN THE COAL SPACE.” Those values are ‘Safety’ which drives the zero harm approach, ‘Delivery’ a focus on meeting Wescoal’s value commitment to its stakeholders, ‘Dynamic’, Wescoal has the agility to succeed in a changing environment, and ‘Integrity’, the courage to act fairly and responsibly in everything the
company does. Implicit in that value of ‘Integrity’ is the value of ‘Accountability’, the ability to take ownership for the impact of the company’s actions, and ‘Well-being’, the desire to create an environment for Wescoal’s employees and communities to prosper and excel. But even aside from their values, Wescoal Holdings is an increasingly unique phenomenon. “In the South African space, we probably are one of the few remaining pure coal listed companies in the market space,” explains Demana. “We’re a successful company that has proved itself in its ability to develop and operate mines and distribute in the coal space. We have strong credentials in the market, a strongly empowered company and we would like to restore Wescoal’s history of a profitable, cash-generating business that pays dividends.”
REACHING POTENTIAL Wescoal Holdings is in a unique position to build a unique business and energy asset, but it also faces challenges. “We’re trying to bring our key operations back into stability to produce stated capacity of 8 million tons per annum,” Demana says. “A recent transition from a previous contractor to a new contractor brought with it a lot of challenges and we’re struggling to get that operation running optimally at capacity, that has been the biggest challenge in the financial year that ends in March.” Wescoal has engaged in a variety of steps to ensure that the company achieves all that it is capable of. “There are a number of initiatives that we outlined in our interim results,” Demana says. “We’ve had to employ more senior management people, brought on board productivity
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WESCOAL HOLDINGS LTD
consulting companies to help improve productivity issues. Monitoring the main contractors’ capacity with a subcontractor to help us track the development of the team, to make it easier for the main contractor to sustainably offer mined coal.” Sustainability is a watchword for Wescoal, and the company takes seriously its social contract with surrounding communities to deliver on all the promises the company makes. Wescoal believes its survival depends on the sustainability of these communities, and it is a responsibility that matters a great deal to Demana personally. Wescoal’s commitment to sustainability is informed by those same core values of accountability, safety, delivery and integrity.
FUELLED BY PEOPLE Wescoal is accountable for how it impacts the communities it works alongside, and this is reflected in Wescoal’s social labour plans. They have made big advancements in assessing the use of farmland owned by Wescoal to enhance food and water security for those very communities. Indeed, like all businesses, Wescoal is ultimately about its people. Unfortunately, this can be a challenge in the current economy. “I think it’s well-known that South Africa is losing a lot of skilled labour. People are migrating to different countries, given the various economic challenges we face, so we’re seeing that impact in mining as well as with the constructors using highly skilled people in that regard,” Demana says. “Having said that as a company we try and recruit widely within the market as well as in local communities. We provide
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WESCOAL HOLDINGS LTD
“OUR FOCUS RIGHT NOW IS TO MAKE SURE THAT AS WE HEAD INTO THE NEW FINANCIAL YEAR, WE ARE WELL GEARED TO SUPPLY AT OUR STATED CAPACITY OF 8 MILLION TONS OF MINED COAL.” additional training to local people from the community where we operate and that brings in the additional benefit of stability in those areas. But we are not spared from the economy, and we try and retain the people we take from time to time. We use competitive salaries and make sure working conditions are as good as possible so people stay with us.” Overall, Demana is optimistic about the future of the company and believes it will achieve its goals.
“Our focus right now is to make sure that as we head into the new financial year, we are well geared to supply at our stated capacity of 8 million tons of mined coal,” Demana says. “We’re bringing into production our new projects, the greenfield project, the unlocked mine so that at the end of FY21 we have the company getting towards a 10-million-ton production target. We will make sure that next year we are producing right from the first month of the financial year at our stated capacity.”
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THE MIDDLE OF A GLOBAL ECONOMIC DOWNTURN IN 2014/15 MIGHT NOT SEEM LIKE THE BEST TIME TO START A BUSINESS, BUT FOR ENERQUIP IT WAS THE PERFECT OPPORTUNITY.
LOOK WHO’S TORQUING! PROJECT MANAGED BY: GLEN NEWTON
“We got started in the heart of the downturn in 2015,” recalls Andrew Robins, Director of EnerQuip. “We’ve only been trading since June 2015 when we started with just five employees and we have, against all odds, managed to grow the business considerably since then. At this point, we now have around 65 employees across three continents.”
Andrew Robins & John Duncan Directors at Enerquip Ltd
nerQuip exists to manufacture torque machines, a task they carry out across three manufacturing locations in Scotland. Fabrication and heavy steelwork are done at a facility in Lybster just outside of Wick, then everything goes to their Aberdeen headquarters for final assembly and testing, and the company also has a second location in Aberdeen for overspill fabrication. Their torque machines are primarily used onshore for the fast and accurate horizontal make-up and break out of threaded connections in oil and gas drilling and completions. They include completion tools, bottom hole assemblies, drilling jars, and couplings. The business has succeeded and grown since it was founded, but the question remains, why establish a start-up during an oil price crash?
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We offer a comprehensive range of hydraulic components, as well as complete hydraulic and control solutions. We combine technical knowhow with premium brand components providing our customers with the most well-suited technical and commercial solutions available. HYDRAULIC COMPONENTS Pumps Industrial Valves Line Mounted Valves Rotary Actuators Flow Dividers Switches and Sensors
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We Pride Ourselves in Offering a Prompt & Professional Service At All Times • Very Competitive Pricing • Extensive Stock Availability & Product Knowledge • We manufacture specials to customer drawings, in all materials,grades, sizes, surface finishes and head styles. GR Fasteners (Aberdeen) Ltd. Unit 1, Riverside Ind Estate, Craig Road, Dingwall 01349 862 129 email@example.com firstname.lastname@example.org
GR Fasteners (Aberdeen) Ltd. Blackhill Ind Estate, Findon, Aberdeen 01224 784 449 email@example.com firstname.lastname@example.org
24 HOUR DIRECT SALES CONTACTS:
Neil Reid 07834 587 952 Gary Reid 07917 125 054 David Gow 07515 412 792 Ian Reid 07739 708 454 “We didn’t decide to create a company in this space during one of the worst downturns because we’re gluttons for punishment,” Robins points out. “We saw opportunities in this niche market. By our estimation, the service levels weren’t there. The price of capital equipment was going up and the service levels were going in the wrong direction.”
A BESPOKE SOLUTION “Companies were saying, ‘We need someone nimbler and more responsive to our needs rather than big multinationals with cookie-cutter products.’ So we spotted a gap and set out to offer a bespoke product,” Robins recalls. “If we know a customer has a requirement, we want to be at the table
with them, finding out how to add value. Some customers want our opinion and ask what features or accessories they need, and we offer a tailored sales services, not a hard push on sales. Our goal is to sell the right product, not the most expensive product.” This means that there are few lengths EnerQuip won’t go to in order to offer the product their customer needs. “If someone wants a torque machine that’s pink and upsidedown, we can do that!” Robins says. “We had a customer who needed a torque machine on a trailer, so we put a torque machine on a trailer. Another wants to execute on short- and medium-term contracts, not spend millions on a new facility somewhere remote, so we
“IF SOMEONE WANTS A TORQUE MACHINE THAT’S PINK & UPSIDEDOWN, WE CAN DO THAT!” BUSINESSFOCUSMAGAZINE.COM
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put the equipment in shipping containers. It can be set up and packed away in a day.” Of course, this level of customisation would be impossible without an incredible wealth of knowledge and abilities among EnerQuip’s team. “Collectively we’ve over 100 years of experience with this product, and that knowledge and understanding comes from team members who’ve worked for our competitors,” Robins says.
A TALENT WINDFALL Indeed, that the company was founded during a severe downturn has proved to be a kind of blessing. “We’re very lucky in that during the downturn there were some experienced people who were all of a sudden available through no fault of their own,” Robins points out. “We used our professional networks to get people, good people and as time’s gone on, we’ve continued along the same path. We’re getting people we already know within the space hoping they recognise it is a good and exciting place to work.” At the same time as bringing seasoned experts into the company, EnerQuip is also working to nurture new talent, and develop the people they have. “To invest in youth we’re taking on apprentices. We had a young lad studying an engineering degree last year who came to work with us every Friday,” says Robins. “We invest in external education but mainly we use in-house training. Our more experienced guys will dedicate time to sharing their knowledge and experience.”
GROWING IN THE DOWNTURN However, while the downturn certainly benefited EnerQuip in some ways, it also meant that from the start the company faced
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some serious challenges as a start-up in a depressed market. “When we started up, many companies in the space were still actively laying people off,” says Robins. “There was no money for new equipment and while we set about designing a torque machine that was best in class, we saw the way to open doors was through service. If you don’t service the customer, you’ll struggle to retain them.” Even with great service and a great product, getting the door open with procurement departments was still a task. “In the downturn, nobody had much money to spend and every penny was a prisoner. Everyone wanted to drive all the costs down,” Robins says matter-offactly. “Procurement was a big barrier for us as their strategy was to minimise the number of vendors that they could give volume to those vendors and bring prices down. So getting approved by these companies took time.” Overcoming these barriers required persistence, and a willingness to go the extra mile. “Over an extended period you
meet the team at Enerquip Ltd
Andrew Robins Controls Director
“WE WANT TO SEE CONTINUED GROWTH AND EXPANSION. WE’VE COME A LONG WAY IN THE LAST FEW YEARS. WE HAD £2 MILLION TURNOVER IN 2016, AND HAVE DOUBLED THAT FOR SEVERAL YEARS IN A ROW.” BUSINESSFOCUSMAGAZINE.COM
knock on the door enough to let the customer know you’re here,” Robins says simply. “They know we have the people, knowledge and parts and if there’s an issue we’re here to help. Gradually we got opportunities and we grasped them. For example, a customer we had been chasing for some time had an issue in Malaysia and we got someone on a plane to fly out and fix it just in time. That location recognised the value and publicised the help we gave them internally opening doors for us. So the trick is being patient, waiting for someone else to slip up and being reactive, fixing the problem.” Now Robins is ready to look to the next stage of the company’s growth. “We want to see continued growth and expansion. We’ve come a long way in the last few years. We had £2 million turnover in 2016, and have doubled that for several years in a row,” Robins reflects. “We don’t want to rest on our laurels but it will be difficult to continue this trajectory. We’re still in a depressed market and we’ve been eating into market share. The market hasn’t grown, so we need to focus on establishing ourselves. We’re supplying to and servicing all four corners of the globe. Our market is 95% export, we’re a global company based in Scotland and need to get closer to customers and decision-makers. We opened a service centre in Houston to service North and South America so that customers can get personnel and parts quicker. The next stage is to push on and have a similar setup in Abu Dhabi because that’s a huge market. Beyond that, we want to do something similar in the far east, Malaysia or Singapore.” We look forward to seeing how far they go.
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AN INDEPENDENT ERA WE LEARN HOW SONANGOL’S SUCCESS HAS BEEN THE PERFECT SYMBOL OF ANGOLA’S INDEPENDENCE.
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Sonangol, also known as the National Fuel Society of Angola, was created in 1976 as the exclusive licensee for the exploration of oil and gas in the basement and on the continental shelf of Angola. The business activities have included everything from exploration, to research and development, to marketing, production, storage, transport, and the refinement of hydrocarbons and their derivatives. These activities are all carried out independently or in collaboration with partners from other countries.
PROJECT MANAGED BY: TREVOR GRETSINGER
f course, Sonangol was far from the first to explore for oil in Sonangol. The country has seen oil exploration activities happening since 1953. But it was only after the country achieved independence that it was able to take on the mission of managing its extraordinary wealth in resources and transforming that into development for the Angolan people. As Angola was on the verge of achieving independence, a task force was established to set up an independent oil industry to help mobilise Angolans working in the sector. Their objective was the strategic preparation of the oil industry for the after the proclamation of independence. This task force’s role was later taken over by the newly formed National Commission for Restructuring of the Oil Industry. Then, in 1976 two of Angola’s leading companies in the sector, ANGOL Sociedade de Lubrificantes e Combustíveis, Sarl, were nationalised and re-established as Sonangol U.E.E. and Direcção Nacional de Petróleos with the latter reporting to the Ministry of Industry. ANGOL brought with it experience dating back to 1953 when it was established as a subsidiary of the Portuguese
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CUSTOMER ORIENTATED COMPANY IN AN INCREASINGLY COMPETITIVE MARKET PROMETIM operates in Angola mostly in Oil&Gas Industry, providing multi-technical solutions to our Clients, such as: • Offshore & Onshore Maintenance • Manpower Solutions • Procurement & Engineering MAIN GOALS: • Exceed our client’s expectations • Achieve high availability of production equipment with low maintenance costs
PROMETIM GROUP maintain a Certified Integrated Quality, Safety and Environmental Management System, according to ISO 9001:2015, ISO 45001:2018 and ISO 14001:2015 Standards.
REFERENCES: • Several maintenance contracts offshore with Major Oil&Gas operators • General Maintenance Contract of Luanda Refinery. • General SHUTDOWN Luanda Refinery in 2018
• A strong HSE culture EO & Founder, PROMETIM
• Investing in staff training and development, • Integration into local culture • Reinforcement with international experience
“We are proud to be customer orientated, challenged to design and supply services that improve equipment life, increase facilities availability and therefore improving our customers value & competitiveness…” Paula Dantas, CEO & Founder, PROMETIM
company SACOR, marketing and distributing fuels, lubricants and liquefied gas in Angola. Despite its nature as a government-owned company Sonangol has always been run as a private company and under strict performance standards to ensure efficiency and productivity. When the company was first incorporated it was overseen by a management committee tasked with creating the necessary infrastructures for the company to start developing its business activities. The management committee was later converted into a board of directors. After Angola became independent a number of oil companies left the country for a range of reasons, leaving behind infrastructure and former employees. This would prove to be a boon for Sonangol, who were now able to buy the premises of Texaco, Fina and Shell and through an agreement acquired those of Mobil. In
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this process, Sonangol also absorbed former employees of oil companies that once operated in Angola. After the nationalisation of Angol Sonangol was created in line with modern market economy business models. This company in its new form would be capable of converting the resources obtained through the oil business into new development opportunities with competitiveness and efficiency. Since its foundation Sonangol has grown, building its production of crude oil and leading Angola to number among the major producers of oil in sub-Saharan Africa which export regular, significant volumes to countries in Europe, America and Asia.
FOR TODAY’S ANGOLA Today Sonangol has made a name for itself as an operator whose processes are defined by excellence, offering quality in its products and services.
“SONANGOL’S MISSION TO DRAW UPON ANGOLA’S OIL RICHNESS IS NOT JUST ABOUT WEALTH FOR WEALTH’S SAKE, IT IS AN OPPORTUNITY TO VALUE THE COMPANY’S HUMAN ASSETS, OPENING UP PATHWAYS TO THE GROWTH OF ANGOLA.”
However, they are also aware that this “excellence” needs to extend to their staff and the communities that they operate in, and health and wellbeing are fundamental to the management of high-quality daily oil production. Sonangol is an exemplar of competence and trust, setting the bar for Africa and worldwide. Its achievement is that it does not only perform the role of an integrated company, but also acts as the driving force for exploration of oil resources in Angola. The business’s workforce numbers approximately 13,000 people, and that is not including their subsidiary companies and national and international partnerships. Sonangol
works together with these organisations to turn Angola’s largest natural wealth into new opportunities, pride and welfare for over 24 million Angolans. This does not mean resting on their laurels, it means ensuring the company continues to grow, taking the country along with it, by focusing on diversifying its activities. Sonangol’s mission to draw upon Angola’s oil richness is not just about wealth for wealth’s sake, it is an opportunity to value the company’s human assets, opening up pathways to the growth of Angola. The company is working to create value and do good, two tasks that Sonangol views as inseparable from one another. By creating jobs and technology Sonangol is open
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a path towards sustainable development, supporting social, environmental, cultural, scientific and sports projects.
GOAL FOCUSED These goals are the primary concern of Sonangol EP’s Board of Directors, working in collaboration with the Ministry of Mineral Resources and Petroleum. Sonangol has developed strategies for strengthening its presence in the oil value chain while enhancing human capital and the company’s own history and technical capacity. This is all carried out in line with the strategic objectives Sonangol established to help the business carry out its aims over the five-year period from 2018 to 2022. These objectives include plans to regenerate Sonangol, making the company more competitive and profitable while focusing on the primary value chain. This will be achieved while always observing international QHSE standards. Sonangol also contributes to the improvement of the oil sector’s performance in Angola, boosting and intensifying activity to
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“SONANGOL IS PROMOTING THE PROSPECTION, RESEARCH, DEVELOPMENT AND PRODUCTION OF NATURAL GAS, GUARANTEEING ITS AVAILABILITY FOR INTERNAL USE AS WELL AS THE EXPORT MARKET.” substitute reserves and build hydrocarbon production levels over the medium as well as the long term. Sonangol is promoting the prospection, research, development and production of natural gas, guaranteeing its availability for internal use as well as the export market. They are also working to increase domestic crude oil production to reinforce Sonangol’s role while fostering and encouraging the development of a robust national industry to support the oil sector. The company is also working to reduce Angola’s dependence on imports by building their refining capacity, and then consolidating the integration of the refining, transportation, storage and commercialisation of refined products, with a focus on promoting efficiency and liberalisation of the fuel market. They are doing all this while building their capacity for organisational development, human resources and technology to increase the company’s productivity.
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STAATSOLIE MAATSCHAPPIJ SURINAME N.V.
FROM EXPLORATION AND DRILLING TO REFINING AND MARKETING, STAATSOLIE KNOWS THE OIL INDUSTRY FROM END-TO-END.
DRILLING VALUE FOR SURINAME PROJECT MANAGED BY: JAY HURSEY
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STAATSOLIE MAATSCHAPPIJ SURINAME N.V.
Staatsolie Maatschappij Suriname N.V. is the Surinamese national oil company. Headquartered in Paramaribo, Staatsolie is tasked with all oil-related activities, from exploration and drilling to refining and marketing, as well as monitoring contracts with international oil companies present in Suriname.
he company was founded in 1980 to execute the oil policy on behalf of the Surinamese state – the company’s sole shareholder. Commercial production started in 1982, and today Staatsolie produces enough diesel at their refinery to meet the entire local demand and gasoline for part of it. Since 2015, Staatsolie has invested over US$1 billion in the further expansion of their operations, but no matter how the company has grown it remains committed to HSEC, integrity, its people, excellence, and accountability.
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Logistics - OnDemand ONLY PAY FOR WHAT YOU USE Vessels / Helicopters / ShoreBase Facilities/ OCTG Services / & Much Moreâ€Ś
Now available in this region: Trinidad
Contact us for all your offshore logistics support today! Medserv is a globally recognized integrated logistics provider in the Oil & Gas industry
Info@medservenergy.com +356 22202000 www.medservenergy.com
MEDSERV DELIVERS IN SURINAME In 2018, Medserv was contracted to support Staatsolie’s 6 well exploration campaign and together with our local partner Kuldipsingh Port Facility N. V. and our international vessel and helicopter operators, our team delivered a fully integrated logistics service for Staatsolie. A key feature of the success of the contract was the vessel fleet selected by Medserv to handle the limited draft at the mouth of the Suriname River. Medserv provided • Shore base Facility – quayside, yards warehouses, offices • Vessel Fleet – PSVs, AHTS, ERRV, Fast Crew Vessel • Medevac Helicopter service • Waste Management • Project Management Services • Meet and Greet – Crew Change Services • Customs Clearance and Freight Forwarding (Inbound and outbound) Here are some of the statistics and KPIs from this successful project • performed 190 Vessel Trips to and from the rig • transferred 2,847 (Tonnes) of cargo with no incidents or near misses. • performed over 500,000 of man hours during 2019 with no LTI’s • conducted over 200 Crew Change vessel trips with little to no delay • flew over 100 Helicopter Flights with 96% Uptime. • performed over 1,100 pax crew transfers and processed over 750 Visas • transferred over 12,000 CBM of fuel without spilling a single drop.
The services offered:
Pumping Services Cementing, Stimulation, Water Control, Treating Chemicals, Service Tools, Coiled Tubing, Nitrogen, Process & Pipeline, Pressure Pumping and Water Blasting Services.
Completion Services Sand Control & Production Tools, Sand Control Services, Tubing Conveyed Perforating, Surge Testing and Fluids & Filtration Drilling Services Tools (Motors, Jars) and Coring Services.
Wireline Services Open Hole Logging, Cased Hole Logging, Production Logging, Perforating, Pipe Recovery, Slickline Services and Wireline Special Services (WSS). Drilling and Completions Fluid Services Drilling Fluids (WMD, SBM, RDF) Completion Fluids Wellbore Clean Up, Manufacture of API Barite Dock Facilities, Marine Fleet.
Contact: Phone: +1 868 625 5795 Fax: +1 868 623 4230 Email: email@example.com
MEDSERV LAUNCHES “LOGISTICS – ON DEMAND” OPERATING MODEL Medserv continues to support our colleagues at Staatsolie and the wider regional industry as our team eagerly looks forward to building on the operational successes in Suriname with the launch of our highly anticipated “Logistics - On Demand” operating model for Suriname, Guyana and Trinidad. Working with our partners from Offshore Sharing, Medserv’s “On Demand” model provides a managed hub to safely deliver the growing regional demand for integrated logistics. The innovative “On Demand” model allows Oil & Gas operators to transform their logistics operations to a fully optimised integrated model where companies “ONLY PAY FOR WHAT THEY USE”, regardless of the assets required to support their logistics operations, be it vessels, helicopters, transportation, shore base services etc. The model allows operators to safely reduce their OPEX and focus on core E&P operations. Medserv believe this “On Demand” model is transformational in approach and sets a new industry benchmark for cost and efficiency both locally and regionally. BACKGROUND INFO Medserv is proud to bring over 45 years of industry experience to the region and is considered a trusted partner and provider of integrated oilfield support and services to IOCs and NOCs operating in and around the Mediterranean, Africa, the Middle East and more recently the Americas. Medserv plc is listed on the Malta Stock Exchange. Our team operates dedicated bases in Malta, Cyprus, Egypt, Suriname, UAE, Oman and Iraq, with a representative office in Libya as well as supported operations in Guyana and Trinidad. Medserv provides integrated logistics support and services, including engineering services for plant and equipment used for the exploration and production of oil & gas from offshore fields. Medserv, through its subsidiary METS, provide a range of OCTG services including premium threading, inspection, storage and repair services.
Serving Suriname’s industrial community since 1995
WHAT WE DO
• Structural • Mechanical • Electrical & Instrumentation • Piping • Fabrication • Tank Erection Services • Coating Se • HDPE Installation • Heavy Equipment Rental, Repair & Maintenance • QA/QC Inspections
CCC Group - Suriname Weg Nar Afobaka No. 23-27 Paramaribo, Suriname Julio Kuchnir | +597-323400 CCCGROUPINC.COM/SURINAME
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Rudolf Elias Managing Director
Recently, the company has been getting even more deeply involved in the offshore exploration side of their business. Typically, Staatsolie has worked with its partners, reputable IOCs who they have production sharing contracts with, to engage in offshore exploration. In its role as the petroleum regulator, Staatsolie acts on behalf of the State in assessing Surinameâ€™s offshore and onshore hydrocarbon potential, attracting qualified international oil companies, negotiating petroleum contracts and monitoring the execution of such contracts. However, last year Staatsolie carried out the Nearshore Drilling Project on its own.
NEARSHORE DRILLING The Nearshore Drilling Project was set up to carry out exploration drilling in the nearshore. The program started on 1 April and was closed in December 2019. Six exploratory wells were drilled off the coast. No commercial oil discovery was made, but valuable data was collected.
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STAATSOLIE MAATSCHAPPIJ SURINAME N.V.
â€œTHESE CHALLENGES WERE EXACERBATED BY THE FACT THAT STAATSOLIE WAS EFFECTIVELY WORKING WITHOUT THE SUPPORT OF AN ESTABLISHED INDUSTRY. SURINAME HAS NO ESTABLISHED OFFSHORE INDUSTRY WHICH CAN PROVIDE ON-DEMAND AND FAST SUPPORT IN CASE OF CALAMITIES.â€?
Managing director Rudolf Elias on the West Castor rig during the Nearshore Drilling Project.
The project would cover a vast area and a challenging one. The nearshore area has a size of 12,000 square kilometres. Limited data is available from this area because hardly any exploration has been done. Staatsolie believes it is important to continue exploring this area. Now that well data has been collected, the seismic data can be associated with this specific information. The area up to forty kilometres from the coastline is called nearshore and has water depths of up to thirty meters. This was one of the biggest exploration projects that Staatsolie has ever executed on its own. A project of this magnitude was never going to be entirely easy, and Staatsolie was well aware from the start that there would be challenges along the way. One of the biggest challenges was the magnitude of this operation. It was in many ways new to Staatsolie and the communities wherein it operated. The project team and contractors were specifically selected and attracted for this project and never worked together before. Staatsolie could not build on recent experience. Everything had to be planned meticulously. Even as prepared as they were, a project like this will often bring unexpected challenges.
During the project, and as often happens with drilling projects, there were a number of unforeseen technical challenges which had to be solved on the spot. These challenges were exacerbated by the fact that Staatsolie was effectively working without the support of an established industry. Suriname has no established offshore industry which can provide on-demand and fast support in case of calamities. Almost all 300 people, the drilling Rig all vessels, thousands of pieces of specialty materials and equipment and even chemicals such as cement had to be mobilized from abroad by vessel or airplane. Another challenge was the absence of in-country emergency response capability which had to be planned and created especially for this project. The preparations for this project started in 2017. Because Staatsolie was aware of these risks from the start, a great deal of preparation went into the project. It started by reviewing the lessons learned from the previous Block 4 project with the project team members who executed the project at the time. A lot was learned from that and yielded a lot of prevention scope. Also, with the support from this previous project team, hired specialists and lateron with contractors many risk management sessions were held, where jointly the execution and identified execution risks and proper mitigations were simulated. Risks which were exposed by the ESIA consultants were taken to the heart and mitigations thereto were agreed upon. Risk mitigations were not only implemented in the execution plans but also shared
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STAATSOLIE MAATSCHAPPIJ SURINAME N.V.
“STAATSOLIE MAKES SURE THAT THE VALUE FROM PETROLEUM OPERATIONS IS OPTIMISED FOR THE SURINAMESE SOCIETY THROUGH PRUDENT RESOURCE MANAGEMENT WITH THE UTMOST RESPECT FOR THE ENVIRONMENT AND THE HIGHEST REGARD FOR SAFETY.” with Staatsolie’s contractors to ensure everyone was working from the same page. Contingency plans were in place where additional spare materials, tools and spare parts were stored on locations. The project team was trained to manage potential emergency scenarios. Special standby emergency response services and capability were hired and mobilized to Suriname such as a 24/7 manned emergency response vessel which was always on location of the Rig and a 24/7 ready to fly medevac helicopter and crew. All of these contingencies were subject to numerous and regular drills to test readiness.
REWARDING THE NATION The ultimate goal of this project, as with all of Staatsolie’s work, is to unlock value for the entire nation of Suriname. Staatsolie makes sure that the value from petroleum operations is optimised for the Surinamese society through prudent resource management with the utmost respect for the environment and the highest regard for safety. Staatsolie generates earnings from its various commercial activities and partnership in a gold mine. Its contribution from earnings to Suriname’s government,
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consisting of taxes, dividend and royalties are significant; making Staatsolie a major contributor to the Surinamese economy. In the period 2010-2018, the government contribution amounted to US$ 1,76 billion. Through the Staatsolie Foundation and direct investments, Staatsolie is proud to help support a range of initiatives that improve the health, education and development of the people of Suriname. Since 2017, Staatsolie has placed an emphasis on working closely with the communities most directly connected to its operations. Moving forward, Staatsolie has great plans for 2020, driven by its Strategy for Success 2016-2020. The strategy contains six key elements, an HSEC commitment, the desire to refocus upstream through the Nearshore Drilling Project, optimising their downstream operations, preparing for an IPO and generally simplifying their processes. Finally, the company aims to remain as peoplefocused as it always has been. Staatsolie is determined to have the right people in the right roles at all times. Therefore, the company has put in place policies and programs for capabilities assessments
Staatsolie geologists discussing offshore Suriname geological concepts.
Staatsolie Refinery Tout Lui Faut, Wanica Suriname
STAATSOLIE MAATSCHAPPIJ SURINAME N.V.
Managing director Rudolf Elias (Middle) on the West Castor rig and 360-degree feedback, job rotation, secondments to IOCs, and succession planning, together with coaching and mentoring to make the pool of young people ready by design. Also, the Culture Change program is being conducted to imbed integrity, excellence, accountability and performance management in daily operations.
“THROUGH THE STAATSOLIE FOUNDATION AND DIRECT INVESTMENTS, STAATSOLIE IS PROUD TO HELP SUPPORT A RANGE OF INITIATIVES THAT IMPROVE THE HEALTH, EDUCATION AND DEVELOPMENT OF THE PEOPLE OF SURINAME.” BUSINESSFOCUSMAGAZINE.COM
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Michael Mehnert Managing Director Bekum
BEKUM IS A BUSINESS FUELLED BY INNOVATION. WE LOOK AT HOW THEY’VE CONTINUED TO INNOVATE OVER THE LAST 60 YEARS.
BREAKING THE MOULD PROJECT MANAGED BY: NEIL STOWE
Bekum was founded in Germany in 1959 by Gottfried Mehnert as a family business built on the foundation of some groundbreaking developments in the field of extrusion moulding. It’s a legacy that continues today, as Gottfried’s son, Michael Mehnert, a Managing Director in the firm, explains, “The technology this company was founded on is now used in every blow moulding machine in the world today. So the company grew very fast, it expanded internationally. The Berlin Wall was closed at that time so we couldn’t expand there, but in 1969 we started out in Austria, and ten years after that we moved into the United States. So, in 2019, we celebrated 40 years in the USA, 50 years in Austria, and 60 years in Berlin.”
ekum covers a range of different industries, from food and beverage packaging such as ketchup bottles, milk bottles, to consumer packaging including cosmetics, shampoo, and household cleaning products. They also produce industrial packaging, canisters, and drums for the food industry. “Our extrusion blow moulding technology produces PET handle-ware that’s very special because usually, you can’t produce a PET bottle with a handle on. That is big business for us right now in the US
with those big refrigerators with juice bottles you want a handle on. So, it is something recently developed that is going well for us,” Mehnert tells us. “We’re quite specialised in our field. We work in pharmaceutical extrusion blow moulding for the cleanroom. Materials for inhalers, very small bottles produced under special conditions, that meet FDA guidelines then we’re also active in the automotive field. We’re one of two or three big companies building the machines for plastic fuel tanks in cars.”
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The Original! W. MÜLLER Extrusion heads make things possible for you Up to 24 parisons • Up to 7 layers • Horizontal and vertical extruders Quick-change systems and extruder platforms • Control systems Service worldwide • Test lab in Germany and USA
W. MÜLLER GmbH, Am Senkelsgraben 20, 53842 Troisdorf – Germany
T +49 2241 96 33 0 | E firstname.lastname@example.org | www.extrusionhead.com
W. MULLER Founded in 1976, W. MÜLLER GmbH is a second generation, family owned and operated company with a traditional heritage. And this heritage to us is our mission to be your reliable partner in every aspect! We define tradition as a duty to steadily work on our sustainability. Not only for our planet, but mainly for our employees and customers. Our products are designed for long-term performance and in comparison, always the most cost-effective solution. We try to be the best employer we can be, to give our employees a surrounding with perspective and joy. When it comes to extrusion blow molding, W. MÜLLER is your partner, no matter if you buy a new extrusion blow molding machine or if you want to retrofit your existing EBM machine to stay competitive. As a completely independent equipment supplier, with us you will always have a reliable partner who will care for your needs, technical requirements, troubleshooting or questions. We deliver your extrusion head, the heart of your EBM machine, and/or the extruders or extrusion platforms in every size. With our deep vertical inhouse manufacturing, we can guarantee our high-quality standards and we can make things possible for you where nobody else can. It is our pleasure to be partner of the world’s leading manufacturers of extrusion blow molding machines for over 40 years and with this extensive experience we were able to constantly improve and perfect the method of equipping machines with our systems. We would love to hear from you: W. MÜLLER GmbH Am Senkelsgraben 20, 53842 Troisdorf Tel.: +49 2241/96 33 0 Web: www.extrusionhead.com E-Mail: email@example.com
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These include moulding machinery for piping in car manufacture and technical parts for children’s car seats. Bekum works in a broad variety of industries and the demands of their customers can be very different, covering a global area from South America to Europe to Asia. But whatever the industry or geographic market sector, innovation is the fuel that keeps Bekum’s engine running. “We make some groundbreaking developments, such as those made by my father,” Mehnert says. “These new PET handle-ware developments or our focus on special solutions for individual customers demonstrate our commitment to innovation. We can design the machine to the needs of the customer, designing every piece of the machine only for that customer. We’re not the cheapest in the market, we’re in the premium segment, but the process is one that leads to customer satisfaction.” Michael meanwhile has deeply involved himself in this process, drawing on his background in mechanical engineering. “I started in mechanical engineering, and then really came into the company,” he says. “We had plans to bring production to Austria. So I said okay, I will go with the company to Austria to build something there. When I came into the company it was a question for me of where will the company go to, what is its future vision. We had advisors and did a thorough strategy process internally.”
A NEW LOOK In some ways, this strategy would mean doing things differently to how Bekum has done them before, but Bekum has never been afraid of changing things up.
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“We focus on these things, quality, technology and service and especially with the technology we’ve started new things such as machine design. For my father, it was always important for the last 60 years to build the machines himself, and it was a solid machine design that it works for 20 or 30 years in the field. But how it looks was not so important,” Mehnert says. “We’re in a new time and the design of the machine is now important. We want to be a technology leader, so we’ve worked with a German design office to start a new machine design. We want it to look like what the customer expects when they buy an extensive machine from a technology leader.”
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The new designs include touch screen interfaces, a look that has fewer buttons and more of an industry 4.0 aesthetic, as well as taking advantage of new technologies such as AI. “It can measure temperatures, electricity usage, water and you can access all this data in a web browser and compare the data to see where issues come from and control the quality of production,” Mehnert explains. “We want to bring technology to bear in a more intelligent way.” Other technological innovations include looking at the ways that Bekum’s products use energy. The business has brought out a new extrusion line because this is the most energydemanding part of the blow moulding process, and their new extruder uses 20% less energy. They are also replacing
“WE WANT IT TO LOOK LIKE WHAT THE CUSTOMER EXPECTS WHEN THEY BUY AN EXTENSIVE MACHINE FROM A TECHNOLOGY LEADER.”
hydraulics with more energyefficient electrical drives. “An industry topic that’s everywhere now is plastics and the circular economy,” Mehnert explains. “We have already for a long time had the technology available with three-layer spiral taps where one bottle has three layers with 10% new material on the outer and inner layer but 80% regrind in between, so we’re able to implement solutions here.”
SOURCING TALENT Of course, the only way to find innovation is to have access to people who can create that innovation. “It’s a bit difficult,” Mehnert admits. “You have to differentiate between Berlin, a big city with lots of engineers and educated people, and places like Austria where we’re more in the countryside. We do a lot of training; we have a student programme here as well as an apprenticeship program in the US where there isn’t a system like Germany for student placements.”
Of course, it’s not just about recruiting talent, it’s also about making sure that talent is retained. “In Austria now we have a team where we do ski days, but also we try to bring them in to give them more education, additional training where it makes sense,” Mehnert points out. “The most important thing really is that you give trust to the employees that they can develop their own ideas.” Look forward, Mehnert is excited about just how those ideas might develop. “We’re developing to match with the global economy. 2019 was not a good year for the whole blow moulding industry. Automotive investments went almost down to zero, but also elsewhere the discussion around Brexit, the global economy declined and we really saw that. But I think we’re seeing a chance to develop new processes and that will grow out,” he says. We’re working with customers who might have new ideas on how to realise that.”
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WE LEARN HOW SHOPRITE HAS BEEN GENERATING SUSTAINABLE GROWTH FOR OVER 40 YEARS IN THE RETAIL SECTOR.
DOING SHOPPING RIGHT PROJECT MANAGED BY: TREVOR GRETSINGER
Shoprite is a business that works to generate long-term sustainable growth for its investors through a number of well-established food retail business operations in 15 different economies on the African continent.
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hey have made a name for themselves as a retailer who is focused on cost-effective operational performance, with a large footprint of retail operations and distribution channels that make use of the latest technologies. Shoprite offers unmatched food retail positioning across 15 African countries, with each of their outlets offering a customer-first approach focusing on affordability and a product offering based on a corporate-owned food retail model that addresses all market segments. Their Shoprite Supermarkets brand is a leader in low pricing, and their Usave
MiX Fleet Manager provides information relating to speed, real-time asset location, driving direction and violations, ignition status from the CANbus plus a host of other vehicle and driver information. MiX also offers world-leading BI tools and analytics with customisable reports and value-added services.
T +27 11Â 654 8000 | E firstname.lastname@example.org www.mixtelematics.co.za
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MiX Telematics is a leading global provider of fleet and mobile asset management solutions delivered as SaaS to 789,000 subscribers in over 120 countries. MiX Telematics was founded in 1996 and has offices in South Africa, the United Kingdom, the United States, Uganda, Brazil, Australia, Mexico and the United Arab Emirates as well as a network of more than 130 fleet partners worldwide. MiX Telematics shares are publicly traded on the Johannesburg Stock Exchange (JSE: MIX) and on the New York Stock Exchange (NYSE: MIXT). Our solutions provide enterprise fleets, small fleets and consumers with solutions for efficiency, safety, security and compliance. Our commercial fleet solutions are built on the basis of in-vehicle hardware, on-demand software services, as well as accessories and applications that enhance overall performance. Through the web-based software platform, global fleet customers can access their fleet information and generate key reports. Our consumer offering comprises of vehicle tracking and recovery solutions sold under the Matrix and Beame brands in South Africa. The MiX Fleet Manager solution is designed to reduce operating costs and risk, increase profitability, maximise return on investment, improve customer service levels and increase the safety of both drivers and cargo. Fleet operators have access to information about their vehicles and drivers with a host of features, tools, dashboards and reports, helping them to make informed and timely decisions regarding the performance of their fleets. The data is securely hosted in top-tier data centres with information accessible online or via the MiX Fleet Manager mobile app.
JUNGHEINRICH SOUTH AFRICA Logistics keeps the world in flux, and intralogistics processes are a significant part of it. An effective and highly efficient in-house flow of goods is now one of the most important factors in making any company competitive. That is why we have made intralogistics our passion. We ensure that our customers benefit from the most cost-effective products, systems and services for their requirements, irrespective of their industry or business size. Each industry, company and warehouse has its own unique features, for which there are standard, one-size-fits-all solutions. As a company that can provide not only process consulting but also the right material handling equipment, systems and services, we have made it our business to work with you to get the most out of your intralogistics processes. We benefit from our many years of worldwide experience in numerous industries. This allows us to adapt to your specific requirements and individual goals. With our range of material handling equipment and intralogistics solution, we can help you increase efficiency or provide more security and sustainability in the warehouse: We are the competent partner at your side with a unique portfolio of products and services, and above all, with the passion to create the best individual solution for you.
format is committed to providing for underserved communities. In this approach, Shoprite is supported by a world-class centralised supply chain, extensive IT capabilities, and a proud commitment to employment in Africa and returning capital to shareholders as dividends. Their strategic approach has led to Shoprite enjoying a consistently high trading margin, a growing share of the mid-to-upper food segment in South Africa, as well as a growing convenience footprint with our OK Franchise formats. The company is also in a leading position in ancillary services.
A 41-YEAR STORY Ever since the day in 1979 when the Shoprite Group opened its first stores, it has maintained a bold vision for the future. This vision would see the Group go from strength to strength, acquiring new businesses and implementing innovative expansion strategies, taking the business on a journey to become the leading food retailer it is today.
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TODAY SHOPRITE BOASTS OVER 2,934 OUTLETS ACROSS 15 COUNTRIES ON THE AFRICAN CONTINENT AND INDIAN OCEANS ISLANDS. OVER 147,000 PEOPLE WORK FOR THE SHOPRITE GROUP, WHICH CONTINUES TO SEIZE NEW OPPORTUNITIES FOR GROWTH AND EVEN GREATER SUCCESS IN YEARS TO COME. Today Shoprite boasts over 2,934 outlets across 15 countries on the African continent and Indian Oceans islands. Over 147,000 people work for the Shoprite Group, which continues to seize new opportunities for growth and even greater success in years to come. But it all started in November 1979, when a little company called Pep Stores bought a small, family-owned, Western Cape grocer with only eight stores and less than 400 members of staff. It was valued at R1 million, owned by the Rogut family, and was called Shoprite. Leap forward 38 years and the company acquired its second
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Vision. Its All About Perspective DriveRisk, one of South Africa’s leading behaviour management companies, partnered with Lytx®, provides risk identifying information helping fleet owners identify and address root-cause risky behaviours that lead to collisions. Backed by more than 100 billion kilometers of driving data, the Lytx® DriveCam Programme surpasses anything else offered in the market.
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VALEO AND SHOPRITE ARE PARTNERING TO PIONEER “GREEN” TRANSPORT REFRIGERATION Valeo, via its Valeo Transfrig subsidiary, is partnering with South African distributor Shoprite Checkers to supply its eco-friendly CryoFridge system as a preferred option on Shoprite’s national truck fleet. This environmentally friendly system uses nitrogen, which constitutes approximately 78% of our Earth’s atmosphere. In this indirect refrigeration system, the liquid nitrogen is released from a truck tank and piped up to evaporators inside the load body. Ultimately gaseous nitrogen is released harmlessly back into the atmosphere. CryoFridge offers several major advantages: silent operation, high cooling performance, a faster pull down time and zero on-road emissions, as well as low maintenance costs and high reliability and safety. Valeo Transfrig’s CryoFridge system is already mounted on electric trucks currently on trial and running successfully in Europe. Shoprite Checkers is pioneering greener transport refrigeration in South Africa, with a fleet of over 300 silent, clean and low-maintenance transport refrigeration units running nationally today. To further this effort, under the partnership with Valeo, Shoprite will be installing a Valeo Transfrig CryoFridge prototype unit onto one of its rigid trucks in the first half of 2020. Shoprite’s progressive approach together with Valeo’s innovative development power will lead the way to green transport refrigeration in South Africa’s food retailing sector.
Pieter Engelbrecht Shoprite CEO
CEO, Pieter Engelbrecht, a chartered accountant by profession who had 20 years’ experience in the company, working as Shoprite’s Chief Operating Officer since 2005. Engelbrecht took over the role from the long-serving retail giant, Whitey Basson, who had served on the Shoprite Holdings board as Non-Executive ViceChairman, until 2017. That year the Shoprite Group delivered industryleading results, even under tough market conditions. They successfully served over 35 million individual customers in the whole of Africa, gained market-share and increased their trading by profit 11.6% to R8 billion. The very next year the company was recognised in the 2018 Deloitte Global Powers of Retail Report as the 94th biggest retail group in the
DriveRisk is the leading driver behavior management company in Africa. We are a dedicated team, committed to reducing on-road risk for fleet operators and the larger driver community. Through developing and providing risk identifying information coupled with behaviour changing solutions we enable fleet operators to establish an accountable and structured solution to proactively manage driver behaviour. We are able to provide fleets with predictive analytics and effective coaching tools by utilising data collected from our state-of-theart video event recorders, on-road caller reports, and other telematics-based solutions. Typical Fleet Management programmes utilise several hardware and software applications to help minimise their on-road risk exposure, but unless all of these tools are applied in a co-ordinated manner, the results will remain less than optimal. DriveRisk is a solution based company offering fleet owners and operators an extensive range of technically advanced products, dedicated human back-up teams and the most sophisticated predictive analytics to enable them to develop strategies to mitigate their on-road risk, protect their capital and human investment and improve their bottom line. DriveRisk is unrivalled in this market, we seamlessly and automatically turn recorded data into easily executed solutions required to reduce fleet risks and ultimately drive down operating costs. DriveRisk customers manage the identified behaviour, motivate change through coaching techniques and mitigate the serious on-road risky event that could cost the life of another. DriveRisk are proud to work closely with the Shoprite Group and other major fleets in continuously striving to improve risky driver behaviour.
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world, 62 places ahead of its nearest rival. The company was showered with awards including the Sunday Times/Sowetan Shopper Survey Grand Prix award for overall best retailer, the SAP Gold Award for business transformation for IS Retail implementation, Zip Cola awarded PETCO’s “recycled product of the year”, the Best Grocery Store category in Sunday Times TopBrands 2018, DSV’s Abacus award for unlocking significant value in the supply chain. Despite challenging trading conditions Shoprite managed to increase their total turnover by 3.1% to R145.3 billion in the 12 months to 1 July 2018. They experienced positive volume growth of 2.7% combined with a 3.3% increase in customer numbers as well as local market share gains which continued to reflect strong underlying performance. 2018 was also the year when the Shoprite Group opened its very first Shoprite supermarket in Kenya. This new store in Westgate Mall, Nairobi led to the creation of more than 200 new job opportunities for members of the local community. Bringing ourselves up to the present day, Shoprite was recognised last year as the biggest South African retailer in the 2019 Deloitte Global Powers of Retail Report thanks to their strong revenue. Shoprite continues to be the only South African retailer listed among the top 100 in the world and is placed 86th among global retailers in a list that ranks the 250 biggest retail groups across the world.
MAKING A DIFFERENCE Shoprite’s position is one that the company takes very seriously, especially the
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“SHOPRITE CONTINUES TO BE THE ONLY SOUTH AFRICAN RETAILER LISTED AMONG THE TOP 100 IN THE WORLD” responsibilities that come with that level of success. The Shoprite Group has never forgotten that the core of its business is the communities that it interacts with daily through its stores. The well-being of those communities is directly tied to their success. Shoprite’s corporate social investment programme is designed to support those communities to help them grow and prosper. As a retailer, the Shoprite Group is more aware than most
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businesses that its prosperity depends on its customers, and so they have made low prices not just an ad slogan, but a promise they have kept for almost 40 years. The business monitors its internal inflation as a success metric and finds it is consistently lower than national averages, reflecting the brand’s relentless efforts to keep the business efficient and its prices low. Ultimately Shoprite’s business is all about the customers’ shopping experience, and they aspire to treat every customer with respect, no matter the amount of the sale, treat the customer as an individual, not as a sale, satisfy any reasonable expectation a customer might have, take time to understand the customer’s needs, take responsibility to ensure every problem is dealt with to a satisfactory conclusion, only make promises they intend to keep, and call back or follow up whenever they have promised to do so. Fair treatment is a cornerstone of the business, a matter of principle and not compliance. Shoprite takes pride in their efforts to ensure that each and every customer is fairly treated. It is a strategy that they are reaping the rewards for now.
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“THE SHOPRITE GROUP HAS NEVER FORGOTTEN THAT THE CORE OF ITS BUSINESS IS THE COMMUNITIES THAT IT INTERACTS WITH DAILY THROUGH ITS STORES.”
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MARTEK MARINE, A BUSINESS DEDICATED TO DEVELOPING NEW MARINE SAFETY SOLUTIONS, IS LOOKING TO ATTRACT AND INVEST IN TALENT.
MARINE SAFETY PIONEERS PROJECT MANAGED BY: DAVID TAVERNOR
Martek Marine’s mission is a simple, but ambitious one, to revolutionise ship safety, performance and crew welfare. They have built themselves a position as a world leader in the manufacture and distribution of marine equipment around the planet. The business is dedicated to making its customers’ fleets compliant with safety, environmental, medical, and navigation marine regulations.
e were founded 20 years ago,” explains Paul Luen, the company’s CEO. “We exist to pioneer solutions for safety performance and welfare on commercial vessels. Innovation is part of our DNA. Our business strategy is about attracting, retaining and developing people with a great culture.” The firm employs 50 people and has an £11 million turnover, which the company has built through a strong, foundational set of values. “Our philosophy is all about selling better rather than cheaper, looking where possible to disrupt markets,” Luen says. “We’re about to launch the first and only portable gas detector with a three-year lifetime, it never needs charging or calibrating, it’s truly disruptive. Wherever we go we want to be the pioneers of something, selling value at a competitive cost.”
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IT DESK UK WHERE TECHNOLOGY MEETS BUSINESS
Recent events have really brought into focus just how much our businesses rely on their IT infrastructure to function. This is only becoming more critical with the rise of companies operating across international borders or implementing ideas such as remote working into the way they do business. So when something goes wrong, you need a partner who you can rely on. At IT Desk (UK) our core purpose is to listen carefully to your bespoke business needs in order to create a better working environment for you and your employees. Our goal is to help all of our clients to grow their business, whilst identifying solutions that pave the way for the perfect work-life balance. For us, it’s not just about fixing a problem, it’s about connecting companies with technology that will change and shape their business. We pride ourselves on delivering innovative, scalable and bespoke solutions, tailored specifically to meet your needs with premium levels of service. IT Desk (UK) can do this because our in-depth understanding of technology is matched by our understanding of the commercial and business needs of our clients. We are experts in the practical application of technology, underpinned by the excellent customer service that is at the heart of everything that we do. We approach every client with an open mind. We don’t just listen, we hear! We go above and beyond to ensure that you receive expert advice, support, and guidance that not only protects the future of your business but also helps your business to succeed, grow and connect with the world. We endeavour to have a positive impact on your business and believe that embracing the very latest, evergreen technology is key to this success.
GROWING WITH TECHNOLOGY
Think back to 2006. People are only just beginning to sign up to Facebook in big numbers, and most of them haven’t even heard of Twitter yet. Google is just a search engine, and some people have started to use “Googling” as a verb. This was the world that IT Desk (UK) was born into, and while that world has changed a great deal since then, we have changed with it, creating a company that has practically grown up alongside the digital era. Over recent years IT Desk (UK) has seen our customer base double in size, while our team of committed, enthusiastic experts has grown alongside it. From just two directors in 2006, we are now a team of 14 and still growing. This success comes from hard work and a commitment to providing the best IT solutions in the region. As the company has grown and developed it has also changed offices several times, before finally settling in at a new office in the Dearne Valley.
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Armed with expert knowledge, skills, and experience working with a diverse range of businesses, we align all of our customers with the IT tools and support that they need to make their business a success. This has been our vision from the very beginning. We are dedicated to providing strategic IT solutions that will pave the way for a more productive, greener, successful, and profitable workplace. Embracing the very latest technology and innovations, we are proud to provide leading IT solutions that every business can rely on. Currently, we’re doing some amazing work to help our clients shed old on-premises systems in favour of more agile cloud-based solutions. Cloud technology has never been as accessible, or essential, to all sizes of business as it is right now. We are showing our clients how to unlock massive efficiency improvements in terms of cost and productivity. Sometimes this can be as simple as showing clients how to use what they have, with many businesses exploiting only a fraction of the functionality that they are already paying for. This is why our technical and sales team members regularly update their skills and knowledge. One of our proudest investments has been our ongoing Microsoft training programme, allowing our people to stay on the cutting edge of the latest developments. The IT landscape changes very quickly, and we will keep up to date with all the changes and enhancements so that we can pass this knowledge on to our customers. We want to know that you are getting the absolute maximum return on your IT investment.
A WINNING PARTNERSHIP
If you want to see the practical results our support can yield, why not ask Martek Marine? We have been Martek Marine’s partner for several years, helping to align their technology needs with their business needs on many different projects and providing the support and service they need every step of the way. Martek Marine has a great culture and we believe this shows in many of their working practises. They are certainly very forward-thinking when it comes to using cloud technologies as a tool to help drive their business objectives and I’m looking forward to working with them on several projects that will enhance this even further. As well as providing day-to-day managed support solutions for both their Rotherham and Singapore offices we have also carried out numerous IT projects with Martek, including the migration of email services from on-premises to Office 365 and the implementation of a next-generation security solution to deliver secure connectivity between their two sites and protect staff working in the field. This is the kind of day-to-day, flexible and adaptive service and support that we offer to all of our clients. If you think that your business could benefit from a partner like this, get in touch.
Martek chose IT Desk as our ITC partner because they promised an excellent quality of service and their culture was aligned to our own. They are true to their word and over the years they have delivered on that promise time and again. Martek is a fastmoving company and IT desk not only keep up but continue to offer proactive solutions that have and continue to support our growth. IT Desk successfully supported us with the movement from physical storage to a cloudbased storage solution which has allowed us to work remotely and improve productivity. As we continue to grow we hope to work collectively with IT Desk to achieve our IT solution goals.”
ATTRACTING TALENT Of course, when your business’s cornerstone is attracting great people, attracting those people can be a challenge. “For any company in an economy doing relatively well the challenge is attracting great people,” Luen says. “For all businesses, their only enduring source of differentiation is their people and culture. I spend the majority of my time working on attracting talent into the pipeline and creating the conditions for them to succeed and thrive.” To do this, Martek Marine has
Meet the team at Martek Marine
developed a unique recruitment process, designed to deter candidates who would not be a good fit as much as drawing in the ones who will. “Our recruitment is different from most. We do not use agencies. We go out across social channels, some of which are highly targeted,” Luen says. “We write in such a way that it attracts the right kind of candidate with a disruptive, innovative mindset, committed to lifelong learning, prepared to go the extra mile. People who will communicate, have fun, and have personality. We recruit on attitude and behaviour. We can train knowledge and skills. So, our adverts appeal to one kind of person, and deter another
“MARTEK CHOSE IT DESK AS OUR ITC PARTNER BECAUSE THEY PROMISED AN EXCELLENT QUALITY OF SERVICE AND ITC SOLUTIONS. OVER THE YEARS THEY HAVE DELIVERED ON THAT PROMISE TIME AND AGAIN, IMPLEMENTING ROBUST SECURITY AND DATA STORAGE MEASURES AND RECOMMENDING AND PROVIDING SOLUTIONS THAT HAVE SUPPORTED OUR GROWTH.” BUSINESSFOCUSMAGAZINE.COM
because we’re not for everyone.” Getting a job at Martek is not easy. Selection is a 360-degree process. It’s rigorous, designed to show candidates what the company is about. “Certain candidates will choose not to join us and that’s great as well,” Luen says. And once a candidate is chosen, that is only the beginning of the journey. “We implement a process of onboarding. On day one they hit the ground running,” explains Luen. “It’s processdriven. We give them a lot of support, challenging them and empowering them with responsibility and freedom and then get out of their way. Continued professional Paul Luen, CEO Martek Marine
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development is an absolute obsession. We set people up to succeed with job score cards so it is clear on both sides what the bargain is, what they can expect from us and what we expect from them and each side is held accountable. We make sure they have got the right tools and the right support and they meet weekly with their manager. It’s transparent, with high integrity and high support.” It is a relationship built on respect, and accountability, on both sides. “We expect employees to identify their needs and be open to the needs we tell them about and have them open to coaching and continued professional development. Most do 100 hours of professional development a year,” Luen says. “We do life coaching, observed coaching, we make use of video and we actively give out free books within the organisation. We give people access to
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external learning by funding subscriptions. Whatever the individual’s learning style is we’ll support them to help them accelerate their acquisition of knowledge and skill.”
KEEPING TALENT Martek also takes a considerable interest in the wellbeing of their staff outside of work, as Luen points out, “We also support their physical, mental and emotional wellbeing through mindfulness, nutrition, and financial management. We want holistic learning and that’s an obsession of mine.” It is an approach that has earned the company the loyalty of employees even among demographics where it is typically a rare resource. “Millennials tend to be less loyal but ours are very loyal, we have a degree of freedom for the hours they work, where they
Lifeforce Marine AED by Martek Marine
work, so long as the job is done we don’t really take what hours they work and what holidays they take and that freedom is increasingly important,” says Luen. Indeed, one employee whose loyalty Martek has earned is that of Luen himself. “I’ve been here for 20 years and I love my time in Martek as much today as I did when I started,” he says. “The DNA of the workforce starts with talent and goes through innovation and we’ve got some really strong processers in that. The cornerstone is attracting great people and success is creating opportunities for people and giving them chances to create their own opportunities. It’s really all about business as usual but continuing to innovate, looking at where we can pioneer new solutions to improve safety, to diversify into parallel marketplaces. Where do we see an opportunity to revolutionise existing business models?” Luen is still in no doubt as to what the most rewarding aspect of that work is.
FastCalGas range from Martek Marine
“I’m blessed that I come into work as an equal, to learn off talented people in a mutually supportive and mutually challenging environment,” he says. “So many workplaces are based solely on financial metrics.” The secret of their success is simple, as Luen points out, “Take great people, look after them, they will serve the customer and if you serve the customer financial results will follow.”
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MERIDIAN PORT SERVICES LIMITED
MERIDIAN PORT SERVICES IS A JOINT VENTURE THAT HAS INTRODUCED INNOVATIVE NEW WAYS OF CARGO HANDLING, BUT THEIR ENTIRE TRADE ENVIRONMENT IS ABOUT TO CHANGE.
THE HUB OF A NEW AFRICA PROJECT MANAGED BY: JOHN HOLLIMAN
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MERIDIAN PORT SERVICES LIMITED
Meridian Port Services is a joint venture company between Ghana Ports and Harbours Authority and Meridian Port Holdings Limited which is, in turn, a joint venture with Bolloré Transport and Logistics and APM Terminals. In effect this means the company has three shareholders, who started their business by signing a concession in 2004 to build and operate a container terminal in Tema Port, Ghana.
t was completed in 2007 and commenced business from April that year. We’ve become known as a dynamic modern container terminal that has demonstrated a commitment to innovation and excellence,” explains Mohamed Samara, Meridian Port Services’ CEO. “No other port in the Sub Saharan Region has the technology we deployed at that time. MPS
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GCNET GCNet is a joint venture and a model Public Private Partnership with integrity, professionalism and continuous improvement in Ghana. Incorporated on November 13, 2000 with Ecobank, GCB, Ghana Shippers Authority, Ghana Revenue Authority, 03 Technology and Allied Partners and SGS as shareholders, GCNet is mandated to deliver an ICT infrastructure that provides electronic platforms for easing trade processes with system availability nationwide to foster trade development and improve revenue mobilization for the benefit of the country and its citizenry. GCNet recognizes that providing tailored e- solutions to Government and its agencies in Ghana has a direct impact on creating a competitive environment for trade facilitation while enhancing revenue mobilisation for accelerated national development. As an ICT Company and leader in the provision of e-applications for Government and its agencies, the groundbreaking innovations deployed by GCNet are in five main areas; • • • • •
INTERNATIONAL TRADE DOMESTIC TAXATION BUSINESS REGISTRATION E- HEALTH CYBER SECURITY
MERIDIAN PORT SERVICES (MPS) INTEGRATION GCNet has been at the heart of the new Port Container Facility under the Tema Port Expansion Project, by deploying and integrating MPS to its seamless and secured Single Window platform made of shipping lines, key regulatory agencies, banks, insurance companies, freight forwarders and declarants and also to the Ghana Customs Management System (GCMS). Providing 24-hour support and leadership to the project has ensured a quick turnaround and more transparency for businesses. The partnership between GCNet and MPS has brought the dream of Ghana becoming a hub for maritime business in Africa a reality.
STRENGTH GCNet operates a state-of-the-art Tier III Data Centre and four other Data Centers across strategic locations across the country as part of its deep commitment to ensure data integrity and security in the space in which it operates. The Tier III Data Centre located at its Head Office is 95% automated and arguably among the few if any in the country. It operates on international models of guaranteeing 99.982% availability for Tier III facilities. The Data Centre and the other Centers caters for the 110 Customs sites and 68 Tax offices of the Ghana Revenue Authority across the length and breadth of the country. GCNet as a repository of government data continues to leverage on many international certification regimes including ISO 27001 for information security management and ISO 9000 for quality management to further ensure security standards and compliance. The company continues to strive for international standards in all its business operation. RECOGNITION GCNet has been recognized for its leadership and pioneering role in the digitisation journey of the country. Some of the awards include Company of the Year, Trade Facilitation Organisation of the Year (2016, 2017 & 2018), Best e-Solutions Provider for the Public Sector (2015, 2016, 2017 & 2018), Best ICT Company in Ghana, Best Digital Innovative Finance Product (Letter of Commitment – LOC) and Public Sector ICT Provider of the Year, among others. Besides, for 2 consecutive years, GCNet has been recognised by the Chartered Institute of Marketing Ghana (CIMG) for the year 2017 and 2018 as the Telecom Company of the Year – Allied & Support Services. These demonstrate the result of the innovation culture at GCNet that entails a penchant for continuous deployment of new services which is built on a corporate ethic of pursuing excellence in service delivery and enhancement.
continued to realise its vision and went further to invest in and at various stages upgrading the existing infrastructure. MPS added equipment and capacity, until we realised we needed a bigger port and invested in a mega port which we launched a few days ago.” Meridian Port Services has already built itself a reputation, which Samara describes as “The commitment to excellence. That’s a major quality we are branded with.” However, when talking about what sets his company apart, Samara is more inclined to look to the future. “Many aspects and features influence a good port connectivity and MPS is just about to have them all; the ease of accessibility (Tema Port entrance channel is direct to Atlantic Ocean and not through a creek or river), with 18m MPS is the deepest port in the region, MPS provides a berthing window scheme eliminating the
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MERIDIAN PORT SERVICES LIMITED
waiting time at anchorage, MPS operates NAVIS N4 Terminal Operating System where the efficiency of well-planned operations delivers high productivity and fast vessel turnaround time.”
That connectivity is paired with an impressive level of capacity, as Samara lays out, “We’re now building a 2 million TEU capacity in a 1 million TEU sized market, and in the same infrastructure we can go up to 3.7 million TEU. We have berth availability with a third berth opening by next February and a fourth in December 2020. With 14 Shipping lines calling at MPS, we have the highest concentration of shipping lines in the region. All but two shipping line have weekly services calling at Tema Port. The number of shipping lines and frequency of calls arriving with highest throughput per vessel call are the optimal criteria for making MPS Terminal 3 the first port of call and a hub for West Coast of Africa; and with all of that that comes the connectivity to all regional ports and beyond .” This forward-looking approach is ever more critical as the entire continent of Africa is changing, thanks to the African Continent Free Trade Agreement. “The Africa Continental Free Trade Area (AfCFTA) will open
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MERIDIAN PORT SERVICES LIMITED
up huge horizons,” Samara says. “We will be part of the new African single market, so we have now this massive task ahead of us to transform our ports from serving 30 million Ghanaians into serving 1.3 billion African people. We’re no longer operating in a single country, we’re a port serving an area that has USD 3 trillion GDP, so the future is looking different! And we’re ready to be the hub for the entire continent and beyond.” MPS is at the vanguard of this new trading environment. “Few weeks ago, Ghana was selected to host the headquarters of the AfCFTA. Certainly, they’re not setting us up to be a guinea pig as such, but because we are in an advanced stage of Socioeconomic development, we are going to be the leader in many areas of business” Samara says. With this cutting-edge port facility, Meridian Port Services is making Ghana recognised as a major maritime hub and the most efficient one-stop port services centre in the region and the rest of Africa. It will be
a game changer and Ghana is ready to compete to be the hub for the continent and beyond.
“THE AFRICA CONTINENT FREE TRADE AGREEMENT WILL OPEN UP HUGE HORIZONS.” LIFE ON THE CUTTING EDGE Changing the game is what Meridian Port Services is all about, with innovation and the application of new technologies being cornerstones of their strategy. “We’re constantly looking for ways to improve, ways to move the goods and invest in technology,” Samara says. “We also work with the authorities, we need to safeguard and secure the borders, and the revenue collection at these borders. Today we don’t have a man looking at the containers checking the condition of the containers, we have high definition cameras, scanning
it from the outside. We have optical character recognition to read the containers.” Of course, working on the cutting edge in this way brings challenges of its own. “Technical support is always a challenge in an emerging market,” Samara admits. “Ghana is a market where technical support can be difficult to come by. If you’re in Hamburg it’s all right outside your door, Siemens is around the corner, but in our case we’re far away from good support when it comes to technical help or spare parts.” This is a problem Meridian Port Services overcomes through a combination of strong partnerships and homegrown talent. “We partner with the best service providers. We encourage our service providers, manufacturers and their agents to come and set up shop in Ghana to support Ghana and the region, and support other businesses,” Samara says. “But most importantly we pump a lot of training into our staff. Certainly the most important thing is to boost the talent within the company. We can’t always rely on someone to fly in to help us, and we’ve come a long way in building our own talent pool.” Indeed, building Meridian Port Services’ own talent pool is a task Samara takes very seriously. As he tells us, “We are in a specialised profession in ports and shipping. It’s not something commonly taught in the average university. But a lot of the job and knowledge is training on-the-job, not something you can teach in academic education. We have a couple of programmes where we take young engineers on an internship, and have them for a year or two to work with us and
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then offer them a job. Ghanaian managers who had started at MPS as trainees or port officers a few years ago are today in a position of senior management.” While there is much to do in terms of skills and infrastructure, Samara has good reason to believe Ghana is the ideal place to take advantage of the new African single market. “Ghana is a stable democracy. We have three former presidents with a sitting president sitting in the same country moving freely, so that in itself speaks to how stable and politically mature it is,” he says. “What we think is going to happen is a lot of companies are going to come and plug into this hub. We’ll see more industries coming into Ghana, to distribute to the various countries in the region, so we’ll see a big industrial boost, and this is really something to look at because I’m sure a lot of people want to set up in Africa and reach out to our huge consumer base, so we’re optimistic.”
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TERMINAL VELOCITY To take advantage of these coming opportunities, Meridian Port Services has seen some exciting expansions this year. MPS Terminal 3 opened up its port operations in June, working with Meridian Port Services’ partner APM to obtain EDGE certification, the only internationally recognised green building standard. This certification consists of three elementsa cloud-based application, a results-based green building standard and a robust certification system. Meanwhile their new container terminal, MPS Terminal 3 has just docked its very first commercial vessel following a three-year expansion and modernisation project. During the docking MPS’s state-ofthe-art technology was able to discharge 1,427 containers and load another 730 containers. The vessel itself, the Maersk Cape Coast, is unique. The ship was inaugurated and christened at the port of Tema in 2011. Eight
years after the Tema port played a critical role in the history of that ship, it was returned to play an important part in the history of the Tema port. At the arrival of the vessel Samara said, “I was there in 2011 and I remember very well that day. What a symbolic coincidence! I hope that this will bring as much luck to our new terminal and team as the ship has had over the past eight years.” The vessel marked the completion of 36 months of works on the infrastructure of the port, followed by intensive testing of the new equipment and paperless processes, alongside intensive training for the port’s staff. As of the end of June the new Terminal 3’s first two berths have been declared “ready for operations”, reaching the first implementation milestone of Meridian Port Services Tema Port expansion project. On the day the berths were declared operational Meridian’s
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“THE KEY OF THIS NEW TERMINAL HAS IN FACT BEEN HANDED OVER TO ALL GHANAIANS, AS THIS NEW TERMINAL WILL CONTRIBUTE TO MAKE THEM THRIVE.” management and board directors gathered the workers, contractors, customs workers and the representatives of Ghana Port and Harbour Authority and handed over the symbolic key to the port’s operations team, representing the initial phase of the facility’s construction. Samara has had nothing but praise for the construction and transition teams that oversaw the process of building the port and transferring Meridian Port Services’ existing business to the new location. “I congratulate the transition team,” he said. “The new
terminal is about upgrading our port to match up international standards. This terminal is a sophisticated terminal loaded with technology and some of the world’s most advanced equipment to harvest efficiency. This project still remains a part of the Ghana Port Master plan and we are glad that the whole team put our heads together and our hands on the table to realise this engineering masterpiece today. I wish the operations team the best of success because the engineering team has done its job, it is now the turn of the operations team to operate it as attractively as possible to make it the number one container terminal in terms of volume, cargo throughput in the sub region. The challenge is for us to stand tall as the leading transshipment hub in the years to come.” The expansion is far from complete however, and there is still a great deal more work for Meridian Port Services and their partners to do. By February of next year they are currently
planning to deliver the third berth of the port, which will be four months ahead of schedule. Beyond that, by the end of 2020 Meridian Port Services plan to have completed building the fourth berth. When the entire expansion is finally completed, 1.4 kilometres of new quay will have been constructed to handle vessels up to 16 metres draft, across a development area of 127 hectares. This terminal is the very first of its kind in West Africa. It establishes the very kind of connectivity that Samara has been talking about, helping to stimulate Ghana’s trade and industry by plugging Ghana’s economy into far wider regional and even global markets. The benefits, prosperity, jobs and business that will spawn from this development alone will be seen for many generations to come. “The key of this new Terminal has in fact been handed over to all Ghanaians, as this new terminal will contribute to make them thrive,” Samara says.
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