Business Focus Magazine BFM 91

Issue No.91

ZEUS SCOOTERS

SPECIAL FEATURE:

The rise of micro-mobility and changing face of urban transport.

THE BACKBONE OF BUSINESS

MÜLLER’S MÜHLE Leveraging the latest technology for the plant-based food.

DEBSWANA

DIAMONDS FOR DEVELOPMENT Exclusive interview with Acting Managing Director Lynette Armstrong on one of the world's leading producers of diamonds and its striving to make a social difference.

FIFE CREAMERY Success driven by staff for three generations.

LIQUID INTELLIGENT TECHNOLOGIES

Laying the groundwork for Africa’s digital economy.

PROBIOGEN AG

Growth and diversification for the “factory of the future”.

FEATURE YOUR BUSINESS

With a global readership of over 290,000, Business Focus Magazine is the perfect platform to place your business in front of our Senior Executive level audience.

CONTACT SALES & MARKETING DIRECTOR:

TREVOR GRETSINGER | t.gretsinger@ceomediagroup.com

EDITOR’S NOTE

PROJECT MANAGERS ANDREW BOURKE a.bourke@ceomediagroup.com DEAN BROWN d.brown@ceomediagroup.com CHRIS CONWAY c.conway@ceomediagroup.com RHYS COUSINS r.cousins@ceomediagroup.com DAVID GARNER d.garner@ceomediagroup.com TIMOTHY GARWOOD t.garwood@ceomediagroup.com JOHN HOLLIMAN j.holliman@ceomediagroup.com MAX HUTCHINGS m.hutchings@ceomediagroup.com LEE PHOENIX l.phoenix@ceomediagroup.com DAVID TAVERNOR d.tavernor@ceomediagroup.com HAYDEN TURNER h.turner@ceomediagroup.com RASH UDDIN r.uddin@ceomediagroup.com

DESIGN SCOTT ANDREWS design@ceomediagroup.com ADRIANA STROIA artwork@ceomediagroup.com

ACCOUNTS MIKE ASHER accounts@ceomediagroup.com

PRODUCTION KAMILA KAJTOCH production@ceomediagroup.com

EDITORIAL CHRIS FARNELL cfarnell@ceomediagroup.com JIM HUNTER editor@ceomediagroup.com

SALES & MARKETING DIRECTOR TREVOR GRETSINGER t.gretsinger@ceomediagroup.com

SUBSCRIPTIONS, PRESS RELEASES AND GENERAL ENQUIRIES: info@ceomediagroup.com

The content of this magazine is copyright of CEO Media Group.

Redistribution or reproduction of any content is prohibited. © Copyright 2021 CEO Media Group.

FOCUS ON

SUPPLY CHAIN Over the last couple of years, the one lesson we have seen learned time and time again is that all businesses come down to their supply chain eventually. Whatever sector they are in, whether it is energy, manufacturing, retail, or even the service industry, ultimately those businesses depend on their ability to acquire the products and materials they need to work, and on their ability to pass on the products their customers want to buy.

I

n our lead feature this month we look at the supply chain from a number of angles, including the food industry, packaging, manufacturing, and pure logistics. Looked at as a whole, we can see that the global connections that tie businesses around the world together can be a vulnerability, but at the same time, those connections are a strength that will allow industries to adapt to any challenge.

This feature has been informed by a selection of indepth interviews and profiles with businesses across a range of supply chains, including our lead profile of Fife Creamery, and our articles on Müller’s Mühle, Redpack, Icon Plastics and ProBioGen AG. And of course, we have talked to Advantis 3PL Plus, one of the logistics companies that operate and reinforce the supply chain up close.

We have also been talking to other companies that maintain and operate supply chain infrastructures, such as the Oman Drydock Company and Furetank Rederi AB, offering valuable insights.

And we have seen the construction of new supply

chains, through our conversation with Delta 9.

Of course, one supply chain that is vital and in need of reform is the energy supply chain, and in this issue, we talk to a range of experts across the industry including Sapvia, Karpowership and Taaleri Energia.

Finally, the flow of information and communication may be the most important supply chain there is, as we have found in our conversation with Liquid Intelligent Technologies.

ON THE COVER

DEBSWANA Go to page 144.

Issue No.91

ZEUS SCOOTERS

SPECIAL FEATURE:

The rise of micro-mobility and changing face of urban transport.

THE BACKBONE OF BUSINESS

MÜLLER’S MÜHLE Leveraging the latest technology for the plant-based food.

DEBSWANA

DIAMONDS FOR DEVELOPMENT Exclusive interview with Acting Managing Director Lynette Armstrong on one of the world's leading producers of diamonds and its striving to make a social difference.

FIFE CREAMERY Success driven by staff for three generations.

LIQUID INTELLIGENT TECHNOLOGIES

Laying the groundwork for Africa’s digital economy.

PROBIOGEN AG

Growth and diversification for the “factory of the future”.

EDITOR’S NOTE | 3

8

IN THIS ISSUE

8

13

16

32

48

EVENT

Africa Energy Forum 15th -17th November 2021, London Marriott Hotel, London, UK Uniting decision-makers in African energy to form partnerships, identify opportunities and move the industry forward.

NEWS

Supply Chain The Backbone of Business

16

LEADING ARTICLE

Fife Creamery Revitalising the Food Chain

COMMUNICATION & TECHNOLOGY Liquid Intelligence Technologies Building the Digital Economy

CONSTRUCTION

JAT Holdings Transforming Spaces

32

56

Karpowership Turning on the Gas

64

MBHE Group Empowering Africa

70

SAPVIA A Ray of Sunshine

76

Taaleri Energia Accelerating the Energy Transition

82

86 92

4 | CONTENTS

ENERGY & UTILITIES

FINANCE & CONSULTING Kenyan Alliance Insurance Company Kenya’s Future Protected

FMCG

Delta 9 Cannabis’s Modular, Scalable Future Kout Group A Passion for Food & People

BUSINESSFOCUSMAGAZINE.COM

ISSUE NO. 91

98

106 112

122 128

Müller’s Mühle Creating Tomorrow’s Proteins

92

HEALTHCARE, HOTEL & LEISURE BioMed X Seeding Biomedical Innovations

ProBioGen AG Biopharmaceuticals for Tomorrow

MANUFACTURING

Icon Plastics Iconic Manufacturing Keter Group An Evolving Offering

132

LifeMade Products LLC Sustainable Disposables

138

Rodabell Excellence in Aluminium

144

144

DRA Global Ltd Building a Reputation

160

Vedanta Zinc International Mining for Everyone

168

176

182 188

194

BUSINESSFOCUSMAGAZINE.COM

Debswana Diamonds for Development

150

172

200

MINING

200

RETAIL

Spinneys The Fresher Experience

PACKAGING

Redpack Pushing the Envelope Storopack More Than Just Packaging

SHIPPING, PORT & MARINE Furetank Rederi AB Sea Green

Oman Drydock Company Drydock, Shipping & Beyond

TRANSPORT & LOGISTICS Advantis 3PL Plus Transforming Sri Lanka’s Logistics Landscape Zeus Scooters Chariots of the Gods

CONTENTS | 5

Find your way out of a complex operating model.

Let’s talk.

Operations Strategy | Digital | Cultural Engineering

Global io

- integrated operations experts.

globalio.com

EVENT OF THE MONTH

AFRICA ENERGY FORUM 2021 WHERE: LONDON MARRIOTT HOTEL, GROSVENOR SQ, LONDON, UK WHEN: 15TH- 17TH NOVEMBER 2021

8 | EVENT OF THE MONTH

EVENT OF THE MONTH

Reunited. In One Place. The 23rd Africa Energy Forum (aef) will arrive in London on the 15th-17th November 2021, once again uniting governments, utilities and regulators with development finance institutions, commercial banks, power developers, technology providers, EPCs and professional services.

A

ef is once again collaborating with the AFSIA to bring to you the 2nd edition of the AFSIA awards, in London on 16 November 2021.

The AFSIA Solar Awards are held to honour the excellence of all professionals of the African solar industry for their activities and contribution to the sector.

Application is free of charge and open to all. All applicants can submit their entry in 1 or several of the 16 Categories.

www.africa-energy-forum.com

EVENT OF THE MONTH | 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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FOR EXHIBITION AND SPONSORSHIP ENQUIRIES: exhibition@emc-cyprus.com sponsorship@emc-cyprus.com

FOR CONFERENCE AND DELEGATE conference@emc-cyprus.com Tel: +39 06 30883030

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SUPPLY CHAIN

THE LAST COUPLE OF YEARS HAVE HIGHLIGHTED JUST HOW IMPORTANT SUPPLY AND LOGISTICS OPERATIONS ARE TO BUSINESSES THE WORLD OVER & THE INNOVATION NEEDED TO KEEP THEM GOING.

THE BACKBONE OF BUSINESS Ever since that first footage of empty toilet roll shelves hit the news last year, the supply chain has been on a lot of people’s minds. Things have improved a great deal since then, but the height of the Covid-19 pandemic highlighted how interconnected all of our businesses are, and how an obstruction in one place can have a knock-on effect that is felt around the world.

W

e were required to come up with creative ideas to ensure the security of the business, its supply chain and the availability of consumables,” Dr Lutz Hilbrich, CEO of ProBioGen in our profile of the company in this magazine.

The key to strengthening that supply chain is not just about good logistics, or well laid out procedure, but about the relationships that link together to form that chain.

“It’s a proper people business,” says Steve Appolinari, the Sales Director of Fife Creamery who we talk to later in this issue. “That’s not only towards our customers but also working with our supply partners.”

Fife Creamery’s perspective on supply chain security is a valuable one. The company has been a pioneer in a range of industry initiatives, from distribution strategies to a large number of products and services it was the first to bring to market.

BUSINESSFOCUSMAGAZINE.COM

NEWS | 13

SUPPLY CHAIN

In the 1970s Fife was the first full “Chilled food service provider” in Scotland, delivering a wide range of fresh food products, safely, in temperaturecontrolled vehicles, at a time when other wholesalers took more than a few risks.

“We were the first wholesaler in Scotland to build a chill-tochill loading bay. We were the first to gain full STS accreditation for our operating systems, and we pioneered the Tiny Tag temperature monitoring system which guarantees temperature readouts on delivered stock 24/7, showing live records of air and product temperatures,” Appolinari recalls.

The food supply chain is one of the most challenging markets in the sector, with fragile, perishable goods that often need to be transported fast and in temperature-controlled conditions. These pressures do not just apply to the food itself either. The packaging the food comes in needs to be transported as well and is made of raw materials which in turn have to be transported to be processed.

Redpack is a packaging company profiled in this issue, and in our conversation with Gary Howard, Redpack’s Managing Director, we learned how the lockdown-powered boost to e-commerce has been a catalyst for new supply chain pressures.

14 | NEWS

“One of the other areas we do see challenges in future is in what they call the Last Mile,” Howard tells us. “Currently if you but a pack of six apples in a package the last mile is as far as the supermarket, or the packhouse. When the customer brings the product into their shop, the job is done. As the industry moves towards home delivery, the last mile is right to the customers’ door. We have to think about the presentation of it. All these things are going in the back of our mind on a daily basis.”

RAW MATERIALS

Of course, a key truth of any supply chain is that it does not matter how well executed the supply chain is if there is nothing for it to transport, and a resource shortage of any kind can be a severe challenge.

Challenges varying from the Covid pandemic to disruptions around international borders, to there simply not being enough of the required materials can all present challenges to supply chains. However, with those challenges come opportunities to innovate and react.

“Throughout this, we’ve had to continue to supply critical market sectors such as medical instruments, filtration, lighting, and the agricultural supply chain,” says Gareth Thomas, Managing Director of Icon Plastics.

In our profile of Icon Plastics, we see how the company has been able to navigate combined supply chain challenges, and once again the key is the strong relationships it has built with raw materials suppliers. In the case of Icon Plastics, these relationships have allowed the manufacturer to order ahead and hold stock to avoid letting clients down.

While these relationships have proved to be a boon to Icon Plastics, they have also seen how the close interconnectedness of every busy sector means that one company’s suffering will quickly be passed along. Icon Plastics does not use semiconductors, but the shortage of semiconductors has still been felt by the company.

“Our customers in the automotive sector are feeling the impact of this with production lines standing and staff having to be furloughed for weeks on end,” Thomas says.

“This is now starting to hit other market sectors we supply. It would seem anything built with a printed circuit board could be affected.”

The response, Thomas argues, is an investment in local supply chains.

SUPPLY CHAIN

“We need to invest in our own semiconductor manufacturing facilities here in the UK and quickly,” Thomas says.

One company that has been taking great strides in building its local supply chain is Advantis-3PL. This firm has had a huge impact on Sri Lanka’s logistics and industry as a whole.

“We have changed the landscape of the logistics industry in this country,” says Sheran Abeyesundere, Advantis-3PL’s CEO. “If you go back to when we started, very basic warehousing was the only thing available in Sri Lanka.

We were the game changers in getting purpose-built stateof-the-art warehousing, using technology never before seen in this country.”

As with Redpack, Advantis3PL sees the future of its country’s supply chain being entwined with the bourgeoning e-commerce sector.

“Our next step will be fulfilment in the e-commerce sphere and the temperaturecontrolled business, and we see a lot of growth potential in the cold chain sector,” Abeyesundere says. “More of the population is shopping in supermarkets now and the cold chain is a potential niche that currently has only a handful of players.”

As well as moving materials and products around, Advantis3PL has also begun showing operations in other countries how it is done.

“We also have a consultancy arm leveraging our knowledge and experience,” Abeyesundere tells us. “We have undertaken consultancy projects in design and logistics in Sri Lanka, Australia, Honk Kong, Myanmar, India and Dubai.”

As we move forward, the most important supply chain may prove to be the supply chain of information.

“THROUGHOUT THIS, WE’VE HAD TO CONTINUE TO SUPPLY CRITICAL MARKET SECTORS SUCH AS MEDICAL INSTRUMENTS, FILTRATION, LIGHTING, AND THE AGRICULTURAL SUPPLY CHAIN.”

NEWS | 15

FIFE CREAMERY

WE LEARN HOW THIS FAMILY BUSINESS’S SUCCESS HAS BEEN DRIVEN BY ITS STAFF FOR THREE GENERATIONS.

REVITALISING THE FOOD CHAIN PROJECT MANAGED BY: DAVID GARNER

Fife Creamery was founded by John Simpson Snr in 1957. 13 years later John Simpson passed the torch to his son, Jock who led the company for 30 years before handing it to his son, Graeme, the current Managing Director of Fife Creamery, and the man responsible for much of the company’s recent growth.

F

rom its humble beginnings, back in 1957, packing fresh butter in Methil, Fife, the company has grown into the modern multi-purpose depot that is Fife Creamery today, working out of its headquarters in Kirkcaldy,” explains Steve Appolinari, Sales Director for the firm. “Fife Creamery is a wholesaler with a real difference.”

Fife Creamery started out delivering small prints of fresh butter to retail outlets. As van sales grew and the supply chain extended, the range was stretched. By the early 1980s, Fife’s product offering had outgrown its original large dairy-based range to include delicatessen and fine foods.

“A relentless approach to driving food standards, with the emphasis on continuous innovation, are two of the key drivers behind the business’s success,” Appolinari tells us.

A PROPER PEOPLE BUSINESS

When it comes to what makes Fife Creamery stand out, quality is obviously key, but that level of quality does not come from anywhere.

16 | LEADING FEATURE

“It’s a proper people business.

Staff turnaround is minimal.

We have installed a culture of listening into our staff members,” Appolinari says. “That’s not only towards our customers but also working with our supply partners.

Our staff have respect at the heart of their activities and this trait comes through in the loyalty and support the business has enjoyed for decades.”

Fife Creamery has also pioneered a range of new industry initiatives, from its distribution strategies to a large number of first-to-market food products. It is a trend that can be traced back to the 1970s when Fife became the first full “Chilled food service provider” in Scotland. The company delivered a plethora of fresh food products, safely, in temperature-controlled vehicles, at a time when other wholesalers took more than a few risks.

“We were the first wholesaler in Scotland to build a chill-tochill loading bay. We were the first to gain full STS accreditation for our operating systems, and we pioneered the Tiny Tag temperature monitoring system

BUSINESSFOCUSMAGAZINE.COM

FIFE CREAMERY

BUSINESSFOCUSMAGAZINE.COM

LEADING FEATURE | 17

FIFE CREAMERY

Fife Creamery were the first to introduce a full chilled food service in Scotland and continue to lead the sector with rigorous food safety practices.

18 | LEADING FEATURE

BUSINESSFOCUSMAGAZINE.COM

FIFE CREAMERY

which guarantees temperature readouts on delivered stock 24/7, showing live records of air and product temperatures,” Appolinari recalls.

CHALLENGES OLD AND NEW

Fife Creamery has been in business for around 65 years, and in that time the food sector has encountered too many challenges to count. Fife has seen supermarket supply chains and the wholesale sector undergo some major shifts.

But most recently, of course, the company has had to contend with the impact of the Covid-19 pandemic.

“If your customer base closes down there’s not a lot you can do,” Appolinari says. “But our involvement and experience in the retail sector led us to pivot the business with a seismic swing. We introduced a new Fresh Butcher meat offering and launched heavily into frozen food. I am delighted to say that with the full backing and the hard work of the team at Fife Creamery, these two enormous changes to our operating systems have not only been established, but in the last year they are already accounting for a substantial amount of new turnover.”

“A RELENTLESS APPROACH TO DRIVING FOOD STANDARDS, WITH THE EMPHASIS ON CONTINUOUS INNOVATION, ARE TWO OF THE KEY DRIVERS BEHIND THE BUSINESS’S SUCCESS.” BUSINESSFOCUSMAGAZINE.COM

LEADING FEATURE | 19

www.chfoods.co.uk

Manufacturers and Suppliers of the Finest Quality Produce.

A R T I S A N

Tel: 01269 846080

P R E S E R V E S

CASTELL HOWELL FOOD GROUP Farm Fresh Cooked Meats, and sister companies are part of Castell Howell’s manufacturing group. Established in 2002, Farm Fresh Cooked Meats is approaching its twentieth anniversary and has evolved from initially slicing low volumes of cooked meats to the catering sector, to a BRCGS ‘AA’ grade manufacturing unit employing 30 skilled colleagues.

stories on our high streets. Farm Fresh Fillings recognised the growth in this market and developed a range of hand-made cakes to cater for the higher end of this sector. The range includes traditional favourites such as Victoria Sponge and Carrot Cake, in addition to innovative delights such as Lemon & Poppyseed cake.

Based in Carmarthen, West Wales, they have developed long trading relationships with wholesalers across mainland UK, including Fife Creamery.

The businesses were introduced to each other in 2017, through a mutual supplier recommendation.

Recent investment in both the pastry and cake facilities has resulted in additional capacity, with pallet quantities or mixed pallets available for UK mainland distribution.

As wholesalers to predominately the ‘food to go’ and foodservice sectors, Fife Creamery operations are well aligned with Farm Fresh Cooked Meats parent company, Castell Howell Foods Ltd. With a mutual understanding of how external factors and challenges influence Fife Creamery’s customer base, they recognise that flexibility and response times are critical, especially when favourable weather drives consumers to restaurants and pubs.

Their range of sliced ham, sliced honey roast ham, whole and half hams compliment Fife Creamery’s customer profile. Pack sizes are 500g, 1kg and catch weight whole joints, with smaller sizes available to suit retail type operations.

A low staff turnover is essential, especially in the existing climate of skill shortages. Farm Fresh Cooked Meats has a solid foundation of key colleagues, many of whom have been with the company for over 15 years.

This continuity and understanding of the cooked meats business is crucial to ensure both product and operational consistency, two qualities that are reflected in high quality service and delivery.

Pork is sourced predominately from the UK mainland. Bone-in legs are purchased to meet tight specifications, de-boned by skilled butchers, cured and cooked within the same audited premises. A team of technical colleagues ensure that customer specifications are adhered to throughout the process.

Farm Fresh Cooked Meats will undoubtedly expand its operations, with plans in place to relocate to a purpose built unit within the next 2 years.

Farm Fresh Fillings based in Cross Hands, Carmarthenshire, is a sister company to Farm Fresh Cooked Meats. From the BRCGS ‘AA’ standard manufacturing plant, only the finest quality ingredients are used to produce: • Posh Pies for bar and restaurant meals, as well as Chip Shop Pies.

• Pasties & Slices, ideal for the food to go market.

• Cakes - slab, whole or pre-portioned, perfectly made for coffee shops.

• Sandwich Fillings - over 30 varieties including Chicken Tikka, Coronation Chicken & Prawn Mayo, perfect for all types of catering outlets.

Supplying the foodservice sector has led to sustained business growth since the company started making sandwich fillings in 2002. The company indirectly supplies hospitality groups, public sector customers, restaurants, pubs, food to go establishments and cafes.

In June 2021, they launched the new ‘Tidy Like’ range of pastry products.

Seven new d-shaped 300g & 220g pasty varieties that include moreish fillings such as Cheese, Leek & Smoked Bacon, Lamb & Mint, Mince Beef & Onion and Steak & Vegetable, all packed with flavour and well suited to food to go operations.

The coffee shop sector has arguably been one of the few recent success

Llandeilo Bakeries and Preserves is a smaller business with big ambitions.

The core bakery business is the supply of bread and pastries to local retailers, however recent expansion plans have seen the company win business with a national chain of coffee shops, producing 2 pallets per week of almond croissants, with a further 10 pallets per week of frozen dough balls to the wider catering sector.

The SALSA accredited business has benefited from investment in the past five years. Adjacent to the bakery, a team of dedicated individuals are responsible for an award winning range of artisan preserves. There are 55 different Celtic Preserves and Jones & Co to choose from, old favourites such as Strawberry and Raspberry to the exotically named Pink Grapefruit & Gin Marmalade.

Preserves are available in glass jars, with an additional 14 flavours available in 1kg and 3kg catering tubs. The jars are popular in retail establishments, with growing sales of the tubs to caterers and manufacturers who demand a premium quality product for their cakes.

Llandeilo Bakeries and Preserves have the capacity to deliver straight or mixed pallets of frozen, chilled or ambient products across mainland UK. Established in 1996, the Authentic Curry and World Foods brand has stayed true to its roots. Their passion for authentic home-style cooking, using the finest ingredients, locally sourced where possible has led to significant growth over the years.

Traditional favourites such as Welsh Beef Lasagne, Chicken Tikka Masala and Hunters Chicken are staples of their extensive range and they pride themselves on their recipes being cooked by ‘chefs, not machines’ for that real taste of home. Ideal for the hospitality and retail sectors, their products offer ease of use for meals in minutes, without compromising on quality.

In recent years, production facilities have increased to allow for the development of products for the education and care sectors that meet specific dietary requirements.

Their development team is constantly improving and developing old and new recipes alike. From perfecting their delicious onion gravy to creating a bespoke seasonal dish for a national supermarket chain, their chefs have the skill and imagination to tantalise even the most discerning taste buds.

The Castell Howell Group has grown significantly in the past 33 years.

Continued investment in processing and manufacturing equipment, new product development, technical and logistical capabilities will undoubtedly support customer development and future growth.

For further information please contact natalie.jones@chfoods.co.uk We look forward to hearing from you! www.chfoods.co.uk

FIFE CREAMERY

Appolinari is in no doubt as to the reason for that success.

“Make no mistake, we are back to the ‘People Business’ here,” he says. “So many sacrifices and so many committed staff turned this major challenge into a real positive for the business.”

BUILDING TALENT

Fife Creamery is building a reputation for top quality, locally sourced beef, pork and poultry.

As part of Fife Creamery’s dedication to being a “people business”, the company launched a Training & Demonstration Centre in 2019.

“For as long as I can remember a key feature at Fife Creamery, that our sales team has benefited from, is our Depot tour,” Appolinari says.

“It’s an impressive facility and our customers derive a great deal from understanding its internal goings-on, procedures, practices, turn-around of stock etc. But we needed more.”

Fife Creamery’s extensive Retail range is tailored made for the Scottish market

BUSINESSFOCUSMAGAZINE.COM

LEADING FEATURE | 23

for the Complete Oriental Concept for the Retail and Foodservice markets

Authentic Flavours Consistent Results Service & Support T: 01302 760070, 07827 947665 | E: davidchan@kingasia.co.uk | www.kingasia.co.uk

KING ASIA FOODS

QUALITY FILLINGS, SALADS & DIPS

BRINGING QUALITY, AFFORDABLE, AND TASTY ORIENTAL FOOD TO THE RETAIL AND CATERING SECTORS WHO ARE WE? King Asia Foods is a family-owned frozen food manufacturer, based in Doncaster, South Yorkshire. We specialise in producing high quality and authentic tasting Oriental food for the foodservice and retail sectors.

The company was established in 1985 by Kin Him and So Him Fong with the vision of offering the British public restaurantquality Oriental food in a frozen ready meal format. Since its founding the business has grown to become one of the leading specialist oriental food manufacturers in the UK supplying meals and components to the Retail, under the Mayflower brand and Foodservice industry as well as business to business sector.

In recent years we have progressed significantly within the foodservice sector.

Working alongside national organisations to provide convenient, authentic food solutions to the education, Healthcare, Travel and Leisure and Business and Industry sectors.

The range has evolved from mainly Chinese products to cover all types of Oriental foods, including Thai, Malaysian, Japanese, Korean, and Vietnamese foods.

Calder Foods, part of CREATIVE FOODS, is delighted to have partnered Fife Creamery for more than 20 years, supplying Scotland with the highest quality sandwich fillings, deli salads and dips.

T: +44 01252 846500 Follow us: @creativefoodsuk

www.creativefoods.co.uk

OUR PRODUCTS King Asia products are made at our BRC ‘A’ Grade factory in Doncaster. The whole range is free of artificial flavourings with only natural colourings and additives used in the production.

And, as part of our commitment to meeting FSA food guidelines we are actively reducing the salt content in our range.

We manufacture under our two brands: • Mayflower - for the retail sector • Explorer - for foodservice.

Although our products are predominately supplied frozen, we do offer a range of Ambient products for both retail and foodservice.

Our single biggest selling product, Mayflower Chinese Sauce mix, is an ambient product supplied in retail packs and 4.54kg buckets for catering.

King Asia fully believe that the success of the business is built on producing classic frozen and ambient foods that stand the test of time. The company’s development team continuously work to create innovative new concepts driven by on-trend demands.

King Asia passion to recreate authentic and healthy recipes is unrivalled and will always support any business that shares the same passion.

www.kingasia.co.uk

BUSINESSFOCUSMAGAZINE.COM

LEADING FEATURE | 25

FIFE CREAMERY

Mairi Gougeon MSP, Minister for Rural Affairs and Natural Environment, officially opened the Fife Creamery Training Centre in January 2019.

Fife Creamery’s Training Centre strives to enhance the skills and expertise of the independent food sector, assisting customers with new food-to-go initiatives and labour saving concepts.

26 | LEADING FEATURE

BUSINESSFOCUSMAGAZINE.COM

FIFE CREAMERY

Fife Creamery works across two specific market sectors – retail and foodservice, and the company was seeing a rise in demand for prepared foods alongside a lack of skilled staff in many of the outlets that its customers operated within.

Most noticeably, there was a huge opportunity to be found in the food-to-go sector. Fife Creamery has now launched a new training facility to meet that demand.

BUSINESSFOCUSMAGAZINE.COM

“We have a simulated food court environment, fast serve equipment, display cases, refrigeration units and above all, the room for our customers to enhance the skills of their staff,” Appolinari explains. “On these visits, we can provide industry experts who will demonstrate and sample a range of tailored products, depending on the needs of the specific customers. We have our experienced Fife Creamery sales staff who now have a tank

LEADING FEATURE | 27

Our Milk Today - Your Product Tomorrow.

Traditional family values & high-quality English beef.

We are Ireland’s leading supplier of fresh dairy products to the foodservice & catering sectors.

All of our products have great versatility & are ideal for both sweet and savoury dishes.

Proud to supply Fife Creamery.

Quality Dairy Products

+44 (0) 1179 322 725 | sales@alec-jarrett.co.uk

www.alec-jarrett.co.uk

COMPSEY CREAMERY SOCIETY LTD Compsey Creamery was set up in 1985 with the main objective being to add value to the milk supplied by the local farmers based on the outskirts of Mullinahone village in Tipperary. We are surrounded by rich pasture countryside, which gives us a strong advantage in the quality of milk and cream which forms the basis for all of our production.

PRODUCT RANGE: • Greek Style & Natural Yogurt • • Set Sour Cream • • Creme Fraiche • • Mascarpone • • Light & Full Fat Soft Cheese • • Full Fat Cream Cheese • • Luxury Soft Cheese • • Cottage Cheese •

Quality & Freshness are at Our Core.

Compsey Creamery Society Ltd Mullinahone, Thurles, Co. Tipperary, E41 YV05, Ireland T: +353 52 9153917 • E: compsey@mull-coop.ie

www.compsey.com

28 | LEADING FEATURE

We pride ourselves in the strong relationships we have built up with our customers, some of whom have been with us since the beginning.

With the versatility of our product range, we supply products that can be used in both sweet and savoury recipes.

From our wholesome healthy Cottage Cheese to our Luxury Cream Cheese which is perfect for cheesecakes.

Our yogurts are ideal for breakfast with fruit & granola and can also be used in dips and marinades.

Set Sour Cream is very popular in Tex-Mex dishes and with a fat content of just 20%, is an ideal healthier option for addition to soups and casseroles.

We are very proud of our association with Fife Creamery and look forward to continuing to supply them with our product range for many years to come. www.compsey.com

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Farmlay is a family-run business based in the heart of Aberdeenshire.

We have been producing Scottish eggs since the 1960s and now pack about 5,000,000 eggs every week for the Scottish market. We pride ourselves in producing a healthy, delicious, quality egg from hens fed on a bespoke vegetarian diet.

Farmlay is a multi-award winner of many industry titles including the ‘Scottish Egg Quality Awards’, the Royal Northern Agricultural Society ‘Best Farm Practice Award’ and ‘Grampian Food & Drink Awards’.

We are proud to have been suppliers of fresh Scottish eggs to Fife Creamery for more years than we care to remember and look forward to continuing this excellent relationship in the future.

Farmlay Eggs T: 01346 532276 E: office@farmlay.co.uk

www.farmlay.co.uk

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Fife Creamery’s new frozen food facility.

LEADING FEATURE | 29

FIFE CREAMERY

full of serious testimonies where other Fife Creamery customers have taken up the challenge and made successful changes to their operations.”

This facility can be used for conferences, presentations, and general group meetings.

“It’s a real one-of-a-kind initiative and it will continue to drive our business forward into the coming years,” Appolinari says.

It is clear Fife Creamery has a strong vision of those coming years. Having come through over six decades of steady growth, expanding its facilities to keep up, Appolinari believes the company is ready for the next six decades.

“With a proven track record for delivering quality food products in Scotland, alongside our strong trading relationships, the new product categories are where much of this new growth will come in the future,” Appolinari says. “I am delighted to say, that despite all of the current industry challenges, we have a dedicated team that can’t wait to share these positive news stories, get more customers along to our facilities and of course, keep our traditional approach at the heart of all we do.”

“THE NEW PRODUCT CATEGORIES ARE WHERE MUCH OF THIS NEW GROWTH WILL COME IN THE FUTURE.” Fife Creamery has invested heavily in a brand new dedicated frozen food facility.

30 | LEADING FEATURE

CONTACT FIFE CREAMERY ON THE ORDER HOTLINE: +44 (0)1592 655757

FIFE CREAMERY

WWW.FIFECREAMERY.CO.UK

LIQUID INTELLIGENT TECHNOLOGIES

Michel Hebert, CEO of Liquid Intelligent Technologies in DRC.

32 | COMMUNICATION & TECHNOLOGY

LIQUID INTELLIGENT TECHNOLOGIES

WE LEARN HOW LIQUID INTELLIGENT TECHNOLOGIES IS LAYING THE GROUNDWORK FOR AFRICA’S DIGITAL ECONOMY.

BUILDING THE DIGITAL ECONOMY PROJECT MANAGED BY: JOHN HOLLIMAN

Liquid Intelligent Technologies is a UK based company working exclusively in Africa across 15 countries. The company has 100,000 kilometres of fibre either built or under management, including the whole range from overline fibre optics to subsea cable systems.

T

hrough a sister company, Liquid Intelligent Technologies also runs six large data centres across South Africa, Rwanda, and Kenya, as well as one under construction in Nigeria. Large corporate customers use those data centres for services such as cloud computing, virtual servers, and other digital services.

These two offerings combine to allow Liquid Intelligent Technologies to offer the full range of digital infrastructure.

“Using our fibre networks we link our data centres together, but our core offering is wholesale internet to large telecom operating companies,” says

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Michel Hebert, CEO of Liquid Intelligent Technologies in DRC. “When Vodacom wants to offer internet for mobile phones, our network is the one that provides the internet to Vodacom. Orange is another customer, as is MT. Most mobile network operators in Africa are our customers.”

The company also offers fibre as a retail service. In six of its markets, Liquid Intelligent Technologies offers fibre directly to homes and businesses, providing an endto-end internet experience.

COMMUNICATION & TECHNOLOGY | 33

With passion and expertise, we drive your projects.

We put fervour in our work to make it happen!

• Renewable energy solutions & supply of generators • Civil engineering • Machine tools • Technical, technological & strategic advice • New communication & information technologies Geek was created in 2016, born of a passion for engineering and the realization of various technical and technological projects. Our expertise and skills are based on a qualified, experienced and motivated workforce.

Whatever the projects, Geek ensures to lead, identify all the requirements and provide customized solutions to meet their expectations.

• Address: Appartement 205, Immeuble Ex SABENA N° 33, Boulevard du 30 juin, Gombe - Kinshasa, RDC • Email: info@geek.cd • Phone : +243 810 322 298 • www.geek.cd

Our Mission We strive for perfection to achieve excellence and stand out in our fields of activity by operating to international standards.

Our Values Our Company is very committed to the values that makes it its DNA, history & culture:

• Customer Satisfaction • Quality Management • Continuous Improvement • Creativity • Team Spirit Our Vision Become a leader in our fields of activity by offering quality service, improved company management & to be a valued partner for your business.

LIQUID INTELLIGENT TECHNOLOGIES

CONNECTING THE DRC

One of Liquid Intelligent Technologies’ most recent ventures has been an ambitious fibre-laying project across the Democratic Republic of Congo.

To achieve this, the company has allied with Facebook.

“The deal is that we build and own the fibre and Facebook provides the seed capital,” Hebert tells us. “It will be a 1,300-kilometre project, a fibre highway from the south of the country to the northeast through Kananga and Goma, passing four major cities on the way. We will be providing each of these cities with metro fibre that allows us to connect mobile operators and fibre to the home.”

36 | COMMUNICATION & TECHNOLOGY

The DRC is a developing country and this project brings a number of environmental challenges with it.

“The environment itself can be a challenge,” Herbert admits. “We’re going through jungles where there’s very little road or infrastructure.

Sometimes we have to build roads or bridges to cross the fibre.”

Sometimes these challenges can be even more dramatic.

“Recently in Goma, there was an active volcano!” Hebert recalls.

“Lava was going down the city of Goma, so we had to stop work and get our people out.”

There are also infrastructural issues. All that fibre needs power, and Liquid Intelligent Technologies cannot rely on the national grid.

“WE’RE GOING THROUGH JUNGLES WHERE THERE’S VERY LITTLE ROAD OR INFRASTRUCTURE. SOMETIMES WE HAVE TO BUILD ROADS OR BRIDGES TO CROSS THE FIBRE.” BUSINESSFOCUSMAGAZINE.COM

LIQUID INTELLIGENT TECHNOLOGIES

“We have to add additional systems ourselves to make sure we can power up this fibre,” Hebert explains. “We have to put these systems down and maintain them, cleaning the solar panels and repairing any issues.

Finding the power we need and managing the maintenance is the most difficult part of this project.”

A DIGITAL FUTURE

Fortunately, Liquid Intelligent Technologies has access to the tools and human resources necessary to overcome these challenges.

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Success in today’s highly competitive business climate demands cutting edge communications resources. www.mittegypt.com

WE CONNECT, WE PROTECT

HORUS-PTS Horus-PTS was established in 2018, The company was founded by Eng. Mohamed Osama, a telecom engineer who has great experience in telecom networks especially in Africa. The company exists in 10 African countries; Kenya, Uganda, Ghana, Zimbabwe, Malawi, Zambia, Rwanda, Burundi, Congo DRC and Egypt. HorusPTS team has a massive experience in the telecom industry sector all over Africa. Mr. Sherif Mansour is the Chairman of Horus-PTS. Horus-PTS is powered by MITT MITT MITT is an Egyptian shareholder’s company established in 1999. MITT is classified as “First Class” in the Egyptian Federation for construction and building contractors. A TÜV Rheinland certified company (ISO 9001:2015). It is one of the market’s leaders and considered as one of the most reputed companies in passive infrastructure and telecom networks in Egypt. MITT is a mega project company which has executed mega project in Sudan, and other projects in Senegal, Congo DRC. Mr. Sherif Mansour is the Chief executive officer and chairman of MITT.

A: 7D, Tibba Buildings, Zahraa El Maadi, Cairo, Egypt // E: info@mittegypt.com // T: +202 25168866

LIQUID INTELLIGENT TECHNOLOGIES

“IT WILL BE A 1,300-KILOMETRE PROJECT, A FIBRE HIGHWAY FROM THE SOUTH OF THE COUNTRY TO THE NORTHEAST THROUGH KANANGA AND GOMA, PASSING FOUR MAJOR CITIES ON THE WAY.” 40 | COMMUNICATION & TECHNOLOGY

“We have teams of people at key cities along the route with four-wheel drives and the tools we need,” Hebert says. “It takes longer to do maintenance here than it normally would in a more developed location. A typical problem with the fibre in a developed country takes one or two hours to fix, but in DRC it can take one or two days.”

This is why Liquid Intelligen Technologies’ deployment strategy involves significant amounts of redundancy.

“That’s why we build different routes, so there’s always back up,” Hebert says. “You can’t have a single point of fibre when Vodacom, for instance, is depending on you. We build redundancy and alternative routing into all our solutions.”

Sourcing the people who can do that, both internationally and locally, is a key part of any project as big as this. Fortunately, Liquid Intelligent Technologies has both a well-qualified in-house team and is experienced at recruiting new talent.

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LIQUID INTELLIGENT TECHNOLOGIES

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COMMUNICATION & TECHNOLOGY | 41

www.prodimpex.com

| LIVE THE EXPERIENCE |

THE FUN SIDE OF WORK Founded in 1980, PRODIMPEX is a specialist in the distribution of technical equipment, in the fields of transport and engineering.

PRODIMPEX has exclusive distribution agreements with some of the world’s largest companies, including ISUZU, IVECO, ONIS VISA and YAMAHA MOTORS. PRODIMPEX has exclusive state-of-the-art showrooms & after-sales service, adhering to strict manufacturer standards. These include repairs with well-equipped professional people & machines at the service centres, supported by sale of original spare parts for all of its products. With a total of 6 offices across the country’s vast geography we’re strategically covered for an end-to-end solutions.

Prodimpex S.A. Croisement Av. Tangu et OUA No 1, Q/Basoko, C/Ngaliema, Kinshasa, DRC, BP- 1859 Kin 1 Tel: +243 817 11 5979 / +243 812 909 910 Email: sales1@prodimpex.com marketing2@prodimpex.com

PRODIMPEX SA Looking for Transport Solutions to achieve your time lines? Partner with Prodimpex, we have the best bouquet of products to assure your success.

LEGEND Prodimpex SA is a part of the Groupe Rawji (www.grouperawji.com), one of the largest conglomerates in the DRC been in existence for more than a century.

Rawji Group covers various business domains: Banking, FMCG, Equipments Supply, Manufacturing Industry for Soap & Cement, Electricals’s cabling supply & manufacturing, Solar Turnkey solutions, Railway Transport Services, Construction, Assurance & Intercountry water way transport services.

MANAGEMENT Led by a young and visionary CEO, Mr. ADNAN RAWJI fellow bloodline of the family he has been managing the business activities since 2012 & has been very active by working closely with the team members, bringing innovative ideas onboard & leading the professional team with examples to achieve success & keep growing year on year.

country’s geography & different provincial needs, to satisfy the transport challenges within where roads, water ways, power, after sales services and spares are a distant dream but realisable with our presence contributing to the better livelihood of the population in many ways.

SOLUTIONS PARTNER We have been known in the business as an effective Solutions Provider Partners to numerous PVT & GOVT projects as our Philosophy is to understand the client needs & prepare the solution offering package in an economic manner supporting them to Achieve their goals and become our recurring Referential Partners for a long term.

Reason we have a satisfied client base who believe in us in many ways and return to us for their Best Investment returns.

LIQUID TELECOM has recently started operations in the country and we have begun an effective relationship with them enhancing their Transport needs by Supplying our Strong, Reliable & Economic ISUZU pickups for Kinshasa & Lubumbashi operations.

HERITAGE It was created in the year 1980 for the services of the group in terms of equipments which then grew to serve external clients in a full-fledged enterprise representing global brands.

AIRTEL RDC, ORANGE RDC, BRALIMA, BRACONGO, UNITED SA, ANGEL COSMETICS, OK PLAST are some of the many Blue Chip level clients whom we are servicing with a high level of satisfaction and recurring business with us.

With a State of the Art HQ based in Kinshasa, extending its presence across the country with 5 branches in critical locations covering a challenging geography.

CLOSING REMARKS To summarize our DRC operations are very promising in terms of our supplied products backed up with our assured relationship management and satisfactory services rendered to our Valued clients who are our backbone of Success and Growth.

Over the years we have evolved strongly as Official country Distributor(s) for world renowned Brands viz YAMAHA, ISUZU, IVECO, ONIS VISA, FPT as many as 13 Brands.

COUNTRY PLAYER Different brands roped in as partnerships are a result of detailed understanding of the

www.prodimpex.com

www.newforests.net We are a plantation forestry company based in the Great Lakes region of East and Central Africa. We practice responsible forest management which plays a vital role in securing our collective future by lifting millions out of poverty, creating jobs and building resilient economies and societies that can withstand climate change, pandemics like COVID-19, and other global challenges.

By promoting procurement and consumption of Forest Stewardship Council™ (FSC™) (FSC™ C124444, FSC™ C001823, FSC™ C162788) certified quality (treated, kiln dried) timber and biomass. Our pole treatment plant is also accredited to ISO® (ISO 9001:2015 QMS certified), ISO 14001:2015 EMS certified) and is the holder of the local Bureau of Standards (UNBS) quality mark. We promote sustainability in our business model. The New Forests Company (NFC) supports economic empowerment and the building of agency of local communities through the Forests for Prosperity approach.

The New Forests Company is therefore delighted to be partnering with Liquid Intelligent Technologies (DRC) in expanding the EAC common market and serving the people of DR Congo through expansion of grid electricity and building a green economy.

By buying FSC™-certified products you help take care of the world’s forests (www.fsc.org).

Look for our FSC-certified products.

FSC™ C124444, FSC™ C001823, FSC™ C162788

P. O. Box 71435, Kampala ■ Plot 1, Kololo Hill Drive, Block B, 5th Floor, Office 5A, Kampala, Uganda T: +256 414 581 249 ■ E: roland.nkwitsana@newforests.net

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COMMUNICATION & TECHNOLOGY | 43

LIQUID INTELLIGENT TECHNOLOGIES

“THAT’S WHY WE BUILD DIFFERENT ROUTES, SO THERE’S ALWAYS BACK UP. YOU CAN’T HAVE A SINGLE POINT OF FIBRE WHEN VODACOM, FOR INSTANCE, IS DEPENDING ON YOU. WE BUILD REDUNDANCY AND ALTERNATIVE ROUTING INTO ALL OUR SOLUTIONS.”

44 | COMMUNICATION & TECHNOLOGY

“Liquid is a company that’s been building for around 15 years, so within the company, we have some very qualified people,” Hebert tells us. “When we start a project we arrive with a small team of experts, then hire the best technical graduates we can. We find good qualified, educated people, and then we train them in our areas of expertise.”

At the moment Liquid Intelligent Technologies has only had a small team of expats in the DRC, overseeing 500 Congolese that have been trained to carry out the work.

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LIQUID INTELLIGENT TECHNOLOGIES

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LIQUID INTELLIGENT TECHNOLOGIES

“We also have people from the DRC helping to solve local challenges,” Hebert points out.

“Our local operating centres are linked to our global operating centres to provide assistance, fix problems, and monitor everything with us.”

While it has achieved a great deal already, Hebert is clear that Liquid Intelligent Technologies’ work in the DRC is still only just beginning.

46 | COMMUNICATION & TECHNOLOGY

“In the future, we will have thousands of kilometres more fibre in the DRC. We will be building data centres here as well that will be networked to our other Africa data centres.

We’re creating one big cloud infrastructure,” he explains.

“We’re building these services even today.”

This is part of a broader vision, not just for the DRC, but for Africa as a whole.

“WE ALSO HAVE PEOPLE FROM THE DRC HELPING TO SOLVE LOCAL CHALLENGES. OUR LOCAL OPERATING CENTRES ARE LINKED TO OUR GLOBAL OPERATING CENTRES TO PROVIDE ASSISTANCE, FIX PROBLEMS, AND MONITOR EVERYTHING WITH US.” BUSINESSFOCUSMAGAZINE.COM

LIQUID INTELLIGENT TECHNOLOGIES

“Africa, including the Democratic Republic of Congo, is transforming into a digital economy,” Hebert notes. “More things are being done online, we are seeing increases in mobile payments, financial services, and the online marketplace.

Liquid Intelligence Technology is leading the way in building the infrastructure for these services,

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with high-level software running these services on our data centres. We are providing the essential infrastructure and power behind a digital economy. We provide services to private banks, build cloud infrastructure, run applications so they can run them for their own customers, and this is all wrapped up in cybersecurity,

protecting all of our customers’ private information. Liquid’s job is to provide all the tools and infrastructure for governments and private institutions to build the digital economy, as well as access to individual consumers to that infrastructure.”

“LIQUID’S JOB IS TO PROVIDE ALL THE TOOLS AND INFRASTRUCTURE FOR GOVERNMENTS AND PRIVATE INSTITUTIONS TO BUILD THE DIGITAL ECONOMY, AS WELL AS ACCESS TO INDIVIDUAL CONSUMERS TO THAT INFRASTRUCTURE.”

COMMUNICATION & TECHNOLOGY | 47

JAT HOLDINGS

SRI LANKAN JAT HOLDINGS PLC, A DIVERSIFIED CONGLOMERATE WITH A STRONG FOOTHOLD IN SOUTH ASIA AND BEYOND, MAKES THE WORLD BRIGHTER WITH ITS COATING SOLUTIONS.

TRANSFORMING SPACES PROJECT MANAGED BY: ANDREW BOURKE JAT Holdings was founded by Mr Aelian Gunawardene in 1993 with the primary objective of providing total timber coating solutions to the Sri Lankan furniture industry.

O

ver the years, the company has joined forces with major international players in the paint sector to become an undisputed leader in the wood coatings industry in Sri Lanka, Maldives and Bangladesh, and a leading comprehensive solutions provider for all surface coatings such as decorative domestic and industrial emulsion and enamel paints, plasters, anticorrosive paints, floor paints, metal fillers, as well as furnishing in Sri Lanka.

For the last four years, the company has been under the management of CEO Nishal Ferdinando, an experienced leader with a background in the construction industry and an alumnus of the Harvard Business School. He has led the company through thick and thin, including the 2020 tragic Easter attacks in Sri Lanka and the recent Covid-19 pandemic,

48 | CONSTRUCTION

and has not only expanded the scope of business but introduced novel concepts which have substantially increased revenues.

His achievements include securing the rights to manufacture Harris Brushes – the leading brush brand in the UK - in Sri Lanka, launching the JAT CARE range of hand sanitisers and disinfectant surface cleaners, partnering with SIKA for concrete admixture and waterproofing chemical solutions.

Mr Ferdinando is also behind the introduction of an online selling platform and door-todoor delivery through the new ‘White by JAT’ range of brilliant white emulsion paints for both interior and exterior use, in a market where traditionally paints are sold mainly through hardware stores. “65% of decorative paint market is brilliant white in Sri Lanka. We offer a 40% discount to the end consumer along with door-todoor delivery and are pleased to see the range become so successful,” he affirms.

Under his management, the business has maintained a healthy market share of 55%

in the wood coatings sector and the company launched a loyalty base scheme, which now has some 100,000 registered consumers. In addition, the company has established distribution in several countries in Africa.

LEADER IN THE REGION

“JAT is predominantly a wood coatings company and is the partner for the Sherwin Williams company’s wood coating brand Sayerlack, for whom we have been recognised as the largest partner in the world. We have basically introduced waterbased wood coatings to the south Asian market,” says Mr Ferdinando.

He explains that in addition to wood coatings, JAT operates within three verticals: the first one is the paint business in the local market, within which the company represents the UK No One paintbrush manufacturer L.G Harris & Co. and offers its own brush range and decorative paints and performance coating range to cater for the needs of the Sri Lankan market. Exporting the wood coatings segment to the region represents the second vertical.

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JAT HOLDINGS

Nishal Ferdinando, CEO, JAT Holdings PLC.

Two of the world's most recognised ceiling solution provider have merged into one market-leading brand

Our harmonised product portfolio includes sustainable solutions Mineral | Metal | Wood | Woodwool | Soft Fibre Suspension Systems | Axiom Solutions

@knaufceilingsolutionsindia @knaufceilingsolutionsindia

X | CONSTRUCTION

@knaufceilingsindia

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KNAUF CEILING SOLUTIONS: TWO WORLDS. ONE BRAND WITH SOLUTIONS FOR EVERY POSSIBLE DESIGN REQUIREMENT FOR WALL AND CEILING SOLUTIONS, KNAUF CEILING SOLUTIONS ARE A ONE-STOPSHOP – FROM CONCEPTUALIZATION TO EXECUTION – FOR ARCHITECTS AND DESIGNERS TO REALIZE THEIR VISION With the acquisition of Armstrong World Industries, Knauf Group strengthened its presence the APAC region – a market with vast geography. Knauf AMF and Armstrong, the world’s two most innovative ceiling solutions providers have joined forces. And that adds up to total of 150 years of experience, 2100 employees, 13 production sites across 8 nations – all uniting under one common banner of Knauf Ceiling Solutions.

We want to excite our customers and create great experiences. Knauf Ceiling Solutions is a umbrelalla where it all starts. It encompasses the combined portfolio of Armstrong, AMF, WAVE and Heradesign. We want to people to enjoy a sense of well-being and safety wherever they live and work. We want to help our customers worldwide realise projects which sets new standards in terms of safety, comfort and aesthetics. We want to turn interior spaces into experiences.

THE BUILT-IN SUPPORT SYSTEM FOR THE ARCHITECTURAL AND DESIGN FRATERNITY We are working towards a brand which is synonymous with smart ceiling solutions. We are committed to providing service-driven approach, consulting quality & specialist sales. We have a strong team of architects and designers working at its backend. Internally, it’s called the “You Inspire Solution Center”. The team cohesively thrives towards realizing an architect’s design and vision through their solutions. They help the designers understand and select the best product suited for the project and provide the highest level of customisation of the product’s application and modification in tune with the architect’s requirements.

The Knauf Ceiling Solutions India business caters to the Indian subcontinent – India, Nepal, Bhutan, Bangladesh, Sri Lanka and Maldives. In the subcontinent, we have executed some brilliant projects including DHQC Headquarters Sri Lanka, etc.

TOP PRODUCTS FOR ARCHITECTS & DESIGNERS HERADESIGN HeraDesign is a state-of-art product from the KCS portfolio. This is a wood wool particle board product manufactured with magnesium and is also Cradle to Cradle (C-2-C) certified.

BIOGUARD RANGE Given that anti-bacterial and anti-viral surfaces are the need of the hour, this solution provides complete hygienic surfaces that prevent the build-up of microbes. The company has also developed a range of product specifically for healthcare application called BioGuard Acoustic. This not only addresses the durability factor and hygiene required in healthcare facilities, but also provides acoustic comfort.

METALWORKS CEILING AND WALL SYSTEMS KCS portfolio offers the industry’s widest range of metal ceiling tiles in a variety of formats − curved, cloud, panels, planks, or one-of-a-kind looks to meet both the design and functional needs. One of the most unique features of the Metalworks system is that it enables designers to transform any images into custom perforated metal panels. These durable metal ceilings create an impressive visual impact in spaces – meeting demands of high traffic areas to just plain looking sleek. www.knaufceilingsolutions.com

BUSINESSFOCUSMAGAZINE.COM

JAT HOLDINGS

The third vertical is furnishing. In this business line, the company represents prime European and American manufacturers in Sri Lanka, such as Hermann Miller, a specialist in seating and desking solutions; SEA Bauformat, the leading German kitchen supplier; Knauf Ceiling Solutions, the producer of acoustic walls and ceilings; as well as several other brands.

While the furnishings are imported, the paints and brushes are manufactured in the company’s state-of-theart manufacturing facility for decorative paint and brushes.

“Our business scope is wide but 75% of our revenue comes from the wood coating and paint products,” says Mr Ferdinando.

SAILING THROUGH THE CHANGES

JAT has held about 55% of the wood coatings market share in the region for the last 15 years, and the management is looking at further growth, unshaken by the pandemic. Despite the new challenge related to the unfavourable exchange rate, resulting in increased prices, as well as a shortage of raw materials and disrupted supply chains, JAT Holdings reported an outstanding performance in the first quarter of the 2021/22 financial year.

“Since our inception, JAT has been at the forefront of revolutionising the local wood coating industry irrespective of what happens in the macroenvironment. With a strong focus on employee wellbeing, we pivoted to a work from home model for our corporate staff and invested in ensuring the safest possible work environment for our manufacturing staff,” Mr Ferdinando affirms.

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JAT HOLDINGS

JAT Holdings Factory Complex, Kahathudwa, Sri Lanka, hosts a variety of facilities and amenities ensuring employee wellbeing.

“I’m happy to say that we retained all our staff during the pandemic and while we did have some salary cuts, we reimbursed every single one after 6 months,” he points out, adding that during the lockdown, JAT also continued to support its biggest customer group - individual, self-employed painters, who found themselves without work but dependent on their daily income.

“With the Delta variant, we are not out of the woods yet and there are several risks to be considered to safeguard our staff - medical, economic and mental.

The management is always ready to support the staff when addressing potential mental health issues, as our employees’ wellbeing is one of our priorities.”

52 | CONSTRUCTION

“OUR BUSINESS SCOPE IS WIDE BUT 75% OF OUR REVENUE COMES FROM THE WOOD COATING AND PAINT PRODUCTS.” THE NEW FUTURE

In July 2021, JAT reached a major milestone when the the privately held company successfully completed an IPO and converted into a listed business. Mr Ferdinando explains that the IPO fund will be used purely for business expansion.

The company has defined four main projects for the future: the first is increased production capacity with a new manufacturing plant to be built in Bangladesh, planned to be operational by the fourth quarter of 2021/22. Secondly, JAT is planning to incorporate a state-of-the-art R&D facility in Sri Lanka, staffed by foreign scientists and chemists and employing the latest equipment in order to design new products, and develop tailor-made solutions.

The third project is to push the White by JAT range launched in December last year, to penetrate more forcefully the decorative industry, where the company is currently a

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JAT HOLDINGS

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JAT HOLDINGS

relatively small player. Finally, a fourth, longer-term project to commence in 2022/23 - is to open a manufacturing plant in Africa. “These are ambitious but well achievable plans. The company is in a strong position, ready to grow further,” insists Mr Ferdinando.

In concluding, he mentions a slightly different project, entirely focused on Sri Lanka. Two years ago, the company launched Petal Paint – a new paint that combines ancient traditions and cutting-edge manufacturing technology. The paints are made from the pigment of discarded temple flowers, to be used in the restoration of sacred temple murals.

“The initiative started very small but the concept has already won several international awards. Petal Paint is another area of the business which we would like to grow paying homage to Sri Lanka’s rich heritage of temple art.”

An aerial view of the JAT Holding’s Head Office in Thalawathugoda, Sri Lanka.

JAT Holdings employees celebrating 25 years of business.

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JAT HOLDINGS

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KARPOWERSHIP

WHEN WE LAST LOOKED AT KARPOWERSHIP THEY WERE CONSOLIDATING THEMSELVES AS A LEADING PROVIDER OF POWER GENERATION SHIPS. NOW THEY’RE ENTERING THE LNG SPHERE.

TURNING ON

THE GAS PROJECT MANAGED BY: JOHN HOLLIMAN

56 | ENERGY & UTILITIES

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KARPOWERSHIP

“It’s been a challenging few months since we last spoke,” admits Patrick O’Driscoll when we start talking.

He is not the only one to feel that way, it has been a dramatic year since our last meeting.

A

s someone who is typically on the road week-in, week-out, visiting different countries and continents every week, business life has changed,” he reflects.

“We’ve had to adapt, and it’s been a challenge.”

When we last talked with O’Driscoll, Karpowership was preparing to bid for a contract providing for South Africa. It was the largest tender running in the power generation sector. The tender closed in December 2020, followed by a period of evaluation before the company was granted ”preferred bidder status” for three sites in March 2021, a major milestone to securing a contract, smack in the middle of another lockdown starting. Legal and financial processes grind on and must be concluded before the contracts can be finalised.

“Our submission went in just before Christmas and there was a lot of hype and excitement around it, but then Covid hit, again,” O’Driscoll recalls.

“After the evaluation our primary challenges were just managing resources and people in and out of South Africa, working through protocols, licensing, permitting and so on, to ensure everything was in place. It’s been exciting, but normally I would have been doing more on the ground than I have been.”

Patrick O’Driscoll Sales Director of Commercial Operations

ENERGY & UTILITIES | 57

KARPOWERSHIP

SEDEF SHIPYARD Sedef Shipyard was first established in 1972 in Gebze, before moving to its current location in Tuzla in 1990. With more than 200 projects successfully completed to date, Sedef Shipyard has been operating under its parent company Turkon Holding since 2000, which belongs to the Kalkavan family, one of the most established families in the Turkish maritime sector. With its roots dating back to 1954, Turkon Holding contains leading maritime companies under its brand that specializes in ship management, logistics, shipbuilding, and container shipping.

With technical know-how agreements and up to USD 250 million investments in infrastructure and technology completed after joining Turkon Holding have made Sedef Shipyard one of the most modern shipbuilding houses in Europe with over 3000 employees.

With 50 years of experience, Sedef Shipyard services its customers globally in naval and commercial newbuilding, conversion projects, specialized steel constructions and industrial projects, and repair and maintenance; and continues to build on its successful legacy in the sector with each and every project.

THE FUEL OF THE FUTURE

With a total of 270.000 m² area for production, 63.000 m² of which is located indoors, Sedef Shipyard is one of the largest private shipyards in Turkey in size and production capacity.

Operating with an annual shipbuilding capacity of 600.000 DWT, Sedef Shipyard also houses one of Turkey’s biggest dry dock with capacity to build, repair, and maintain up to 180.000 DWT vessels; as well as the capacity to lift up to 1.050 tons in the dry dock and up to 500 tons on the quay.

Aiming to set an example for the industry not only with its projects, but also with its approach towards providing quality production and services while caring for the people and the environment; Sedef Shipyard keeps investing in continuous improvement in its production and management methods.

With its right quality and right time production goals, Sedef Shipyard aims to be the leading shipyard for investing in its people as much as its technology and production methods, while giving the utmost importance to safety and quality in its operations. www.sedefshipyard.com

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+90 (216) 581 77 00

While Covid-19 has presented businesses with an unprecedented array of challenges, Karpowership has also made landmark achievements since we last talked.

“We have been adapting ourselves to become an LNG focused business, which has probably been one of the biggest successes we’ve had,” O’Driscoll tells us.

O’Driscoll is particularly proud of this achievement as he sees it as aligning Karpowership with much larger trends across the energy industry.

“LNG is a fuel of the future.

Emitting 50% less than coal and 17% less than diesel, it makes an ideal transitionary fuel, especially for South Africa,” he says.

Sub-Saharan Africa in particular is aiming to move away from thermal and coal power plants but needs to do so pragmatically and realistically.

ENERGY & UTILITIES | 59

We at Norwegian Mooring take great pride in being selected as supplier of mooring chain and inspection services for Karpowership in Senegal. Working with Karpowership has been a great experience and their strive to excellence is admirable Norwegian Mooring is certified as Approved Service Supplier to DNV within inspection of mooring chains.

We can offer top quality chain inspection using our mobile Chain Inspection Unit which can be sent to anywhere in the world.

Our chain inspection production line can be run solely by electric power or as an hybrid if needed.

We take great pride in our work and we are always ready to help customers worldwide.

Please feel free to visit us at www.normoor.no for more information about our services or to get in touch with one of our team members.

Jan I. Isaksen

janinge@normoor.no Managing Director +47 99 47 29 44

Karpowership Protecting the future of LNG by choosing market-leading solutions

Trelleborg KLAW LNG safety transfer systems Working with Karpowership to ensure optimum operational efficiency and maximum transfer protection.

Innovative systems based on the proven technology of global field experience. klawlng@trelleborg.com | +44 1373 827 100 GAS TRANSFER

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KARPOWERSHIP

Countries require a lower emission bridging fuel that secures energy supply as they transition to a greener grid – and LNG is ideal. Though they’re heavily dependent on coal at the moment and have been for many years, gas is the fuel of the future for them.

For South Africa specifically, while the country is not gifted with abundant gas resources of its own, its proximity to Mozambique, and access to the global LNG market, make the transition to natural gas compelling. Gas is a critical component of the country’s energy strategy, and Karpowership is well positioned with the requisite skills, technology and production capacity to support the transition.”

The figures O’Driscoll shows us are hard to argue with.

Against diesel and other

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fuels, Karpowership’s LNG performance offers a 25% emission reduction in carbon dioxide equivalent, an 80% reduction in nitrogen dioxide, and almost no environmentally damaging sulphur dioxide.

Natural gas also doesn’t create the dust and fumes that liquid fuels do, making carbon footprint 50% cleaner than coal.

“We’re now a global LNG-to-power player, which is significant if you look at how LNG is growing globally as an efficient, reliable and cleaner way to power economies,” O’Driscoll tells us.

“Karpowership has the ability to provide LNG gas-to-power solutions on a global basis, all inhouse. That certainly has been a big difference on where we were with Powerships last year.

Having the vision and ability to implement and deploy our LNG strategy at pace has delivered a clear competitive advantage.

Our Senegal LNG project is underway and Mozambique will be converted following, and once financial close is met, South Africa will be operating with LNG power. You can see the shift across the industry.”

LEADING THE WAY

Today Karpowership has a global fleet operation of over 5,000 MW running on natural gas and liquid fuel. They hit their 2021 mid-year target of ensuring 50% of operational supply is powered by natural gas and LNG. O’Driscoll says they want to convert that capacity entirely to LNG, for Africa and beyond.

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KARPOWERSHIP

“There’s huge growth evolving in the LNG sector. I see us being able to look to more geographical growth across Africa - and beyond into the Americas and Asia,” he points out.

“LNG makes power generation significantly cleaner and greener while enhancing economics and affordability. It is substantially cheaper than running diesel. What’s more, you can drive efficiencies by buying LNG in larger quantities, so you create economies of scale.”

O’Driscoll also points out that the switch to LNG could not be more timely.

“One of the biggest challenges emerging economies face is having to reconcile the large-scale investment required to achieve energy security against the environmental imperatives the various transitionary fuels bring.

South Africa for instance, needs dispatchable, reliable and more affordable power,” O’Driscoll explains.

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Employing LNG as an intermediary fuel that benefits both the energy and industrial sectors of the country can go some distance in securing South Africa’s economic future while reducing its environmental impact.

“We’re going to see governments setting new targets to lower their emissions even more than they have already committed to. Net Zero targets are being set and we

believe LNG has a significant role to play in making these a reality,” O’Driscoll says.

“Current power plants can be converted to utilise LNG. We’re seeing plants being installed, we’re making LNG readily available across the globe from our FSRUs, and our Powerships which will operate in tandem. The FSRUs will be used as a strategic storage supply for countries’ gas needs.”

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KARPOWERSHIP

These needs are felt hardest in developing markets, which rely on diesel imports because they don’t have access to indigenous gas and pipelines. For Karpowership, these places are an opportunity, not only to open up new markets but to make a real difference to people, to partner in economic growth through sustainable, reliable energy supply and to mitigate environmental impact.

“We want to give people the opportunity to realise their gas ambitions, supporting thriving economies for the countries in which we operate,” O’Driscoll says. “If they don’t have a natural resource or a pipeline from a neighbouring country, we cover the cost of infrastructure, bringing that investment to them in the shortest time possible.

With no capital investment from the country’s businesses or government, we supply the equipment and build that infrastructure. Then we get paid for that through consumption and power generation. It’s a shared value win-win.” It may seem a radical proposition, but the benefits are dramatic.

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“A country would normally have to look for foreign direct investment of a billion dollars to build that infrastructure,” O’Driscoll tells us.

“It could take five years to build that up – or even longer if the skills are not available.

Then they award it to someone and it is another ten to fifteen years before it is complete. We can deliver reliable, value-formoney, dispatchable power direct to grid in nine to twelve months or even in shorter periods because we pre-invest our own capital, knowledge and belief in that market.”

O’Driscoll also acknowledges that renewable energy will play a part in the coming energy transition, but he argues that this will only be possible with LNG’s support.

“If the sun shines, you have solar power. If the wind blows you have wind power. But if the sun doesn’t shine and the wind is low you rely on power stored in batteries, which is expensive. What’s more, while battery storage is a compelling aspect of a renewable future, the reality is that the technology is just not up to the task of truly dispatchable power yet,” he tells us.

“We need to get the right power generation mix between current and future renewable programmes in place. Energy demand is growing exponentially and currently, no one power generation technology is able to meet it completely. There is a place for everyone at the table and we all need to work together to get the job done.”

“WE’RE GOING TO SEE GOVERNMENTS SETTING NEW TARGETS TO LOWER THEIR EMISSIONS EVEN MORE THAN THEY HAVE ALREADY COMMITTED TO.” ENERGY & UTILITIES | 63

MBHE GROUP

MBHE GROUP, A HOLISTIC ENERGY SERVICE COMPANY, AIMS TO INCREASE SOUTH AFRICA’S RENEWABLE POTENTIAL.

EMPOWERING AFRICA

PROJECT MANAGED BY: ANDREW BOURKE

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MBHE GROUP

What started out as a boiler company has now come a long way. Today, MBHE Group Pty Ltd is closely involved in the development of renewable energy projects in southern and central Africa, including solar photovoltaic and biomass energy and most recently waste to energy.

T

he business was founded in 1996 primarily as a boiler design and manufacturing company for steam generation in the sugar and paper industries. Over the years, the company has built a solid reputation through the successful implementation of several projects including converting the 120MW Van Eck power station in Namibia to fire torrefied wood, a renewable fuel source as well as various commercial and industrial scale solar PV plants and, most recently, a utility scale 20MW solar PV plant connected to the national grid.

In 2008, MBHE Group received an order from the Central Energy Fund for an 8.4

megawatt (MW) biomass power plant, a turning point in the history of the company. This paved the way for MBHE to change its focus from process steam only and to enter the renewable energy market with diversified technologies.

The business has significantly grown under the management of Karl Siegel, the company Managing Director and Werner van Wyk, the Financial Director, who saw the potential of expanding into the fast-growing renewables sector. Karl came to work for his family company just over ten years ago with no experience in steam generation but that has not hindered him in developing the business to new heights.

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BLUE NOVA ENERGY BlueNova is South Africa’s leading supplier of high performance ultrareliable Lithium Iron Phosphate batteries & battery systems. Founded in July 2015, the company has grown from the humble beginnings of a four person team to employing more than 85 permanent employees to-date.

The large majority of BlueNova’s batteries are built in Somerset West with A-grade LiFePO4 cells which ensures a minimum capacity retention of 80% after 5000 cycles (based on 80% depth-of-discharge per cycle) although lower grade options are also available to meet more stringent budget requirements. The company’s standard product range has been developed primarily for residential & commercial applications and range in capacity from 6.5kWh to 62.5kWh. Apart from the standard product range, BlueNova has also since introduced a 13V product range developed for seamless lead acid battery replacement, a Compact Power Station product range consisting of wall-mountable integrated inverter/battery systems and a high voltage product range developed specifically for integration with ATESS HPS inverters for large commercial & industrial applications.

In August 2019 BlueNova joined the Reunert Group of companies, the largest engineering group in Africa. BlueNova’s flagship product line is referred to as iESS, an abbreviation for Intelligent Energy Storage Systems.

Each iESS system is custom-designed to meet individual requirements, built into a 6m or 12m shipping container and consisting of a LiFePO4 battery (up to 1.2MWh), a high voltage inverter, air conditioning, access control & fire suppression system. Applications for BlueNova’s iESS systems include backup power, peak shaving, load shifting & power factor correction. www.bluenova.co.za

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He says: “The company mainly focused on biomass up until 2015 when new projects and technologies started to be introduced, one of which is solar PV and is probably our most popular business line today. We have also ventured into biogas, waste to energy and industrial effluent treatment. Given our engineering background, we were able to get some big projects off the ground very quickly.”

Today, MBHE Group consists of the original boiler design company, MBHE African Power which focuses on the development of renewable energy projects, MBHE O&M which is dedicated to operations and maintenance of renewable energy assets, and last but not least MBHE Environmental, the newest addition, which is preparing to build a waste to energy facility, the first of its kind in South Africa.

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MBHE GROUP

In October 2020, MBHE completed the installation of a 1,45MW DC solar PV plant for Resilient REIT at their Tzaneng Mall situated in Tzaneen, South Africa.

“MBHE IS A HOLISTIC COMPANY, WHICH MEANS THAT WE DO EVERYTHING FROM THE INITIAL DEVELOPMENT THROUGH TO DESIGN & ENGINEERING, EPS AND OPERATION AND MAINTENANCE.” NEW HORIZONS

In 2020, MBHE signed a Joint Development Agreement with EDM and Moz Energy LDA for a 20MW Solar PV project in Pemba, Mozambique.

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“We are a very diversified company in expansion mode, working in Mozambique, Zambia and Namibia. Over and above this, we are negotiating projects in Malawi and Uganda.

Expansion into Africa and into the utility scale projects is our longer term goal,” says Mr Siegel.

“MBHE is a holistic energy company, which means that we do everything from the initial project development through to design and engineering, EPC and operation and maintenance.

We also try to retain some ownership in the projects to secure income for the business going forward.”

He points out that the company finds itself in an exciting phase right now, with its products and services in high demand in Africa’s developing energy sector. “There is so much to be done on the African continent, with its resources and its people, a continent living in poverty because of a limit on industry due to energy constraints. We feel that by promoting sustainable energy solutions we can stimulate industry to improves the lives of its people.”

Compared to other players in the sector, the company capitalises on the vast engineering experience it has acquired given its initial background, and the ability to think outside the box, coming up with more bespoke and focused solutions.

‘We make sure that this knowledge is transferred to the younger generation by hiring the best university graduates and having these young engineers working alongside the

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MBHE GROUP

experienced older colleagues, helps to sustain the high level of competence within the organisation,” says Mr Siegel.

He points out that in addition to its core staff, the company always makes sure to employ people from local communities where the projects are taking place. “We train and upskill new employees, some stay only for the duration of the construction period but some will also be skilled in the operation and maintenance of the facilities we complete.”

“Giving back is important to the company and to me personally.

My children sometimes ask me why I do what I do, and the reason is simple - to put food on people’s tables and school shoes on their children’s feet. That is what is needed in Africa and to participate in uplifting the people who live here is most rewarding.”

NO TIME TO WASTE

Over the years, MBHE has accomplished a long list of projects in the renewables arena, and the business is set to expand exponentially given the recent changes in the country in June 2021, the South African government changed policy to allow private sector companies and investors to build their own power plants with up to 100 megawatts of generating capacity without requiring a license, in a bid to address the nation’s failing electricity supply.

The move to raise the limit from 1 megawatt to 100MW is part of a wider strategy to ease energy shortages that have hobbled Africa’s most industrialized economy since 2005. This change means that demand for larger projects will increase and in turn will secure the company automatic growth and expansion, says Mr Siegel.

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“WE MAKE SURE THAT THIS KNOWLEDGE IS TRANSFERRED TO THE YOUNGER GENERATION - HIRING THE BEST UNIVERSITY GRADUATES AND HAVING THESE YOUNG ENGINEERS WORKING ALONGSIDE THE EXPERIENCED OLDER COLLEAGUES HELPS TO SUSTAIN THE HIGH LEVEL OF COMPETENCE WITHIN THE ORGANISATION.” BUSINESSFOCUSMAGAZINE.COM

MBHE GROUP

“The longer term future, however, is in waste to energy,” he reflects. “South Africa is in a position where most of its municipal waste is discarded in landfills, which has its limits. By processing waste and turning it into energy, waste to landfill can be reduce by up to 90%. This is the way most of the cities in South Africa should go, and we will be part of this development.”

Exciting as this development is, the pace of growth brings its own challenges, specifically in Africa with unstable

political situations in different countries where project risk profiles change swiftly and unpredictably, affecting availability of funds.

However, Mr Siegel remains optimistic.

“My biggest challenge at the moment is getting enough guys on the ground to do the job. With the pace the orders are coming in, it is quite a task to manage the construction and completion of projects, but we are successfully delivering on time and keeping our customers happy.”

MBHE completed a 1,3MW Solar PV installation for Mall of the North in Polokwane, South Africa.

Looking ahead, he clearly sees rapidly emerging new opportunities: “Over a 12-18 month timeframe, we are set to double or even triple the revenues. We will also have achieved a larger expansion into Africa. And as I said earlier, in the longer-term future it is the waste to energy sector that shows the biggest potential for us.”

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SAPVIA

A RAY OF SUNSHINE SAPVIA IS A SHINING SOURCE OF OPTIMISM FOR THE SOLAR ENERGY SECTOR.

PROJECT MANAGED BY: ANDREW BOURKE

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SAPVIA

The South African Photovoltaic Industry Association, or SAPVIA as it has become known, is a notfor-profit organisation run for the benefit of its 540 members. The Association services and advocates for the entire photovoltaic value chain from power-producing companies to individual technical professionals in the field.

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O

ur focus is three-fold,” explains Niveshen Govender, SAPVIA’s COO. “We focus on policy advocacy and lobbying with the intent to increase solar’s market share, handling the hurdles that face the industry, and finally creating a platform for member organisations promoting products and services.”

As the only industry association in South Africa purely focussed on the Solar PV sector, SAPVIA carries a

great deal of responsibility and is faced with a number of challenges.

“There is ongoing debate regarding the benefits of solar PV and renewable energy,” Govender tells us. “South Africa’s political landscape is multifaceted with some leaders who are supportive of leveraging renewable energy, while others are not as supportive.

This means that as an Association we are constantly having to advocate and profile the benefits of solar power.”

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SAPVIA

AN INDUSTRY-WIDE EFFORT

While it is a challenging position to be in, it is also an exciting one.

Talking to Govender it is clear that we are at a real groundfloor moment for companies looking to enter the renewable energy sector.

“It’s still a relatively new sector, so we’re working on getting the right policy framework, the right regulations in place, and then in terms of the organisation itself we’re very under-resourced,” Govender says. “We have four full-time employees serving the whole 540-member organisation.

More resources mean we can achieve more.”

Getting this right is not only the work of SAPVIA itself but all its members and stakeholders.

“Stakeholder engagement is extremely important to ensuring that the renewable energy and solar PV agenda is well known and easily understood by all social partners Government, Labour, Business and Community - that we engage with,” Govender insists. “There also needs to be a strong marketing and communications angle. We position ourselves as thought leaders, having conversations ahead of the curve, learning from international experience in the developed and the developing world, bringing those lessons to South Africa to create opportunities everyone can participate in.”

A big part of that process is ensuring you are drawing from correct and up to date data, which can be a challenge in an industry where many competing companies are keen to keep their cards close to their chests.

“We can carry out data collection to develop proper research. Market intelligence has always been a challenge for us, particularly with regard

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to intellectual property issues,” Govender says. “We’re continuously looking at different strategies for data collection and research. We collect data and make best-case assumptions to best represent the industry.

We create incentives for data sharing and collect data in a way that protects the data’s owner to avoid intellectual property leakages.”

Despite the many challenges facing the sector, SAPVIA has been able to launch a number of key

programmes to aid the industry.

These include its “PV GreenCard Programme”, launched three years ago as an industry-led quality mechanism for small scale embedded generation installations. The programme is based on skills development, accreditation, standardisation and documentation. As Govender has pointed out, solar is a young industry, and at that point, it lacked the standards and policy necessary to benchmark and support the industry.

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SAPVIA

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SAPVIA

“It’s been very successful. The programme has trained 1,800 candidates, registered over 400 companies in this space, and established a highly acclaimed skills development programme in the industry,” Govender says proudly.

SAPVIA is also behind the PV Spotter programme, a market intelligence tool for consolidating data from solar PV projects across the country.

“We know where projects are installed, the differences between residential and industrial solar, and who is looking at solar PV. It is going to provide lots of market intelligence,” Govender says.

PV Spotter is accompanied by PV Professionals, a platform to share upscaling opportunities, training opportunities, and business opportunities within the sector. It is a register of professionals that offers a platform to engage with other like-minded professionals to discuss the hurdles the industry is facing and together develop solutions to future-proof the industry.

Finally, there is the Solar PV Marketplace, which will allow for industry figures to engage with each other for services, products, and offerings, creating cooperation across the sector the way SAPVIA intended.

LED BY A CLOSE-KNIT TEAM

While these are industry-wide efforts, SAPVIA is primarily the work of a team of four dedicated staff, with a unique combination of skills and competencies.

“Working in an industry association is a specialised job that requires a good balance of skills,” points out Govender. “People need a balance of technical, policy and stakeholder management knowledge, as well as being

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administration focused. Finding the right candidate is sometimes difficult, but luckily enough I’ve been here five years and we’ve been able to retain staff.”

While the staff come into the organisation with a strong skill base, they are also given opportunities to upskill themselves in line with business requirements, identifying key areas to improve their skills.

“We support that and allow for exposure, encouraging association members to expose themselves to a variety of stakeholders at various levels to learn and grow within the industry,” Govender says.

It is an approach that is working. This year SAPVIA has just celebrated ten years of excellence.

But while celebrating the organisation’s achievements, Govender is also looking to what more it can achieve in future.

“We’ve reflected on our achievements, and we’ve taken that into planning for the next ten years,” he says. “We’ve refreshed the brand, updating the association structure, including more information, more interactive relationships with stakeholders, and we have restructured internally to cater to discussions in all aspects of the industry. We’ve changed our focus from an internal member focus to one encompassing the industry as a whole.”

For Govender, the vision for South Africa is clear.

“The bulk of our energy mix is in renewable energy, and we have seen policy directives improve to include more renewable energy,” he says. “Now our future goal as an organisation is to create more opportunity for local participation, black participation, and more small business participation.”

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TAALERI ENERGIA

TAALERI ENERGIA

FINNISH TAALERI ENERGIA WAS ESTABLISHED TO INVEST IN UTILITY SCALE RENEWABLE ENERGY & PROVIDES END-TO-END PROJECT COMPETENCE FOR EACH INVESTMENT.

ACCELERATING THE ENERGY TRANSITION PROJECT MANAGED BY: MAX HUTCHINGS

Taaleri Energia has one of the largest dedicated wind and solar investment teams in Europe managing wind and solar farms across Europe, the US and the Middle East. Taaleri Energia is also one of the largest private equity owner-operators in the Finnish wind market, with 116 turbines producing approximately 1.8% of the country’s electricity.

R

enewable energy is one of four private asset management businesses of the Taaleri Group, which has a clear strategy: to channel capital towards economically profitable undertakings that have a lasting positive impact on the environment and society.

The Taaleri Group was established in Helsinki in 2007 as a wealth management business, attracting private funds from individuals and institutions in Finland but later focused on building a private asset management business, while at the same time launching its first renewable energy funds. Today, the Taaleri Group has EUR 2.1 billion of assets under management.

IN A NEW SHAPE Robin Lindahl, Taaleri Oy CEO.

Robin Lindahl, Taaleri Plc CEO, describes the latest business milestones: “Taaleri has emerged

in a new shape recently. We have gone through a major business transformation, divesting the wealth management business in the spring of 2021 and re-defining the company strategy. Today, with renewables and private equity funds management at the core of our strategy, we are striving to be a Nordic forerunner in alternative investments focusing on sustainability.”

Taaleri’s four private asset businesses are Taaleri Energia, Taaleri Real Estate, Taaleri Bioindustry and Taaleri Infrastructure. Taaleri also owns Garantia, an insurance company acquired in 2015, a business that has been growing steadily and profitably.

The Group’s restructuring, and the new strategy, reflects global market developments, says Mr Lindahl: ‘There are certain growing megatrends worldwide, of which climate change and the need to reduce CO2 emissions are the most prominent. These

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TAALERI ENERGIA

drive our energy and bioindustry businesses.

The world is transferring from fossil to nonfossil fuels, and the demand for clean, renewable resources will increase rapidly.”

“We have defined our strategy around this transformation. Over the last ten years, we have shown that we have the capability to match this demand, and to bring interesting and attractive products to our investors.”

OPEN PLATFORM

Lindahl affirms that the company’s key strength and clear differentiator is its combined capabilities – Taaleri has been developing strong endto-end competences and knowhow, doing everything from project development to project construction management, operational asset management

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TAALERI ENERGIA

and running successful exits.

“We are not purely a financial player. We bring a combination of engineering and management skills, adding value to the investments.”

As a result of the divestment of the wealth management division, the Taaleri Group has a solid financial base to accelerate growth of the funds business, and is open to new opportunities, also outside its four core areas of focus.

“This is a very exciting time for us. The whole industry is transforming, and we are well positioned to meet future needs.

We want Taaleri to develop into an attractive platform, a new kind of funds business, and both organic and non-organic growth is on the agenda,” Mr

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Lindahl affirms, adding that the planned growth is not limited to Finland.

WIND AND SOLAR

The largest private asset management business of the company by far is Taaleri Energia, accounting for approximately 55% of the assets under Taaleri’s management.

Kai Rintala, Managing Director Taaleri Energia says: “As Robin explained, we are a Helsinki-headquartered renewable energy developer and fund manager, with a focus on utility scale wind and solar PV energy, both domestic and international.”

Kai Rintala, MD, Taaleri Energia.

“Our job as a fund manager is to simply raise money from investors, identify and make good investments, provide investors with a stable cash yield and then sell the assets with a good profit that goes to the investor again. That’s the cycle, and that is our business model in a simple form. Our end-to-end expertise is reflected in the investment returns, and that’s why our investors come back to us.”

A good example of this expertise is Taaleri Energia’s recent investment, from its Taaleri SolarWind II fund, in two readyto-build wind farms in Finland with a combined capacity of 252 MW. The Isoneva wind farm was

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TAALERI ENERGIA

developed by Taaleri Energia and Intercon Energy, whilst the Murtotuuli wind farm was developed entirely in-house by the Taaleri Group. Construction work on both projects started in April 2021, and both are expected to be fully operational in the fourth quarter of 2022.

“These two Finnish wind investments are an excellent addition to the Taaleri SolarWind II fund’s Nordic portfolio, and they demonstrate the value of our in-house project development, construction, technical and commercial management capabilities”, affirms Kai Rintala.

BRIGHT FUTURE

Taaleri Energia’s focus is on utility scale onshore wind and solar PV energy, but it is expected that in the next few years, electrical storage will emerge as a major area of interest and that will be a natural extension for the business, says Kai Rintala.

The Taaleri Energia team is currently investing its fifth renewable energy fund, the Taaleri SolarWind II fund, with a diversified portfolio of ready-tobuild assets in five key markets; the Nordics & Baltics, Poland, South East Europe, Iberia and Texas. It is estimated that the

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fund will finance over 850 MW of renewable energy capacity, which will offset over 1 million tonnes of CO2 annually throughout the 25year plus lifetime of the assets.

With the whole world turning to renewables, are there any challenges for the rapidly growing business? “The biggest challenge is that there is too much money ready to be invested in this sector but not enough skilled people to make the right investments. In this respect, we are privileged – we are based in Helsinki where there are limited number of private equity funds, so we are one of the most desirable employers in the city and can capture the best talent,” he points out.

Robin Lindahl adds: “We are making Taaleri a platform for nurturing and developing these private equity funds. In doing so, we are making a significant contribution to the transition to renewable energy and a more sustainable development of our society” “While we are currently a medium-sized business, we aspire to be one of the very top in our field. We see an everincreasing appetite for these types of funds and products.

To use the cliché, the future is bright,” concludes Mr Rintala.

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TAALERI ENERGIA

“WHILE WE ARE CURRENTLY A MEDIUM-SIZED BUSINESS, WE ASPIRE TO BE ONE AT THE VERY TOP IN OUR FIELD. WE SEE AN EVER-INCREASING APPETITE FOR THESE TYPES OF FUNDS AND PRODUCTS. TO USE THE CLICHÉ, THE FUTURE IS BRIGHT.”

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KENYAN ALLIANCE INSURANCE COMPANY

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KENYAN ALLIANCE INSURANCE COMPANY

WITH ROOTS GOING BACK A CENTURY, THE KENYAN ALLIANCE INSURANCE COMPANY LTD., ONE OF THE LARGEST COMPANIES IN ITS SECTOR IN KENYA, IS READY TO GROW TOGETHER WITH THE COUNTRY.

KENYA’S FUTURE PROTECTED PROJECT MANAGED BY: TREVOR GRETSINGER

The Kenyan Alliance Insurance Company is one of the most financially sound composite insurance companies in Kenya, with an asset base in excess of ksh 6.8 billion and paid-up capital of ksh 700 million. As a composite insurance company, the organisation deals in the General Insurance, Life and Pensions and Healthcare businesses.

W

e are one of the oldest established insurance companies in the country, operating since 1916, and one of the few wholly-owned private insurance companies in Kenya with no external shareholder,” CEO Simon McCrum describes the business.

He himself came to Kenya in August last year, in the middle of the global pandemic, to take the company further. With a sound background in insurance stretching back over 34 years, and wide-ranging experience in international business, he has a clear idea of Kenyan Alliance’s direction under his management.

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“Expanding the client base in a country where a minimum of the population is using insurance services, with the help of technology, is my vision for the near future.”

A CENTURY OF TRADITION

The Kenyan Alliance Insurance Company Ltd traces its roots back to the early beginnings of the 20th century when its predecessors, Sun Insurance Office and Alliance Assurance Company based in the UK, established an agency representation in Kenya in 1915.

Later, as the business grew, the company opened branches and ceased to operate through agency representation.

In the early sixties the two operations merged worldwide and started to trade in Kenya as ‘Sun Alliance’ still through branch representation. In 1980, The Kenyan Alliance Insurance Company, incorporated with the sole purpose of taking over Sun Alliance group operations,

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KENYAN ALLIANCE INSURANCE COMPANY

started to write a new chapter in the company’s history, that has continued until the present day.

The company is part of a large family-owned group of companies with a wide range of businesses, and is dedicated to become one of the leading regional insurance providers of all General, Life and Healthcare Insurance coupled with the highest degrees of customer utility.

“We are one of the very few composite insurance companies in Kenya, meaning that we have the licence to write general insurance, life insurance and health insurance.

With an extensive branch network across the while country, employing some 300 within the group, we envisage ourselves as first-class

insurance providers through partnerships with the most solid yet advanced international reinsurance partners,” says Simon McCrum.

THE KEY FACTOR

As in almost any area of life, the core element of achieving this objective is human capital.

Simon McCrum affirms that the company is well aware of the value of its staff and makes sure that they are well cared for as well as provided with the right tools to be able to perform their tasks to their best knowledge and abilities.

“Training is one of the basis aspects of people development within any organisation. There is a very wide programme in place across the whole group in terms of education and training,

MIC Re MIC Reinsurance Brokers (MIC Re) is fully resourced to provide clients with cost effective and quality reinsurance- intermediary services from our offices in Kenya and Tanzania.

We deal with all classes of Proportional and Non-proportional treaties and also arrange facultative placements both in local and international markets.

We have full access to London and other international reinsurance markets through our established relationships with major global reinsurance brokers.

Good technical and functional expertise coupled with extensive local industry knowledge make MIC Re an ideal choice in meeting all your reinsurance requirements.

MIC Re is proud to be associated with Kenyan Alliance Insurance Company for their treaty reinsurance program.

MIC Reinsurance Brokers Limited 6th Fl, 9 West, Ring Rd Parklands, P.O. Box 14680-00800, Nairobi 8th Fl, Amani Place, Ohio St, P.O. Box 10936, Dar es Salaam Kenya +254 20 2745 000 | Tanzania +255 22 2120431 achopra@mic-reinsurance.com

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KENYAN ALLIANCE INSURANCE COMPANY

and short training courses are conducted once a week for all employees - these are all virtual and focused on products and marketing as well as corporate governance.”

“We also have sponsorship programmes across the group to support those who wish to take insurance qualifications.

The scheme extends to people who wish to attend businessrelated courses or achieve qualifications in accounting, marketing and similar.”

The value of staff became even more prominent last year during the pandemic, and employees’ health and safety has been a top priority, although Mr McCrum notes that Covid19 has not impacted the country as much as other parts of the world, despite the fact that the vaccination rate is very low.

He points out that the company not only looks after its own people but strives to support the wider community at various levels. Education is one of them.

“I’m a huge believer in education; it is a gift you can give to a child that no one else can take away. To this end, we have just started a bursary scheme for children from disadvantaged backgrounds to sponsor them through their higher education.

We bear all the costs, provide a small living allowance and after their three-year course offer them a job. We have two students at the moment and there will be 6 each year once the programme has been running for longer.”

In addition, the company actively supports children with special needs and disabilities, providing supplies of food and other necessities such as wheelchairs and clothing, and reviewing the support on a monthly basis.

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HIDDEN OPPORTUNITIES

Speaking about the challenges, Simon McCrum makes it clear that the old cliché still applies - the future is all about people, business-wise and countrywise. “The large issue is of course that the purchase level is extremely low, as insurance penetration is very small, with only 1-2% of the population buying any type of insurance at all, compared to developed markets where the figure is about 30%.”

“This is for many reasons, both historical and demographic, but is to a large extent the result of the lack of education. Trying to educate people about the benefits of insurance, in a lowincome country with a lack of market innovations, is a huge challenge.”

He affirms that expanding the customer base is his prime task for the future, and he believes that a lot can be achieved with modern technologies, that are second nature to young people, including young Kenyans.

“There are hundreds of very good examples of how technology can be used in insurance. We have an incredible online platform, simplifying the claims and payment processes, and I’m very keen on bringing new ways of operating into the Kenyan market, on placing Kenya at the forefront of modern technology use.”

Despite the challenges, the market also has a hidden promise.

“The East-African region – specifically Kenya but also the surrounding countries – with its stable jurisdictions and young, dynamic population, definitely offers exciting opportunities. Opportunities to be exploited,” Simon McCrum concludes.

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DELTA 9

VERTICAL INTEGRATION IS DRIVING EXPONENTIAL GROWTH AT DELTA 9 CANNABIS

CANNABIS’S MODULAR, SCALABLE FUTURE PROJECT MANAGED BY: TREVOR GRETSINGER

When Delta 9 Cannabis talks about vertical integration, it takes on a new meaning. As one of Canada’s oldest licensed producers, the company is building strong revenue as a cannabis retailer and driving additional B2B sales with its stackable, scalable Grow Pod system in Canada and the USA.

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or the period ending June 30, 2021, Delta 9 reports Q2 net revenues of $16.75 million, up 27 per cent against $13.2 million in Q1 and 29 per cent over the same quarter last year. The six-month revenue results were $30 million, up 21 per cent against $25 million for the same period last year, and EBITDA was $1.2 million, Delta 9’s 7th consecutive positive quarter.

What’s driving Delta 9’s success? It begins with an 80,000-square foot grow facility in Winnipeg. The company became Canada’s fourth licensed producer in 2013 and now grows 75 commercial strains.

Delta 9 operates sixteen retail stores — Eleven in the company’s home province of Manitoba, four in Alberta, and

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one in Saskatchewan — with an additional four locations set for launch by years end.

“Having a foot in both production and distribution is a de-risking strategy,” says John Arbuthnot, chief executive officer and co-founder of Delta 9. “These locations provide a sales channel for our cannabis production and also provide valuable market intelligence on consumer purchasing patterns.”

Delta 9 is the brainchild of a father-and-son team, Bill and John Arbuthnot, who founded the company together in 2012, becoming one of the first licensed cultivators of medical cannabis in 2014.

“The early years of the company were modest. We were cultivating medical cannabis products, distributing

Delta 9 Cannabis places 7th out of 448 participants on The Globe and Mail’s Ranking of Canada’s Top Growing Canadian Companies with revenues up 5,413% over three years.

DELTA 9

John Arbuthnot, CEO, Delta 9.

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DELTA 9 GROW POD SALES AGENTS 613.360.5195 CULTIVATD.COM

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DELTA 9

them to medical customers across Canada,” recalls John Arbuthnot, CEO of the company.

“2017 was a real growth year for us. We listed our shares on the TSX Venture Exchange in November 2017 and currently are listed on the Toronto Stock Exchange. Since then, we’ve raised $80 million through debt and equity, becoming one of the few vertically integrated cannabis providers named in the Canadian space.”

Delta 9 continues to hone its cultivation edge with its modular Grow Pod technology.

Housed in rigid steel shipping containers, the plug-and-play design expands production by stacking pods vertically.

As one of Canada’s oldest licensed producers, Delta 9 is building strong revenue as a cannabis retailer and driving additional B2B sales with its stackable, scalable Grow Pod system.

“The Grow Pods allowed us to do something very different from our competitors, who were acquiring greenhouses essentially expanding square footage horizontally,” says Arbuthnot.

“Grow Pods contain everything you need to cultivate cannabis and can provide space for harvesting, trimming, drying and storage. With every pod virtually identical, it also makes it easier for Health Canada to assess applications for expansion.”

Grow Pod sales proved so successful that they now support the third leg of Delta 9’s growth strategy. The company has sold almost 300 units across North America since 2018. In 2020 alone,

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Grow Pod sales added upwards of $12 million to the company’s top line over the last 18 months.

To expand into the US market Delta 9 has shepherded the establishment of Grow Pod operations in Michigan, Maine, and Montana, sharpening its expertise and appetite for the growing cannabis market in the US. “Following federal legalization in the US, we’d be looking to vertically integrate into U.S. growth markets that allow it,” says Arbuthnot. “That model has paid huge dividends for us in Canada and we believe it will continue to do so south of the border.”

Indeed, Delta 9 is currently looking back on a year of recordbreaking revenue growth across its three key market segments.

Its retail sector has been growing 100% year-over-year, in turn driving the distribution of Delta 9’s consumer branded products.

“We’ve also had growth across wholesale and businessto-business sales of 20-30%,” Arbuthnot says. “We’re seeing growth across our varying businesses as well as broader exposure to consumers.”

DELTA 9 GROWTH STRATEGY

Delta 9 has utilised a number of strategies to ensure it stays competitive.

“For us, the focus is on the wholesale side of the business as we position ourselves as a low-cost producer. We have been automating key processes over the last few years to drive down the cost per gram of production down to $0.65 / gram,” Arbuthnot says.

Meanwhile, on the retail side of the business Delta 9 is already a price leader and that has allowed the company to drive huge volumes of product to the consumer. Across the retail chain, Delta 9 has been seeing revenue of $10 million-plus per quarter.

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Meanwhile, on the businessto-business side Delta 9 has been diversifying its offering into the “picks and shovels” side of the industry, through selling growing equipment for cultivation.

“We’ve been successful based on that broader diversified strategy,” Arbuthnot said.

Another key differentiator for Delta 9 is its people, and the rapidly growing industry has seen a huge influx of talent.

“The cannabis industry in North America has been able to attract talent. It is exciting, it’s a growth industry, and that growth trajectory is attractive,” Arbuthnot says. “We’ve been able to pull staff from retail, finance, any applicable sector.

It’s not uncommon to list a job and get many hundreds of applications. Being a public entity also lets us look at stock options to round off the opportunity for our employees.

We’ve grown from 25 full-time employees to 375 now.”

Looking forward, even now Arbuthnot believes there are opportunities to continue growing the market in Canada, while legalisation elsewhere will open up even more markets.

“There’s a good opportunity to continue to grow in the Canadian marketplace expanding distribution through retail, drawing out dozens of stores in the next four years,” Arbuthnot says. “We’re seeing markets like the Americas, Europe, the UK, liberalising and reforming laws around medical and recreational use crisis. We see Canada as the model for what other companies have been looking for. We have a business platform that can be put into any jurisdiction around the world and be successful, to position for international growth and exposure as laws are reformed.”

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DELTA 9

“THERE’S A GOOD OPPORTUNITY TO CONTINUE TO GROW IN THE CANADIAN MARKETPLACE EXPANDING DISTRIBUTION THROUGH RETAIL, DRAWING OUT DOZENS OF STORES IN THE NEXT FOUR YEARS.” BUSINESSFOCUSMAGAZINE.COM

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KOUT FOOD GROUP

AT KOUT FOOD GROUP, PEOPLE ARE AT THE HEART OF THE BUSINESS - AND THE REASON FOR THE COMPANY’S STEADY GROWTH OVER THE FOUR DECADES SINCE ITS ESTABLISHMENT.

A PASSION FOR FOOD & PEOPLE PROJECT MANAGED BY: DEAN BROWN

Kout Food Group, the Kuwaiti-based food delivery franchisee, is one of the companies that started as a single-person business, later to become a recognised leading player in its sector. The business was founded by a Pioneer - Mrs. Fadwa Al Homaizi, the current owner, opening her first Pastry Shop in 1980 to cater for needs of specific clients in Kuwait at that time.

F

rom then on, the business grew as she opened the first local franchise system in the country in 1981 - the much-loved Hungry Bunny, followed by a Pizza Hut franchise, continuously developing the business to where it stands now - a group with a $25 million turnover, 200 locations throughout the country and multiple verticals.

Today, Kout Food Group is dedicated to being a major player in its field, actively engaged in the operation of international and locally inspired restaurants in Kuwait, catering services, import and export of food related items, representation of foreign companies, as well as advising others in such businesses.

CEO Amin Mohamed summarises the company’s current position: “Within Kuwait we now manage and operate

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internationally recognized brands: Burger King, Pizza Hut, Taco Bell, Applebee’s, Kababji, and Burj Al Hamam as well as our own home grown local concepts: Scoop a Cone, Fol O Yasmine, Melting Point, Fley Fley and Ayyame. We have our own state-of-the-art Fresh Productions manufacturing facility with a capability for an extensive range of pre-packaged, own-label and private label foods and catering, as well as our own Distribution Center.”

He believes that the company is recognised as one of the best operators, with very strong delivery fundamentals. In Kuwait, Kout Food Group achieves the largest per restaurant volume in terms of number of deliveries.

THE CORE ASSET

“Central to our values at Kout Food Group is a passion for food and people,” says Amin

KOUT FOOD GROUP

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Mohamed. “People are at the heart of what we do, and delighting our customers is what motivates us. As a family-business, our culture is a unique feature, and a differentiator.”

“We are proud of our 4,000+ employees from around 38 nationalities, most of whom come from different countries. The ability to bring in different people from around the globe and to create a family atmosphere is something special.”

He explains that the company’s family attitude goes beyond the work environment - At Kout Food Group cultural activities such as Ramadan, Eid, Diwali, Christmas, Kuwait National & Liberation Day, etc are celebrated to exemplify diversity, and competition events such as Kout Olympics, Kout Got Talent are organized in which staff and management actively participate, and the feeling of togetherness has been amongst the factors contributing strongly to the company’s success over the years.

This attitude of team spirit and resilience has helped us at Kout Food Group to stand strong and bounce back during the Covid-19 crisis, the biggest challenge for the food sector of recent years, Mr. Mohamed affirms.

“The safety of our staff as well as of our customers was of paramount importance to us and we strived to do the best in this respect. As Kuwait imports over 90% of its food, it was challenging for us to scale down when everywhere was closing down, and then scale up again when restaurants opened

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up. The credit goes to our teams, who have adapted very well to these unprecedented demands.”

WIN-WIN-WIN

Staff wellbeing has been at the centre of the management’s attention - meals were provided to employees sitting at home during lockdowns, and with Safety as the focus, the company organized vaccination drives at its facilities, reaching 2,500 doses in a single day.

The company took all measures to make sure staff retention stays high. “We did not touch team members’ wages, salary cuts were implemented at the management levels,” says Mr Mohamed.

“Most of our team members come from somewhere else in the world, financially

supporting their families at home, and we could not allow this to stop. We as managers could survive on lower income, but they could not. It was important to show the staff that they are not the first ones to feel any pain.”

A similar approach was taken to the company’s suppliers, he continues: “We believe in three wins. For us to win, two stakeholders need to win with us - the guest must see value in the service we provide, and the vendor needs to see value in the relationship with us.”

“During the crisis, we reached out to our suppliers and agreed on an arrangement that would work for all. I was proud to see the amount of support we got from our suppliers, who in turn benefitted massively when we opened again.”

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KOUT FOOD GROUP

DELIVERING QUALITY

With the darkest pandemic months hopefully over, the company is ready to accommodate possible changes in customer behaviour. Many brands will have to add delivery to stay profitable, says Mr Mohamed, who believes that delivery will push the agenda for many businesses in years to come.

“Dining will have to change, with a reduced number of seats, and added car service and take-away. We watched the progressing change in the consumer habits during the lockdowns when the volumes of deliveries skyrocketed.

When dining opened again, we could see a small increase but it did not take the volume from delivery. It will take time to come back to pre-Covid behaviour.”

He acknowledges that the company has always recognised

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that delivery was a very important revenue generator.

He himself has been in the business for 25 years, with the last 12 with Kout Food. Starting as a delivery driver for Pizza Hut at the age of 18, he knows the process inside out.

“Way before the pandemic we had invested a lot in technological solutions to enhance delivery performance.

This was an advantage at a time when many businesses have struggled, enabling us during the lockdowns to achieve results that exceeded our expectations and outperformed the market.”

“Ofcourse, these results would have never been achieved without our excellent staff. I am grateful to every single one of them. They are amazing!

The future looks bright and I am confident in our ability to keep moving forward.”

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Markus Prantl, Managing Director of Müller’s Mühle.

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MÜLLER’S MÜHLE

MÜLLER’S MÜHLE IS LEVERAGING THE LATEST TECHNOLOGY AND IDEAS TO CREATE PLANT-BASED FOOD FOR TOMORROW.

CREATING TOMORROW’S PROTEINS PROJECT MANAGED BY: MAX HUTCHINGS

In the city of Gelsenkirchen in western Germany, you will find the processor of peas, beans, and lentils in Northern Europe. Armed with an array of strong competencies, Müller’s Mühle serves both the consumer sector and a number of b2b customers. It has been continuously extending its reach in recent years.

O

ur last investment was finalising the construction of a new site for high protein legumes flours,” says Markus Prantl, Managing Director of Müller’s Mühle.

Müller´s Mühle offers plantbased products of the highest quality. It is part of Europe’s largest milling company, GoodMills Group, which has 24 production units across seven European countries, processing 2.8 million tons of grain. This ownership structure provides a backbone that ensures Müller’s Mühle enjoys a consistent and reliable supply chain and the latest technological know-how.

These are all part of the reason the company enjoys such a solid reputation and market

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position, but it has achieved these thanks to decades of work.

“Müller’s Mühle has been on the market for more than 125 years and is one of the leading companies in its market segment in Europe,” Prantl points out. “We have always brought new ideas into the categories where we’re active.

The company possesses a deep and broad know-how around plant-based products passed on from generation to generation.

We have good cooperation with business partners for worldwide sourcing. The market develops fast but we can bring a great deal of competence to new markets as they open up. Our company motto is ‘We drive the power of pulses.’”

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HOSOKAWA ALPINE HOSOKAWA ALPINE - TAILOR-MADE PROCESS SOLUTIONS FOR THE FOOD INDUSTRY From vegan burgers to chickpea noodles, plant-based food is a global megatrend. To obtain a high nutritional value, protein shifting is an integral process. This is where Hosokawa Alpine comes into play - a global manufacturer of machines and systems for powder and particle processing based in Augsburg/Germany. With the core technologies of ultrafine grinding and classifying, we produce innovative systems to enrich proteins from wheat and pulses and separate them from other ingredients.

DESIGNED AND DEVELOPED FOR YOUR SPECIFIC NEEDS Protein shifting is just one of many applications for which the Food Division at Hosokawa Alpine offers tailor-made solutions. As a system partner, we support you from the design and development stage right up to the installation of the turnkey system. With a fund of experience and compliance with the highest safety and hygiene standards we make sure that product quality and process reliability always meet your expectations. The best proof of this: numerous installations of our systems all over the world - some with a throughput of several tons per hour.

GOOD PRODUCTS, GOOD TESTING POSSIBILITIES To obtain the best results for your product, the Application Center Food in Augsburg is available for product trials. In more than 150 trials per year, foods as diverse as bananas, lentils, coffee beans, saffron and lupins are ground and classified on various machines. Together we will find the solution that meets all your requirements - for protein shifting and many other food applications. www.hosokawa-alpine.com

DEHULLING, FINE GRINDING, CLASSIFYING EVERYTHING FROM ONE SINGLE SOURCE CUSTOMIZED PLANT SOLUTIONS FOR EVERY REQUIREMENT INTERNATIONAL STANDARDS IN THE FIELD OF FOOD SAFETY PROCESS DEVELOPMENT WITH MORE THAN 65 MILLS & CLASSIFIERS AT 3.000 SQM

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MÜLLER’S MÜHLE

MOVING WITH THE MARKET

Müller’s Mühle has a long and proud history behind it, but it is also bang up to date. When we speak with Prantl the company has just launched a new line of cous-cous products, and its facilities have undergone a major upgrade.

“We just built an upgrade to our main building on a nearby greenfield site,” Prantl says.

“The facility is a state-of-theart milling unit focusing just on pulses, processing yellow peas, chickpeas, red lentils, fava beans, but no wheat, soy, lupin or nuts. For safeguarding, we installed a cleaning and shelling line, and a colour sorter for all products in preparation for the grinding of raw materials.”

The upgrades have also included the installation of an air separation unit to produce high protein flours, starch enriched flours and standard flours.

“Our new plant can offer all these products in bulk as well as sacked,” Prantl says proudly. “The unique selling point of these flours is they are clean label products. There is currently very high interest in plant-based nutritional developments, for example, meat alternatives.”

The developments and products are borne out of the central role innovation and research and development play within Müller’s Mühle.

“Innovation is a core value for our company, using a general and holistic approach covering all areas of the business,” Prantl tells us. “We have been and continue to be active in a wide range of research projects to expand our knowledge around plant-based products.

We are in constant contact with research institutes and work closely with our sister company

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GoodMills Innovation, sharing their knowledge and access to ingredients.”

This is an ongoing process.

Together, the two sister companies recently are developing new meat and fish alternatives. Further to

that, Müller´s Mühle is part of an EU project, called Smart Protein funded by the European Commission in the context of the Horizon 2020 program, which will develop groundbreaking alternative protein approaches.

“INNOVATION IS A CORE VALUE FOR OUR COMPANY, USING A GENERAL AND HOLISTIC APPROACH COVERING ALL AREAS OF THE BUSINESS.”

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THE RIGHT INGREDIENTS

Alongside its proud history and ongoing innovation, Müller’s Mühle puts its success down to its people. Particularly in this day and age, Prantl feels the company has a strong offering for young people.

“For every company getting the best staff is a key factor in their success, and this is true for us. We’re seen positively by the younger generation particularly with plant-based nutrition becoming more and more important,” Prantl points out. “We are a middle-sized company with flat communication structures that has a highly recognised product. We have 125 years of history, we’re part of the largest milling group in Europe, and new recruits have access to our special training and knowledge to support them.”

“FOR EVERY COMPANY GETTING THE BEST STAFF IS A KEY FACTOR IN THEIR SUCCESS, AND THIS IS TRUE FOR US. WE’RE SEEN POSITIVELY BY THE YOUNGER GENERATION PARTICULARLY WITH PLANT-BASED NUTRITION BECOMING MORE AND MORE IMPORTANT.” The company also has a great deal to offer recruits in terms of development.

“New trainees make their own training programme to get an overview of the possibilities in our group, including a six-month assignment within GoodMills Group abroad,” Prantl says.

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With that growing public interest in plant-based diets, Müller’s Mühle is set to continue its programme of investment and development.

“We have just invested 14.5 million euro in new refining technology for legume flours. We are permanently searching for

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MÜLLER’S MÜHLE

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new market developments and further strategic options,” Prantl says. “It’s clear we will provide high-quality products for a more plant-based diet and that will lead our business ideas in the future.”

Of course, making new technologies a key part of your strategy brings risks and challenges with it, but Müller’s Mühle has both the expertise and the connections to succeed here.

“If you go into new technology there are always lessons to learn. We’re in a good position to bring this project alive and there’s a high demand in the market,” Prantl acknowledges.

“The important thing is to work together with business partners to find solutions and make sure our partners are customer-sided, so they get the best out of it. I see areas where we can still improve and learn. That’s where this sector has huge market potential. We want to be and are a driver in the market.”

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DEVELOP THE PRODUCTS OF THE FUTURE WITH OUR NEW LEGUME FLOURS: Discover our multi-functional legume flours for a powerful, plant-based protein punch. Perfect for innovative food solutions.

• 100% plant-based: from beans, lentils and peas

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• Gluten-free at source

Müller‘s Mühle GmbH, Am Stadthafen 42-50, 45881 Gelsenkirchen Tel. +49 (0) 209 403-0, Fax +49 (0) 209 403-201, E-Mail: info@muellers-muehle.de www.muellers-muehle-b2b.de

BIOMED X

COMBINING THE BEST OF TWO WORLDS – ACADEMIA AND INDUSTRY – BIOMED X AIMS TO FOSTER BREAKTHROUGH MEDICAL INNOVATION WITH A MAJOR IMPACT ON SOCIETY.

SEEDING BIOMEDICAL INNOVATIONS PROJECT MANAGED BY: HAYDEN TURNER

BioMed X is an independent research institute located within the campus environment of the University of Heidelberg in Germany. Operating at the interface between academia and industry, the institute undertakes biomedical preclinical research projects in the fields of biomedicine, molecular biology, cell biology and diagnostics. All its research projects are sponsored by renowned partners and conducted by earlycareer scientists recruited from all over the world.

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anaging Director Dr Christian Tidona, who started the company in 2013, explains the institute’s core principles: “BioMed X is based on a completely new innovation model which bridges the gap between academic research and the pharma industry. The model is unique, and is the culmination of my passion and experience from the past 20 years.”

He jokingly adds that he has two hearts in his chest, those of a scientist and of an entrepreneur. While doing his PhD in Heidelberg in the later 1990s, he started his first company. Now the owner of BioMed X, he is proud to say that unlike most start-ups, the company was founded with no investors, no public money and no exit strategy.

BioMed X Management Team (from left to right): Dr. Thomas Rückle, Senior Vice President Research; Dr. Christian Tidona, Founder & Managing Director & Yvonne Stappenbeck, Vice President HR & Operations.

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BIOMED X

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The platform’s core is a proprietary technology that pioneers a new method of manufacturing synthetic DNA by “writing” DNA on a silicon chip. We are leveraging its unique technology to manufacture a broad range of synthetic DNA-based products for customers specializing in synthetic biology, nextgeneration sequencing (NGS), and biologic drug discovery.

SYNTHETIC DNA FOR SYNTHETIC BIOLOGISTS High-quality DNA is an essential tool in the synthetic biologist’s toolbox.

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SYNTHETIC DNA FOR NGS EXPERTS Historically, genomic analyses have been time-consuming and expensive to undertake. A targeted solution has been developed that allows scientists to extract only the parts of the genome they need for their experiments.

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Importantly, effective target capture success relies on high-quality probe synthesis. Our silicon DNA synthesis platform writes DNA with marketleading throughput, error rate, and uniformity. We write millions of NGS probes at once, delivering both premade and custom probe panels ready for high-quality target capture. We also provide reagents and workflows that help genomics experts further optimize their sequencing experiments.

SYNTHETIC DNA FOR BIOLOGIC DRUG DEVELOPERS Biologic drug discovery involves the screening of billions of candidate proteins against a target to identify molecules that may exhibit a desired therapeutic effect. The vast protein libraries used by drug developers start as libraries of synthetic DNA variants. Our DNA synthesis throughput means that, for the first time, every variant design in a DNA library can be synthesized directly for increased screening confidence and hit likelihood.

Twist Biopharma, a division of Twist Bioscience, leverages this library technology to generate superior biologics that precisely match the sequences found in the human body. Twist Biopharma partners with industry-leading pharmaceutical companies, providing an integral and unbiased resource for biologic therapeutic discovery and optimization.

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BIOMED X

“BioMed X is a long-term project. I have no intention of ever selling the business, I want to create something that will have an impact in 50 or maybe 100 years, something that grows for the benefit of society.”

“I WANT TO CREATE SOMETHING THAT WILL HAVE AN IMPACT IN 50 OR MAYBE 100 YEARS, SOMETHING THAT GROWS FOR THE BENEFIT OF SOCIETY.” THE BRIGHTEST MINDS

How does the model work?

It all starts with selecting a major challenge within human disease biology as identified by researchers and pharma companies, one that has yet to be resolved. BioMed X then posts this challenge to the best universities and research institutions worldwide and invites young academic scientists to apply by submitting original project proposals to resolve the issue.

“We usually get about 150200 project proposals, from which we select the 15 brightest individuals. We fly them to Heidelberg for a five-day boot camp, where they are formed into 5 competing groups to convert the academic ideas into what we call ‘truly brilliant’ projects. Crucially, these are not only experimental but also implementable approaches.”

The winning team then enters the next phase - local incubation.

The winners, including their families, are moved to Heidelberg to live and work in the institute on the university campus for up to 5 years. During this period, the team receives very intense mentoring from industry (the pharma sponsor), academia (the

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local ecosystem) and BioMed X (head of research). At the end of the five-year project, the pharma partner receives the rights to apply the validated research results.

Selecting a handful of lucky winners from such a large pool of experts can’t be easy, but BioMed X applies a structured selection process. “The key criterion is originality and quality of the science. We want outstanding scientists who come up with very elegant experimental approaches, that would stimulate thinking outside the box,” says Dr Tidona.

“We get a very diverse set of backgrounds from molecular biology to mathematicians and electrical engineers, from any country and any nationality. It is very important for our model to have this outstanding crosspollination of outstanding scientists looking at the problem from completely different perspectives. This is the secret of innovation.”

in autoimmune diseases. The team is seeking to develop a new platform technology that leads to the identification of antigens recognized by T-cells involved in autoimmune responses.

And more recently, in June this year, BioMed X initiated its eighth joint research programme with Merck KGaA, Darmstadt, Germany. The new programme will explore the role of extrachromosomal DNA in cancer and will complement the research of two ongoing

oncology programmes at BioMed X in the fields of DNA damage response and RNA splicing.

One cannot avoid asking about the most-debated medical topic of today - Covid-19. Has this been a challenge that has been also addressed by BioMed X? Dr Tidona says: “Instead of focusing on the vaccines, we have started a worldwide effort to build a universal rapid antiviral response platform which will allow us

“YOU NEED THE CRITICAL MASS OF TALENT TO HAVE AN IMPACT IN INNOVATION”

SUCCESSFUL OUTCOME

As all the projects are unique, it is difficult to highlight one as an example. Dr Tidona mentions a research collaboration project with Roche Diagnostics in the field of nanomaterial-based biosensors for near-patient testing. BioMed X successfully achieved the proof of principle for a new sensor platform allowing the analysis of several different parameters from blood samples with one single device.

Following BioMed X’s strategy, the intellectual property (IP) and know-how have been transferred to Roche Diagnostics for further development.

Another difficult challenge has been addressed with Janssen, focused on rapid identification of autoantigens

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BIOMED X

to discover, develop, test and mass-manufacture new drugs against any viral pathogen in less than six months. All this currently takes 15-20 years. We need technologies that are much faster, to be able to better handle future pandemics. This is something that we want to develop in the near future.”

GROWING TO SERVE

BioMed X Institute serves a large purpose in advancing translational medicine by leveraging synergies and fostering cross-pollination in biomedical preclinical research.

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Given the outstanding results, Dr Tidona may be rightly proud of his company’s achievements.

“We started with a big promise - to bridge the gap between academic research and industry. For me, our greatest achievement is that of the 9 projects completed, 8 were acquired by respected pharma companies and have triggered a fully-fledged discovery programme. I’m very proud of this, as such a success rate in the field of innovation is quite rare.”

Given the company’s success, are there any challenges worth mentioning?

“The biggest challenge is

scaling the model up to other locations while maintaining the quality and the culture - a big success factor,” says Dr Tidona, who is now doing just that, building a similar hub in Israel, where the core values and culture are being instigated from scratch.

He emphasises that values and quality are more important than speed. “My desire is to create impact for human society. Talent is distributed evenly across the globe but the opportunity to develop that talent is not. With global mobility, we are now entering an age when every person of talent can choose where they want to pursue their goals.

This needs to be kept in mind when creating the innovation hubs. You need the critical mass of talent to have an impact in innovation.”

With the expansion plans on the agenda, it looks like Dr Tidona is going to be busy for the rest of his life. “Busy is not the right word. I’m going to have fun for the rest of my life,” he affirms.

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PROBIOGEN AG

THIS IS AN EXCITING TIME FOR PROBIOGEN AS THE COMPANY UNDERGOES GROWTH, DIVERSIFICATION AND WORKS ON ITS “FACTORY OF THE FUTURE”.

BIOPHARMACEUTICALS FOR TOMORROW PROJECT MANAGED BY: RASH UDDIN

ProBioGen is a mid-size biotech enterprise with headquarters in Berlin and operations on an international scale. For 27 years, the company has been specialising in the development and manufacture of active biopharmaceutical ingredients and vaccines as well as in the creation of innovative technologies.

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hen we speak with Dr. Lutz Hilbrich, CEO of ProBioGen AG and its subsidiary MiGenTra GmbH, the company has 221 staff, with 15 more recruits lined up to join over the next three months.

“We have two locations in Berlin, our headquarters, and another facility a ten-minute walk away,” Hilbrich says. “At both locations, our employees are contributing to the development of new therapies and medicines, with groundbreaking global innovation. That was particularly visible during the Covid-19 pandemic.”

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The company achieves their results by combining stateof-the-art biopharmaceutical services and the continuous development of smart proprietary technologies to further optimise product properties.

“It is something not often seen in the market,” Hilbrich emphasizes. “Especially in the last seven years we’ve enjoyed steady growth, and since being CEO at ProBioGen, we’ve been focusing on diversification.”

ProBioGen offers intelligent biopharmaceutical solutions.

“When I joined the company, I learned quickly that this isn’t just our claim. Among others, it’s the feedback we get from our customers and clients who value our excellent scientific foundation, combined with intelligent services and technologies,” Hilbrich explains.

“We can individualise and tailor unique solutions for our clients.

Customers will come to us saying they want a solution that will meet specific needs, and because of our reputation in the market, they believe we can do it.”

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PROBIOGEN AG

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The only agarose chromatography supplier with dual continent manufacturing

State of the art resins facilities located in King of Prussia PA (online early 2022) and Llantrisant UK (online since 2015) 100% increase in production capacity Fastest lead times in the industry

PUROLITE

PROBIOGEN AG

PUROLITE’S PATH TO INNOVATION STARTS WITH YOU. When looking for solutions to today’s pressing manufacturing needs, companies turn to Purolite.

This year, we were on the frontlines of healthcare during the global COVID-19 crisis by supporting vaccination efforts and assisting in the continued advancement of diseases such as cancer, heart disease and autoimmune disease. Through a partnership with a life science company focused on bioprocessing technology, we supported developing the first ligand to address antibody aggregation in low pH elution buffers for monoclonal antibodies. Purolite also supplied ion exchange resins to a biomanufacturer for COVID-19 vaccines. We are immensely proud that Purolite’s agility and large global footprint enabled us to respond quickly to this market need to help millions of patients receive medical care.

With over 40 years of manufacturing and regulatory experience, Purolite is a trusted supplier to the world’s most regulated industries. Driven by our Core Technologies and Healthcare & Life Sciences divisions, Purolite is the global leader in resin-based separation, purification and extraction technology.

We believe every customer represents an opportunity for innovation and optimization. Our passionate team of chemists, engineers, scientists, researchers and support specialists are with our customers every step of the way to ensure that we are providing customized applications for optimal solutions.

Our Healthcare & Life Sciences provides game-changing technology with our proprietary Jetting manufacturing, producing homogenous bead sizes for the highest packing reproducibility, low back pressure and reduced risk of microbial contamination due to the absence of fines.

We have a passion for discovery and bring more products to market than any other resin company with a commitment to R&D to include our Praesto® range of products.

DOWNSTREAM PROCESSING OF BIOLOGICS Praesto products provide modern, high-performing chromatography resins ideal for purifying large, complex biologics such as monoclonal antibodies from capture to high-resolution polishing steps. The Praesto range includes a selection of Protein A affinity and ion exchange chromatography resins, delivering exceptional purification of complex biologics. Praesto Jetted resins meet Purolite’s green and environmental commitment with the reduced need for organic solvents during the manufacturing process.

MANUFACTURING CAPACITIES AND SURETY OF SUPPLY Purolite built one of the world’s largest agarose resin manufacturing facilities, capable of supplying 30% of today’s global demand from a secure, UK-based location. The state-of-the-art facility is solely dedicated to the manufacture of Praesto Protein A and Ion Exchange chromatography resins with the highest-quality, high-flow agarose-based chromatography resins.

To further our commitment to security of supply, Purolite will increase manufacturing efforts with a second plant in the USA in 2022, making Purolite the first company with agarose manufacturing on two continents.

These investments in our biologics manufacturing ensure short lead times as currently 8-10 weeks.

ABOUT PUROLITE CORPORATION Founded in 1981, Purolite Corporation is a leading manufacturer of quality ion exchange, catalyst, adsorbent, and specialty resins. Headquartered in King of Prussia, Pennsylvania, USA, with 40 sales offices in more than 30 countries, the company has ISO 9001 certified manufacturing facilities in the USA, UK, China, and Romania and operates dedicated R&D centers in the USA, China, Romania, Russia and the UK. www.purolite.com

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These solutions can be complemented with our patentprotected technologies such as GlymaxX® and DirectedLuck™.

As an efficient gene delivery system, ProBioGen’s transposase DirectedLuck increases the production levels of the desired proteins (e. g. antibodies).

The globally proven frontrunner GlymaxX enhances the therapeutic function by increasing the antibody-dependent cellmediated cytotoxicity (ADCC). As you can see, the manufacturing of high-quality biologics is a complex endeavour and ProBioGen is an experienced and internationally well-known player in this field.

As for the next generation of clients’ biologics, they will be produced at the highest quality requirements in what ProBioGen calls “the factory of the future”.

PROBIOGEN’S FACTORY OF THE FUTURE

“This is an undertaking in progress. We’ve called it the factory of the future this last couple of years because there’s a huge demand for the production of innovative molecules,” Hilbrich says.

“It’s forward-looking, that’s what we want to get across. It is not all about a greenfield project that could be built with an end-toend, integrated facility with modular elements: it is also about using existing capacities intelligently and flexibly to meet customers’ demand.

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PROBIOGEN AG

Based on this we will have more mobility, serving more clients and offering more flexibility.”

One of the few hints for improvement ProBioGen gets from its clients is its geographic distance.

Clients want ProBioGen to grow alongside their businesses, and this is a desire that ProBioGen shares, and pursues as it has evolved.

“Automation and digitalisation are important hallmarks of our strategy, as is our ecological footprint,” Hilbrich points out.

“Even though only 0.01% of the total plastic waste generated annually worldwide stems from single use technologies, this is still a lot and we strive to further reduce this. If you could half this with the science behind it: this could be a strategy. We ask, ‘Could this disposable be reusable?’ and the answer is often ‘Not in the way they’re built nowadays’, but we want to come up with innovative approaches to change that.”

As well as keeping tools and techniques up to date, the expansion of the company itself has been a challenge, particularly based in a location as urbanised as Berlin.

“The company is founded and incorporated, and committed to growing in Berlin, but it is a capital city and there aren’t many greenfield sites,” Hilbrich tells us. “We’re where people are living, so expansion was a big challenge.”

This expansion has been aided

by ProBioGen’s purchase by the Minapharm Pharmaceuticals Group, a leading pharmaceutical manufacturer in Egypt in 2010.

Through that acquisition, ProBioGen was able to open a second location in Berlin.

“We had the money and the perspective for the company to continue as it was built,” Hilbrich says. “We also acquired our own property and built more capacity.”

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THE BIGGEST ASSET

This growth has been powered by its people, who Hilbrich calls ProBioGen’s “biggest asset”.

“We treat each other very respectfully, driven by our family values. We don’t call our personnel department HR, we deliberately call it People and Organizational Development and our employees are our ‘ProBioGeniuses’, because it’s about people, not human resources,” Hilbrich insists.

“We want to personalise it a bit more, demonstrating equality in a transparent environment.

Just recently, we signed the German diversity charter, a campaign to issue diversity and tolerance as well as to foster the commitment to an unprejudiced and appreciative organizational culture.”

It is a process Hilbrich is particularly proud of.

“We started with the question ‘How do we treat people?’ and this works for people acquisition and people management,” he says.

“The person and their personality are at the centre of whom we recruit, and the personality shouldn’t be left behind once they’re in the building.”

ProBioGen has strong connections with local universities, which serves as a channel for young talents, and recruits and develops talents with a very hands-on approach.

It is particularly suited to the Millennial and Generation-Z mindset.

“It’s always very relaxed, not the stereotypically German attitude you might expect to see, and people like it, particularly young people,” Hilbrich underlines.

“WE’RE GROWING STEADILY AND ARE ADDITIONALLY FOCUSING ON DIVERSIFICATION. THIS EXPANSION HAS BEEN POWERED BY OUR BIGGEST ASSET: OUR EMPLOYEES.” BUSINESSFOCUSMAGAZINE.COM

PROBIOGEN AG

Dr. Lutz Hilbrich, CEO, ProBioGen AG

NOVA BIOMEDICAL GMBH AUTOMATED MONITORING OF CELL CULTURES

Fully automated cell culture sampling, analysis, feedback control and retain storage for up to 10 bioreactors

ProBioGen monitors gases and nutrients of CHO cell cultures in upstream processes (GMP) using Nova Biomedical’s BioProfile® FLEX2 (FLEX2).

The acquisition of FLEX2 was also related to the integration option with Sartorius’ Ambr® 15. “We save an extremely high amount of operator time as the integrated FLEX2-Ambr® 15 combination almost completely automates all testing”, says Dr. Nathalie Rigal, Head of Upstream Process Development at ProBioGen. The addition of the CDV module is a potential advantage that ProBioGen sees in FLEX2. Using customizable cell inspection type (CIT) parameters, software can automatically identify whether mammalian and insect cells are alive or dead. Newly divided cells and cell aggregates can be distinguished.

FLEX2’s comparability of cell density and viability with a sizable number of well-established cell counting platforms has been demonstrated in studies.

“We are very pleased about the decision partnering with Nova Biomedical”, notes Dr. Nathalie Rigal, “We actually always get feedback and support quickly. The technicians are also always on site very quickly.”

In addition to the integration options with Ambr® 15/250 or Flownamics’ Seg-Flow®, FLEX2 can be scaled up with Nova’s on-line autosampler to fully automated sampling, analysis and feedback control for up to 10 bioreactors and walkaway to 3 weeks. Automated retain sample collection and refrigerated storage can be enabled through a module. The full test panel includes modules for chemistry (Gluc, Lac, Gln, NH4+. NA+, K+, Ca++), gases (pH, PCO2, PO2), osmometer (osmolality), CDV (total cell density, viable cell density, viability, cell diameter). www.novabiomedical.com

Broad 16 test panel includes chemistries, gases, cdv and osmolality Full panel from 5,6 ml samples in just 6 minutes Walkaway automation for up to 3 weeks Compliant with GMP and 21 CFR Part 11

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“They’re more interested in the environment. Money and title aren’t everything anymore, it’s about work-life balance. It is important people feel comfortable.

We are working in that direction more and more while investing in training and education initiatives.”

ProBioGen’s people demonstrated what was important to them as it encountered the Covid-19 pandemic.

“We were required to come up with creative ideas to ensure the security of the business, its supply chain and the availability of consumables,” Hilbrich recalls.

“Very early on we established a Covid task force and allowed people to work from home before it was mandated. The IT department was instrumental because they had a lot of work to do to make working from home possible.

We established a medical unit where we can perform tests and if someone is infected or not, I can test them on-site and afterwards take the appropriate measures.

We also established a facility to vaccinate on site.”

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DYNABIT SYSTEMHAUS GMBH 100 % SATISFACTION WITHOUT COMPROMISE Since 1990, DYNAbit has been synonymous with innovative, highly secure, professional IT solutions and strategies.

We are different because we believe in personal service, conducting and advising our customers from the SME sector comprehensively and competently. We think ahead, always going one step further to offer our customers an optimal solution for their requirements at all times.

Companies from all industries rely on our security infrastructure, both on-premise and in our pioneering BerlinerCloud, as well as on our highly flexible, fail-safe, and dynamic storage solutions.

Another backbone is customized software solutions and applications, from CRM systems to highly customizable xRM modules for various industries.

OUR ADDED VALUES: • 24/7 availability is what we understand by service.

• Qualified employees are the basis of our success - a highly skilled and committed team.

• Flexibility and scalability: Our range of solutions is as dynamic as the market and the requirements of modern companies. No rigid framework, no corset - but free for a change.

• On-site service: Short response times, competent service, quick solutions - personally and on-site.

OUR FOCUS: IT projects, enterprise solutions, and services for mediumsized businesses in IT infrastructure and security, cloud solutions, and implementation of modern applications.

OUR VISION: Newly created things are innovative if they can demonstrate a specific benefit. If you gain a substantial advantage from our solutions, then we can say our solution is innovative. We invest most of our time in this idea.

We think ahead!

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Call us - We do it better DYNAbit Systemhaus GmbH Alt-Moabit 94 • 10559 Berlin/Germany Fon: +49 (30) 39 92 30 10 Fax: +49 (30) 39 92 30 71 vertrieb@dynabit.de • www.dynabit.de

Application & Development

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THE NEXT DECADE

Talking to Hilbrich, his priorities for the company’s future are clear.

“Growth, growth and growth again,” he laughs. “We’re growing steadily and are additionally focusing on diversification. This expansion has been powered by our biggest asset: our employees.

We are very strong protein builders thanks to our efficient processes, and with increasing demand from our customers to stick with us for more and more projects we want to expand capacity wise. We want to double our capacity.”

The company recently incorporated its subsidiary, a healthcare transforming medicines developer MiGenTra and is now going into product development with a focus on the African continent, and the digital frontier.

“We are diversifying into product development and product launching and commercialisation, working alongside the ideas coming out of the World Health Organisation and the International Finance Corporation,” Hilbrich informs us. “Last but not least and indispensable for us is the digital transformation. We believe that this is the future of the company.

It’s clear to us that international operating companies have to be digitised.”

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PROBIOGEN AG

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ICON PLASTICS

BRITISH MANUFACTURING IS FACING CHALLENGING TIMES, BUT ICON PLASTICS SHOWS US HOW THE SECTOR CAN SOAR TO NEW HEIGHTS.

ICONIC

MANUFACTURING PROJECT MANAGED BY: DAVID GARNER

Icon Plastics is a plastic injection moulding company, but more than that, it is a place where experts bring concepts and designs to life. The manufacturer is able to serve the entire life cycle of a product.

“We can design plastic injection moulded parts then bring them to volume production and supply,” says Gareth Thomas, Managing Director of Icon Plastics.

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e offer a full turnkey solution from modelling an idea, taking a part drawing, and running through a design all the way to concept design, material selection, design for manufacturing, mould flow, mould tool design, and the UK or offshore tool manufacture.

We can provide samples, full ISR measurement, PPAP, PSW and full production supply and assembly.

We will do anything that adds value. We call it an integrated manufacturing solution.”

As well as possessing the vertical integration to run the entire life cycle of a product, Icon Plastics is also able to serve a broad range of sectors.

“We have the knowledge, the expertise and the flexibility to work across many market sectors, giving us an understanding of each customer,” Thomas tells us.

“We’re attentive. We give each project the same attention regardless of sector or

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revenue and have a proven track record with longstanding customers.

60% of our customers have been with us for over eight years. We do not take risks. We have a strong balance sheet and we invest in the latest machines and technology.”

NAVIGATING CHALLENGING TIMES

Icon Plastics is a powerhouse of skills and expertise, but like many businesses, particularly in the manufacturing sector, it has faced multiple significant challenges over the last couple of years, especially around the supply chain.

“Brexit has created issues around the supply of raw materials, further complicated

by Covid and lockdown,” Thomas says. “Throughout this, we’ve had to continue to supply critical market sectors such as medical instruments, filtration, lighting, and the agricultural supply chain.”

Icon Plastics has been able to navigate these combined challenges thanks to the good relationships it has with raw materials suppliers, allowing the manufacturer to order ahead and hold stock to avoid letting clients down.

“Since February a lot of raw materials have increased in price, in some cases doubling. That is the impact of Covid,” Thomas admits. “We’ve even seen a lack of cardboard for applications such as packaging. All sectors have been hit.”

These challenges date back to the very beginning of the pandemic and ensuing lockdown when nobody was sure how bad the fallout from the virus was going to be.

“We had to bring in the staff we saw to be least at risk to continue to support vital sectors,” Thomas recalls. “As a team of managers, we took on roles such as driving the vans and operating machinery, to ensure our customers received their orders.”

As well as facing shortages in its own raw materials chain, Icon Plastics has also seen the consequences of shortages in other sectors.

“On top of the supply chain issue you have got the semiconductor issue,” Thomas points out.

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“Our customers in the automotive sector are feeling the impact of this with production lines standing and staff having to be furloughed for weeks on end. This is now starting to hit other market sectors we supply.

It would seem anything built with a printed circuit board could be affected. We need to invest in our own semiconductor manufacturing facilities here in the UK and quickly.”

On top of raw material shortages, there has also been an industry-wide labour shortage and skill gap.

“With Brexit, as well as Covid, there’s suddenly a surge of job vacancies and not enough candidates,” says Thomas, who has worked hard to ensure Icon Plastics provides potential recruits with a strong offering.

“Recruiting staff is proving difficult.

High-quality precision moulds from Hong Kong & China

www.hcmmoulds.co.uk

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ICON PLASTICS

We are fortunate to have a very stable management team - our newest member has been here four years. We offer a good rate of pay. We screen our staff ourselves and evaluate them during the probation period to make sure they fit our expectations. With our sector, it is quite specialist.”

The problem, Thomas believes, is that there needs to be a clearer route into the industry for the new generation of talent.

“In the plastics sector we have found there has not been any kind of set route for apprentices,” he points out.

“There’s a basic apprenticeship, but when it comes to processing injection moulding, we have needed to bring in people who have been in the industry for years to run our courses. We also work with colleges and some independents on training.”

“WE HAVE THE KNOWLEDGE, THE EXPERTISE AND THE FLEXIBILITY TO WORK ACROSS MANY MARKET SECTORS, GIVING US AN UNDERSTANDING OF EACH CUSTOMER.”

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RESURGENT BRITAIN

Despite, and to some extent, because of the challenges facing the British manufacturing sector, Thomas is optimistic about its prospects over the coming years.

“UK manufacturing is on the up. We’ve seen more companies looking to re-shore their supply chain following Brexit and the pandemic,” Thomas explains.

“The UK can offer better lead times, more assured quality, shipping times and transport costs.”

As well as providing economic benefits, a more locally based supply chain will also help to mitigate the next big issue on the horizon.

Sustainability is a huge priority for Icon Plastics.

“Sourcing from abroad can mean a lack of environmental

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controls in place on where the goods are being produced,” Thomas tells us.

“We’re seeing customers want cleaner, greener goods. At Icon, we recycle all of our waste plastic into other products. We recycle all our cardboard, all our polythene packaging. We have over 500 solar panels on our factory roof generating power for the machines. We are in the process of switching over to returnable packaging. We offer free electric car charging for employees. These are our green credentials, and I think we need to be more mindful as manufacturers and end-users.

We have to be more conscious.”

The next three years are set to be an extremely exciting time at Icon Plastics, with the company boasting huge growth plans across all sectors.

As Thomas says, “We have invested £500,000 in the last year alone across staff, infrastructure, and facilities.

We have two sites opposite each other, covering 4.7 acres between them. That is plenty of land to grow into, and we’re looking to create 40 jobs over the next three years.”

Icon Plastics is set to lead the vanguard on locally sourced, sustainable, full-life-cycle plastics manufacturing.

“One-use disposable culture is becoming unfashionable.

Among the plastics we manufacture, everything has a recycling code. It’s not one use,” Thomas says. “They are cradleto-grave products that are then recycled. We are mindful of that. We are in plastics, but not one-use. We manufacture to be reused again.”

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www.iconplastics.co.uk

Integrated manufacturing solutions

Product Design & Prototyping

Injection Moulding Tool Design & Supply

Precision Injection Moulding

Post-moulding Processes

Integrated Manufacturing Solutions

Electronics • Healthcare • Automotive • Agriculture • Security • Heating & Ventilation • Telecoms & Utilities • Oil & Gas • Lifestyle

4 Sowerby Way, Eaglescliffe, Stockton-on-Tees, TS16 0RB, UK

+44 (0) 1642 786 520

sales@iconplastics.co.uk

KETER GROUP

KETER GROUP PROVIDES EVERYTHING FROM GARDEN SHEDS TO FOOD STORAGE, BUT DOES IT WHILE TAKING CARE OF ITS STAFF AND THE PLANET.

AN EVOLVING OFFERING PROJECT MANAGED BY: LEE PHOENIX

Resin is one of the ultimate multipurpose materials, and perhaps nowhere is that clearer than in Keter Group’s offering.

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e touch multiple categories within Keter Group and have this unique ability to develop products across all of those categories, whether that’s home storage, food storage for pasta and rice, lunch boxes, or out into the garden for bin storage, bike storage, garden sheds, and tool storage,” points out Eddie Johnson, Keter’s Managing Director for UK and Ireland.

“We create all of those out of the same material. The same material as the cup you put your toothbrush in is used for garden storage that is outside for 12 months a year. It doesn’t deteriorate, it doesn’t get damaged.”

Keter Group was founded over 70 years ago, and in that time, it has received recognition through design awards including the Red Dot Design Awards (2010, 2011, 2013), the ID Annual Design Review (2010), and the DIY Product of the Year (2010).

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“Keter is a wonderful business based around innovation, agility and entrepreneurship,” Johnson tells us. “In essence, we’re a consumer productbased business that looks to offer solutions through creating resin-based products.”

Keter Group does this across a wide range of categories, inspiring people to create amazing spaces in their homes and gardens through its innovative, high-quality products. The company focuses on creating products that are stylish, practical, and durable.

A QUESTION OF LOGISTICS

Of course, these are unprecedented times no matter what sector you are working in, and Johnson is the first to admit Keter has felt the impact of recent events.

“Obviously Covid has been the most unique business challenge, but now the biggest challenges are around raw material prices, transport,

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KETER GROUP

and labour,” Johnson says.

“Logistics, drivers, containers; it really feels like a challenge.”

While there are wider supply chain issues going on across the board right now, Johnson points out that Keter Group’s products are particularly in demand following the pandemic, as it has motivated many people to address their home and garden organisation.

Fortunately, the business has measures in place to address this rising demand.

“We have a really clear process; Sales Finance and Operation Planning, or SFOP,” Johnson says. “We look at our outward forecast of what our consumers and retailers are looking for, providing real data for our supply base to give them the certainty and information necessary to plan and invest to meet that demand.”

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KETER GROUP

A TEAM YOU WANT TO STAY WITH

Of course, this is made possible by the dedicated and expert team that is Keter’s staff, a particularly valuable resource at a time when many companies are struggling to recruit.

“Retention is the key point I would raise,” Johnson says. “We have a ‘Wellbeing Wheel’ in our human resources department showing the key areas we need to focus on to develop and retain talent.”

This development features a foundation of functional programmes around areas such as health and safety and driver training, but Keter Group also offers a great line manager programme within the UK business that focuses on staff to be the best they can be as a line manager and understand the other people within their teams.

“We have a really clear development path for our people,” says Johnson. “We have negotiation and finance training courses to upskill people and give them the skills to deliver business growth.

We make a huge effort around wellbeing through a course called ‘Walking to the Moon’.”

‘Walking to the Moon’ sets the ambitious target for the team to walk a combined distance equivalent of that between the Earth to the Moon by the end of 2021, in addition to featuring regular challenges for staff, which include simply taking a break from the office for an hour.

“It’s not like everyone has to run a marathon, it’s just getting people out walking and talking and in the fresh air, taking that time away from the office or the machine or whatever they may be doing,” Johnson points out.

The challenges are a way of sustaining staff and avoiding burnout. Perhaps unsurprisingly, sustainability is a key part of Keter Group’s philosophy.

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As Johnson tells us, “Our sustainability pledges run across three key pillars: better products, better planet, better business. Our business is built around people development and welfare. One of our commitments is having a gender balance, and, in gender terms, the leadership team is perfectly split 50/50.

We work closely to get the right people doing the job with that balance and representation.”

This focus on staff welfare, equality and diversity is reflected in Keter Group’s environmental principles.

“The beauty of the business is that already over 40% of our products globally are recycled, and virtually 100% are recyclable,” Johnson points out.

“We are already well towards our target of 80% recycled material by 2028 and send zero waste to landfill.”

AN EVOLVING BUSINESS

It is clear talking to Johnson what Keter’s priorities are moving forward. One thing that Johnson is confident about is that this future will be British.

“Over the last five years we’ve invested just under £15 million into the UK business and UK manufacturing,” Johnson tells us proudly.

But what’s exciting is that the company remains open to change.

“What I love about Keter, and I think that consumers do too, is that our business continually evolves,” Johnson says. “Keter as a business is based on agility and entrepreneurship and that continues throughout the business. About 18 months ago we launched the Darwin shed, the evolution of the garden shed in the UK. We spoke to consumers, asked their opinion on what the perfect shed solution would be, and they said they want it to look and feel like a normal shed but be maintenance-free. So that’s what we did. We looked for consumer trends and consumer solutions, and then later those solutions can be reground and recycled.”

Keter Group provides a strong offering and is focused on meeting the demands of the consumer of tomorrow.

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LIFEMADE PRODUCTS LLC

A MARKET LEADER OF TEMPERATURE-CONTROL PACKAGING AND DISPOSABLE TABLETOP PRODUCTS.

SUSTAINABLE DISPOSABLES PROJECT MANAGED BY: HAYDEN TURNER

Creating sustainable alternatives to everyday products that offer both performance and environmental protection is the core business of LifeMade Products LLC (LifeMade), a market leader of temperature-control packaging and disposable tabletop products across the consumer, commercial and healthcare industries.

D

isposable and sustainable is not necessarily a contradiction. It is all down to the material, and LifeMade has had a wide range of experience in researching the best options in line with natural processes.

The company, headquartered in Greer, South Carolina, employs over 500 people at its nine production facilities across the country. LifeMade’s growing customer base includes both local and global companies, including Walmart and leading health care companies.

Mark Gettig, the company’s President says: “We reflect material science into central products that people rely on in their everyday lives. What makes us different from other companies in the industry is that we use technology and cutting-edge innovations to make those essential products more sustainable. We provide environmentally preferred solutions, and we are doing that in a sustainable manner. Our R&D

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experts innovate formulations of sustainable materials best suited for these essential products.”

THE POWER OF TWO

Introducing the business, he explains that LifeMade is part of the Jadex Inc. group of companies, and pursues two business segments: Lifoam Industries, LLC (Lifoam), focused on the manufacture of temperature-control packaging products such as thermal shippers and refrigerant gel packs; and Hearthmark, LLC (Hearthmark), a leading provider of disposable cutlery and single-use products for the retail consumer markets under the LifeMade® brand.

Lifoam, a global provider of innovative and cost-effective cold-chain shipping solutions, has been building upon that legacy for more than 60 years. They specialise in developing leadingedge thermal protection products, with validated design and performance through its onsite ISTA 20 certified laboratory.

The temperature-control packaging is developed in collaborative partnerships with major pharmaceutical and commercial customers.

On the other hand, Hearthmark’s LifeMade® product line is developed with four aspects in mind convenience, quality, performance, and environmental awareness.

Mr Gettig says: “Driven by consumer passion and retailer focus, sustainability has become a core business objective across a wide range of industries. However, the key is that sustainability should not be to the detriment of performance.

Whether it be disposable cutlery or a shipper for medical purposes, consumers require performance, and the products still need to do what they are supposed to do. The fact is that many sustainable products don’t perform well.”

INNOVATIONS IN LINE WITH NATURE

LifeMade has introduced products that do both. One of the company’s flagship products is the Envirocooler™ insulated shipper, a product made with landfill biodegradable foam technology that degrades within four years.

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LIFEMADE PRODUCTS LLC

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“With this cooler, we deliver the same quality and function as traditional coolers and offer an alternative that is better for our environment. Traditional foam coolers do not degrade within a human lifespan, ours needs just four years and, unlike some, do not degrade into microplastics,” affirms Mr Gettig.

Over a year ago, the company introduced another special innovation - the firstever home compostable straw! These straws perform like traditional plastic straws - with matching strength and durability – while reducing waste and environmental impact. The straws are suited for industrial and domestic environments and provide convenience while still being very environmentally friendly.

“WE ARE MORE THAN A MANUFACTURING COMPANY - THE FACT THAT WE ARE PASSIONATE ABOUT INNOVATIONS, MATERIAL SCIENCE AND SUSTAINABILITY HAS BEEN HELPFUL WHEN RECRUITING THE BEST AND BRIGHTEST SCIENTISTS AND ENGINEERS.” 134 | MANUFACTURING

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LIFEMADE PRODUCTS LLC

Product development continues, says Mr Gettig: “We are now introducing Bioffex™ technology - a 100% plant-based, fully compostable alternative to Styrofoam that degrades in under three weeks. This is something we are very excited about.”

He further points out that the company has several more exciting innovations in the pipeline, due to be launched in the coming months.

“It is important to mention that it is not just our products that are sustainable - the same applies to our manufacturing processes, which have many environmental aspects to them, such as using less energy.”

Envirocooler with Bioffex Technology for Cold Chain Shipping

RIGHT TIME, RIGHT PLACE

Envirocooler Activault

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The global pandemic has shifted consumers to remain sequestered in their homes for extended periods of time.

This has impacted many companies’ businesses, both positively and negatively.

Thanks to their unique portfolio, LifeMade has been instrumental in supporting the changes to societal norms caused by Covid-19 and has become a valued supplier during the vaccine distribution effort.

The company saw a steep growth in the temperature control packaging business, as demand increased in the foodto-home segment. The same trajectory has been seen in the disposable cutlery business, as people started to venture outside.

To continue to respond to the largest vaccine distribution event in modern history, the company increased the supply of the versatile Envirocooler™ ActiVault™ portable refrigerated storage system.

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LIFEMADE PRODUCTS LLC

DISPOSABLE AND SUSTAINABLE IS NOT NECESSARILY A CONTRADICTION. IT IS ALL DOWN TO THE MATERIAL, AND LIFEMADE HAS HAD A WIDE RANGE OF EXPERIENCE IN RESEARCHING THE BEST OPTIONS IN LINE WITH NATURAL PROCESSES. This flexible solution has been ideal for effectively managing the dynamics of transporting, storing, and administering the vaccines, Covid-19 or otherwise, in a variety of settings, making life easier for many laboratories, clinics, medical couriers, and pharmaceutical companies.

“In addition to making sure our people were safe, our biggest task was to keep up with the demand,” says Mr Gettig. “But that challenge has been handled well, despite the new obstacles such as a shortage of raw materials and disrupted supply chains.”

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GROWING IN PARTNERSHIPS

“We have benefitted from the fact that we have wellestablished long-term relationships with our suppliers; the best of them are like-minded in terms of material science leadership, applying innovation and technologies.

We are working with some of the leading material companies in the world, and they are not just suppliers but true partners.” The company can also rely on its staff, says Mr Gettig.

“Despite the very tight labour markets, we have had a lot of success with recruiting the right talent.

We are more than a manufacturing company - the fact that we are passionate about innovations, material science and sustainability has been helpful when recruiting the best and brightest scientists and engineers. What we stand for has given us an advantage.”

He affirms that further growth has been promoted by heavy investment in the last few years, and investment in further development is going to continue.

“We are going to add more capacity for the products we make today, as well as develop more sustainable solutions - in line with the growing trend for sustainable products, made truly in line with nature.”

LIFEMADE PRODUCTS LLC

WE PROVIDE ENVIRONMENTALLY PREFERRED SOLUTIONS, AND WE ARE DOING THAT IN A SUSTAINABLE MANNER.

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RODABELL

RODABELL, THE SPANISH SUPPLIER OF TAILOR-MADE SOLUTIONS FOR THE ALUMINIUM INDUSTRY, IS READY TO CAPITALISE ON UPCOMING OPPORTUNITIES EMERGING FROM THE FAST-EVOLVING MARKET.

EXCELLENCE IN ALUMINIUM PROJECT MANAGED BY: DAVID TAVERNOR

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RODABELL

Rodabell is an international organisation specialised in the manufacture and supply of systems, consumables and tools for the aluminium industry.

Its added value is based on its design capacity, flexibility and comprehensive service offering.

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R

odabell is a family-owned business with 40 years of history in the aluminium sector in Spain. Starting as a small business, we are today a well-established specialist in the manufacture and maintenance of equipment for the aluminium industry, both in Spain and in export markets,” says Commercial Director Alex Rellán.

The company is located in north-west Spain and currently employs some 130 people working in four business lines.

At the core stands the parent company Rodabell, renowned

for delivery of comprehensive engineering projects. The second business unit houses machining capabilities and the production of tooling and consumables for the aluminium casting production, such as molds, and bottom blocks.

The third unit is responsible for assembly and maintenance of Rodabell’s installations; and - last but not least - the newest business line, added recently, is Rodabell Raw Materials, specialising in the supply of a broad range of magnesiumbased materials.

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RODABELL

COMPLETE PACKAGE

As the company is located in a remote area of Spain, Rodabell is an important employer in the region, with local families having worked for the business for generations. Mr Rellán affirms that the company’s achievements are credited, first and foremost, to its employees.

“As a family business, people are at the centre of our attention, and our business success is the result of the hard work and dedication of our employees, each and every one of them. An environment of dedicated, customer-oriented teams, always striving to best accommodate our customers’ needs, is one of our key strengths.”

Rodabell is a true specialist in its sector, able to customise its designs to a very high degree – a key differentiator in a market where most competitors sell standard packages. “We design and manufacture according to our customers’ specific needs, in other words, we are able to deliver special, tailormade equipment. This may be delivered as a complete package including after-sales service and continuous technical support and maintenance, as well as tools and consumables to run the machines.”

Out of a long list of projects, the most recent solutions demonstrating Rodabell’s capability include a billetcasting line automation project, in which the company provided the automation of furnace tilting using laser technology sensors.

The second automation phase included the installation of an automatic dam, cooling water flow control and casting cylinder descent speed by volumetric flowmeter.

For another major client, Rodabell was contracted to design, manufacture, install,

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and commission a DC casting line including launder system, degassing, filtering, and a casting machine for 5 slabs (65 tonnes). Completely automated, the system allows a ‘hands-free’ casting operation, with the metal level being accurately controlled by sensors and actuators over the complete line.

GOING WITH THE TREND

Mr Rellán explains that the company’s position in the value chain is that of a supplier of engineering and support solutions in the primary aluminium production process, which account for about 60% of the business. The remaining 40% covers the next stage of aluminium transformation, i.e. supplying

consumables, especially for slab and billet manufacturers.

In order to provide its customers with the latest innovations, Rodabell has partnered up with some of the world leaders in the aluminium industry, such as US-based Permatech, the manufacturer of precast ceramic components and systems engineering for molten aluminium applications. Rodabell is its exclusive distributor in the European market & in Turkey.

The company is also partner to globally recognised manufacturers of fibreglass components used for liquid aluminium filtration. Together, the companies strive to strengthen relationships with customers in the European market.

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RODABELL

Most of Rodabell’s customer base is located in Europe but the company is also active in Turkey and has a commercial office in the Middle East to support aluminium production moved from Europe in the past primarily for cost and environmental reasons.

However, now the market is experiencing a reverse trend, says Mr Rellán, noting that the company has been

watching recent developments closely: “The pandemic and its consequences have further boosted the desire to move the aluminium production business back to Europe, which is of course very good news for companies operating in the sector. New plants are expected to be built in Europe and those investments will certainly bring considerable benefits.”

“AN ENVIRONMENT OF DEDICATED, CUSTOMER-ORIENTED TEAMS, ALWAYS STRIVING TO BEST ACCOMMODATE OUR CUSTOMERS’ NEEDS, IS ONE OF OUR KEY STRENGTHS.” BUSINESSFOCUSMAGAZINE.COM

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RODABELL

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RODABELL

NEW OPPORTUNITIES

He further reveals that Rodabell is eyeing new opportunities emerging in the post-Covid market. “We want to position ourselves in certain territories where we are as yet not established, especially South America, China and Russia.”

“Secondly, we see a great business potential in aluminium recycling. In the wake of the pandemic, the European Union has introduced temporary recovery instruments to help repair the immediate economic and social damage and some of those funds are meant to further promote sustainability and environmental issues -

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aluminium recycling is one of them.”

While the pandemic has not had a drastic effect on Rodabell, some uncertainty remains, with prolonged delivery dates and severely restricted container availability on the one hand, and dramatically increased demand on the other, says Mr Rellán.

“We have been very busy recently, having achieved the best sales year in the company’s history. However, we cannot say whether this demand will be sustained or not. This depends on a number of factors including political decisions regarding energy and transportation for example.”

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DEBSWANA

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DEBSWANA

DEBSWANA DIAMOND COMPANY PTY LIMITED, OR SIMPLY DEBSWANA, THE WORLD’S LEADING PRODUCER OF DIAMONDS BY VALUE AND VOLUME, IS STRIVING TO MAKE A SOCIAL DIFFERENCE.

DIAMONDS FOR DEVELOPMENT PROJECT MANAGED BY: TREVOR GRETSINGER

Debswana is the operator of four diamond mines in Orapa, Letlhakane, Damtshaa and Jwaneng, and as such is a major contributor to the national economy of Botswana. It is one of the largest private sector employers, with over 5,500 employees. The company, established in 1969, is an equal-share joint venture between the government of Botswana and De Beers Group, an international diamond company.

Lynette Armstrong, Acting Managing Director, Debswana Diamond Company Limited.

A

s a major entity in the country, Debswana is striving to making a meaningful contribution to the development of communities around its mines and in the nation at large, thus leaving a lasting legacy.

Acting Managing Director Lynette Armstrong says: “As Debswana, we strive to live out our purpose of ‘Make life Brilliant’. We pride ourselves on having facilitated Botswana’s remarkable and exemplary ‘Diamonds for Development Story’, having emerged from humble beginnings to an upper middle-income country.”

“We have been privileged as a company to have such a peaceful host nation with great political and economic stability. The country remains a stable democracy after 55 years of independence. This stability has been a great asset for our business and our brand integrity.”

She points out that Debswana is now a global benchmark for sustainable mining of natural diamonds. Botswana’s rich diamond deposits have positioned the country amongst the world’s leading diamond producers, and Debswana’s

55-year experience in diamond mining, and its skilled and diversified workforce place the company amongst the best in the industry.

HANDLING THE CHALLENGE

“Locally, Debswana is the largest private sector employer in Botswana. We continue to build on this legacy through deliberate efforts in the talent management space as well as empowering communities through robust Citizen Economic Empowerment and CSI Programmes,” says Ms Armstrong.

She further admits that Debswana has not been immune to sector challenges, including market volatility, financial downturns, and of course the impacts of Covid-19.

“These issues have challenged us over time to think creatively to ensure that our business remains viable. Internally, our ageing assets demand strategic and innovative thinking. With the company having passed its mid-life point, i.e. 60% into the possible life of the mines, our current imperative is to find means and avenues to extend the life of mines as well as meet

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GROUND BREAKING

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TELEPHONE: +267 395 1781, +267 397 3917 OR VISIT WWW.BARLOWORLD-EQUIPMENT.COM

Hassle free maintenance with CAT customer value agreements for efficient equipment management solutions fit for your business.

BARLOWORLD EQUIPMENT BOTSWANA (PTY) LTD Barloworld Equipment Botswana (Pty) Ltd is a subsidiary of Barloworld Equipment Southern Africa. Founded in 1964, we are an approved Caterpillar earthmoving dealer for Mining, Construction and Energy. With our well-developed footprint in Botswana, coupled with expertise in tailor made solutions for all underground and surface mining operations, we offer Customer Value Agreements (CVA’s) at various Key Mining Sites in Botswana.

ABOUT BARLOWORLD EQUIPMENT SOUTHERN AFRICA Barloworld Equipment is the sole Caterpillar dealer for earthmoving machines and power systems in southern Africa.

We are a division of Barloworld Limited and we have been in business for 119 years, as a trusted market leader, delivering quality construction and mining equipment to the earthmoving industry, offering our customers equipment that delivers the lowest, total owning and operating cost over its lifetime.

At Barloworld Equipment, we have a machine for every product family, covering all segments, ensuring that we meet our customers’ ever-evolving needs. Be it a skid steer or a backhoe loader to a big mining shovel, our customers can always rely on us for tailor-made solutions to best suit their operations.

Through Barloworld Power, we have been supplying Diesel Generators, Gas Generators, Industrial Engines, Marine Engines, Diesel Engines, allied Cat Components and Pumps.

As an environmentally conscious organisation, we are expanding our offering in renewable energy, with a strong focus on solar, energy storage systems and micro-grid controllers.

DEBSWANA

the high capital demand for the life of mine extension projects.”

She continues by saying that as natural to the mining industry, sustainability is a key issue for the company, embodied in its Debswana Strategy 2024, aiming to deliver a step-change in ECOHS performance. This includes CEEP, technology driven improvements in operational efficiencies and productivity, successful execution of large projects to extend the life of mines, and the development of a capable, skilled, engaged and purposedriven workforce to meet the organisational requirements of current and future operations.

Ms Armstrong affirms that the company continues to respond proactively to emerging challenges, including Covid-19.

“Collaborative partnerships with government, business partners and the private sector have ensured that we provide a meaningful response to the pandemic, both financially and in-kind. De Beers Group, Debswana and DTCB collectively have now provided more than 100 million Pula of Covid relief support to Botswana since the start of the pandemic.”

Physical Address: 1226 Haile Selassie Road Gaborone Industrial Sites Gaborone, Botswana Contact Number: +267 395 1781 or +267 397 3917 www.barloworld-equipment.com

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DEBSWANA

SOCIALLY RESPONSIBLE BUSINESS

Debswana’s CSI history is a long and significant one that dates to 1974 when the company launched its Corporate Social Investment Programme, which focused on funding community projects. Since then, Debswana has embarked on countless community projects that have transformed people in its zones of influence.

The company spends approximately BWP 15 million annually on CSI. It is also important to note that on a larger scale, Debswana has embarked on a citizen economic empowerment programme that will see a BWP 20 billion investment in the local economy and uplift local businesses within the current strategy. “We have formed strategic partnerships with key stakeholders such as banks, government parastatals etc. to ensure that this objective is realised,” says Ms Armstrong.

Just recently, the company announced that in response to Government’s call for long-lasting and sustainable infrastructure development throughout Botswana, Debswana is intensifying the funding of massive projects that are set to benefit communities for generations.

These include investment in water infrastructure, education, health as well as other areas.

This is part of the Debswana Building Forever sustainability programme which is part of the Debswana 2024 One Dream One Team strategy. It supports delivery towards Botswana’s Vision 2036 and the UN Sustainable Development Goals.

“Debswana’s biggest priority is currently its transformation programme, which is the conduit for the delivery of the Strategy 2024. Under this strategy, there

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are major deliverables. Amongst these is the future smart connected mining (digitisation of operations), and the life of mine extension projects (which include possible underground mining).”

BUILDING FOREVER

With people being its core asset, the company’s strategy aims to develop a capable, skilled, engaged and purposedriven workforce, to achieve high employee engagement, and to develop the specialised skills required to operate in future operations, including underground.

“The legacy of Debswana beyond the life of our mines is a critical consideration in our strategy,” acknowledges Ms Armstrong. “Our strategic leverage areas include, for example, the following ideals: Diversification and partnerships – deriving value from closer

collaboration with relevant stakeholders; Empowered communities – positive impact in the host nation through empowerment, making a lasting difference; Green economy – achieving zero harm and ensuring sustainable production; Knowledge economy – harnessing diversified skills of the workforce to create increasing value, and connecting with the nation’s vision 2036 which aspires to drive economic growth through knowledge creation.”

Driving initiatives under its strategic pillars, Debswana remains committed to longlasting national development that will benefit all Botswana, not only in the present, but for future generations. It is the solid commitment to changing people’s lives that Debswana continues to mine diamonds safely, optimally, ethically and responsibly.

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DRA GLOBAL LTD

THROUGH QUALITY, INTEGRITY AND COMMITMENT TO ITS STAKEHOLDERS AND LOCAL COMMUNITIES, DRA GLOBAL HAS FOUND THE RESPECT OF AN INDUSTRY.

BUILDING A REPUTATION PROJECT MANAGED BY: JOHN HOLLIMAN

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DRA GLOBAL LTD

DRA Global Ltd has made a name for itself as a multi-disciplinary engineering, project management and operations management group active in the mining and minerals resources sector. The company’s extensive global track record spans over three decades and more than 7,500 studies and projects, and its operations and maintenance solutions have been used across a huge variety of commodities.

F

rom its headquarters in Perth, Australia, and 20 offices throughout the Asia-Pacific, North and South America, Europe, the Middle East, and Africa, DRA Global services its customers with a wide set of capabilities.

For over 30 years DRA Global has built up extensive expertise in mining, minerals, and metals processing, as well as related non-process

infrastructure that includes ESG, water and energy solutions for the mining industry. The firm also works as a consultant, delivering advisory services around engineering and project delivery across the capital project lifecycle, from concept to operational readiness and commissioning.

DRA Global also supports ongoing operations, maintenance, and shutdown services.

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DRA GLOBAL LTD

CIVIL ENGINEERING CONSTRUCTION

LEADING THE WAY, AS A RESPONSIBLE, DIVERSIFIED GROUP OF COMPANIES, DEVELOPING THE FUTURE OF AFRICA. TOGETHER.

CONTRACT MINING

SMEIPP CONSTRUCTION

EXPLORATION & PRODUCTION DRILLING

www.teichmanngrp.com X | MINING AGRICULTURE

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TEICHMANN

DRA GLOBAL LTD

GROUP EFFORT AS TEICHMANN DELIVERS FOR DRA GLOBAL AT KAMOAKAKULA The Teichmann Group has developed a strong association with DRA Global in Africa having worked on several high-profile projects in various countries. The Kamoa-Kakula Copper Project in the Democratic Republic of Congo is a flagship project where three of the Group’s business units have provided value through their expertise in process plant construction and mining.

The first, Kongo River SAS, has been involved at the mine since April 2019 when it was awarded two contracts for bulk earthworks and civil works as part of the mine’s expansion project. According to Teichmann’s Commercial Director, Roland Ramphal, the ongoing confidence Kamoa Copper SA and DRA Global has in Kongo River as a dependable, competent and safe contractor has been demonstrated by the growth of these contracts and the awarding of the Phase 2 works for both the earthworks and civils packages.

“Works are of a high pace and require substantial nightshift operations and the need for critical and precise planning,” Roland explains.

“Works are also demanding with most of the work being constructed underground, but even with delays and disruptions experienced by COVID-19 restrictions, Kongo River has been able to meet all targeted dates and has collectively achieved almost two million LTI (lost time injury) free man-hours thus far on these contracts.

“We can say with confidence that Kongo River, working in conjunction with DRA Global and their various representatives, has performed beyond expectations. Kamoa Copper SA has also openly expressed their confidence in Kongo River and such recognition is well received,” he said.

T3 Projects is the Group’s SMEIPP service provider and was awarded the electrical and instrumentation installation contract for the concentrator and backfill plants in July 2020. This contract comprised of 329 000m of cable, 10 100m of racking and 1 941 lights. At the contract’s peak, the company was installing 20km of cable a week and 500m of racking with its team of 480 people, of which 350 were local Congolese. The contract was completed in mid-2021, with more than 600 000 LTI free manhours worked.

“Due to the success of the contract, for which we received a complimentary letter of appreciation from the client, T3 Projects has been awarded the Phase 2 E&I installation contract,” said T3 Projects’ Managing Director, Richard van den Barg.

More recently T3 Drilling, which provides specialised drilling and associated services to the mining and mineral exploration industry, provided large diameter holes for the installation of service lines into the shaft including the drilling, casing and installation of the emulsion supply pipeline at Kamoa-Kakula.

Commenting on the Group’s widescale involvement, Managing Director of Teichmann Construction & Mining, Ken Gibbs, said: “We’re always appreciative of the opportunity to collaborate with DRA Global.

Our multi-faceted involvement at Kamoa-Kakula has showcased Teichmann’s abilities as a diverse group of companies while demonstrating that we are resilient to challenges and committed to our vision of leading the way as a responsible, diversified enterprise, investing in the future of Africa.” www.teichmanngrp.com

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A GLOBAL VISION

DRA Global’s operations live up to its name, with operations around the world, but they are united by a common purpose and mission. DRA Global exists to create real value by fulfilling the aspirations of its people, clients, shareholders, and communities.

Its mission is to create value for its clients, shareholders and employees that is truly tangible. DRA achieves through the origination, delivery, and optimisation of capital assets around the world. In this way, it works to be the preferred global mining and minerals technical partner for diversified service offerings.

But reaching this point has been a long journey for the company, stretching back to its foundation in South Africa in 1984.

The company’s story began with a casual conversation between Brian Dowding and Tony Reynard. The pair shared a vision to create something new and extraordinary. They also dared to pursue that vision. From that conversation DRA Global grew into a company employing 4,300 people, becoming recognised across the industry for excellent standards in project delivery, operations, and maintenance services.

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DRA GLOBAL LTD

Through both organic growth and acquisitions, the firm has grown to cover almost all sectors, commodities and geographies culminating in the delivery of some of the largest and most impressive projects the industry has seen.

That growth has been driven by the strong corporate values that form the essence of DRA Global’s identity. The principles and beliefs that guide the organisation and drive its aspirations and ambitions.

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Those principles include Safety, People, Integrity, Trust, Excellence and Courage. They are principles that have helped DRA Global deliver projects across six continents, in a range of climates, cultures and conditions.

The company remains deeply aware of social, environmental, and economic disparities across the globe, and aspires to create sustainable development to drive value not only for clients but also for the communities in which it operates.

“DRA GLOBAL EXISTS TO CREATE REAL VALUE BY FULFILLING THE ASPIRATIONS OF ITS PEOPLE, CLIENTS, SHAREHOLDERS AND COMMUNITIES.” A PART OF THE COMMUNITY

DRA Global works not only to make a profit but to make a long-term impact on economies and contribute to sustainable

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DRA GLOBAL LTD

beneficial development. As a matter of course the company keeps community members properly informed of project processes and include them in many project phases through discussions and workshops.

The company also makes use of local skills, training local talent so that community members become an integral aspect of its projects. This allows DRA Global to enhance local livelihoods and contribute to uplifting communities

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The cost consultancy of choice The secret to success in mining, engineering, petrochemical, infrastructure, and commercial projects is eliminating unforeseen surprises. In uncertain markets, entering projects with absolute cost control is essential.

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ENPROTEC - SETTING A NEW BENCHMARK IN DRY-TAILINGS SOLUTIONS

Due to the major global focus on safe and environmentally friendly mining practices, ENPROTEC has become globally recognised as specialists in dry tailings solutions.

With offices in Australia and South Africa, ENPROTEC has an active footprint in the world’s major mining industries. ENPROTEC realised that there is a global requirement from large- and smallscale miners to transition to safer and environmentally friendlier mining practices.

ENPROTEC’s dry-tailings solutions allow the mining industry to convert to dry-tailings deposition facilities, reducing related risks and saving significant quantities of raw water. The ENPROTEC filter press, which forms the heart of the dewatering solution, has set a new benchmark in the mining industry in terms of engineering availability, operate ability and safety.

ENPROTEC realises that the key aspects to the successful application of dewatering technology includes a solution driven approach, extensive technical and operational back-up, and expertise. The ENPROTEC technology embodies the following criteria designed for the mining environment: • • • • •

Simplicity in terms of operation & maintenance Designed with maximum safety standards in mind Lowest possible cake moistures to allow ease of materials handling Highest possible equipment availability Lowest capital & operational cost expenditure

The ENPROTEC solutions are utilised at some of the world’s largest tailings dewatering plants and includes all the major commodities (Gold, Platinum, Chrome,Coal etc.), dewatering ultrafine slurry, previously discarded as wet tailings.

With more than 14 years’ experience within a group of 30 multi-discipline engineers and more than 35 dry tailings solutions implemented, ENPROTEC has gained valuable experience with regards to best tailings dewatering practices and technology enabling them to continue to lead the industry.

Riekert Fourie, Managing Director of ENPROTEC says: “Our vision is to contribute to a more sustainable mining sector through collaboration, innovation and always striving for excellence.”

The combination of unique technology, and distinguished operations management makes ENPROTEC the ideal company for dry tailings and mineral beneficiation solutions. www.enprotec.com

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DRA GLOBAL LTD

through a positive skills legacy.

Hundreds of community upliftment initiatives have been implemented through DRA Global’s integrated approach to project delivery.

This is part of the company’s broader “Zero Harm” philosophy.

At the heart of DRA Global’s health and safety culture is a focus on safe behaviours. DRA’s staff place attention on designing safe working environments for everyone down to frontline workers, highlighting the health and safety of people and the communities in which they operate as a priority in every action.

Every member of staff, from directors to frontline workers, are part of DRA Global’s Health Safety and Environment Team, creating a culture that leads to exceptional HSE performance on projects of every size and complexity.

As a socially responsible organisation, DRA Global works to align its business processes in a way that reduces their potential environmental impact. Making use of specialist consultant assessments, DRA optimises its designs to reduce greenhouse gas emissions, decrease waste generation and efficiently manage and protect natural resources.

AN INNOVATIVE FUTURE

DRA Global’s story is one of growth, investing in communities, and promoting health, safety, and sustainability, but all of this is possible thanks to the company’s drive for continuous improvement and innovation.

They continue to build on that, DRA has just appointed a new innovation expert and experienced strategy executive, John McGuire, as its Chief Innovation Officer, demonstrating the Company’s commitment to

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DRA GLOBAL LTD

differentiation in an increasingly competitive market.

McGuire brings 35 years of experience in the industry to DRA, including his tenure at international engineering, design, and advisory group, Aurecon which saw the group named the ‘Most Innovative Company’ in Australia and New Zealand by The Australian Financial Review.

DRA Global’s Managing Director and CEO Andrew Naudé has described the appointment as an important step in enabling DRA to build on its growth momentum over the last few years.

“It is more important than ever that DRA remains at the forefront of innovation and development in the industry. John has the skills and experience to challenge the way we do things and push us to differentiate ourselves in a way that delivers real value for our customers, workforce and shareholders.” Naudé says.

“I am delighted to be joining DRA at this particular time in its long history,” McGuire says. “The business has solid foundations that I look forward to building on with Andrew, the leadership team, and the Board.”

DRA has built itself an enviable reputation of working closely with its customers to inject technological innovation into its operations. As it continues to build, innovate, inspire, and contribute to the communities where it works, that reputation is set to grow.

“IT IS MORE IMPORTANT THAN EVER THAT DRA REMAINS AT THE FOREFRONT OF INNOVATION AND DEVELOPMENT IN THE INDUSTRY.” BUSINESSFOCUSMAGAZINE.COM

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VEDANTA ZINC INTERNATIONAL

VEDANTA ZINC INTERNATIONAL IS SETTING THE BENCHMARK FOR SUSTAINABILITY AND EQUALITY WITHIN THE ZINC PRODUCTION SECTOR.

MINING FOR EVERYONE PROJECT MANAGED BY: TREVOR GRETSINGER

Vedanta Zinc International (VZI) owns a number of zinc assets across South Africa and Namibia, under the sixth-largest Diversified Resources Company in the world, Vedanta Limited.

Recently the company invested ZAR 5 billion into VZI’s flagship, the Gamsberg open pit and concentrator project in the Northern Cape province, which was inaugurated in February 2019 by President Cyril Ramaphosa and is now fully operational. This pit forms part of the Black Mountain Complex cluster which also includes two underground operations, Deeps and Swartberg. VZI has several projects under its belt today, but its priorities remain consistent across its portfolio.

S

ustainability is a key valuecreation lever at Vedanta,” Pushpender Singla, Executive Director and CFO of Vedanta Zinc International.

“We also set ourselves exacting standards and benchmarks regarding our environment and social performance. We are proud of the progress that the company has made to improve internal systems to manage environmental and social performance, empower our employees - especially women in the workplace, and give back to society.”

A WOMAN’S WORLD

It is clear, talking with Singla, that gender diversity and equality is a key priority for Vedanta Zinc International. He is also under no illusions about

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how much work it will take to promote that.

“Changing approaches and expectations concerning women in mining is not something that women can do alone,” Singla says. “It takes a conscious effort and support from the industry. We believe that increased training support for women; the use of suitable personal protective equipment; construction of decent accommodation, change houses and bathrooms; and the addressing of sexual harassment will significantly increase the 12.4% representation of women in mining and keep them in the industry.”

Vedanta Zinc International’s Business Head, Laxman Shekhawat, believes that for gender parity to become a commitment, the entire mining

industry can agree companies need to develop clear, specific, and measurable targets for increasing the number of female employees in an operation.

“At VZI, there is a strong focus on the employment and career advancement of women in their workforce. The company always seeks to hire a woman in a new or vacant position,” Shekhawat says. “Currently, 15% of the BMC workforce are women, a number that is steadily growing.

This is slightly above the South African industry average, which is currently at 12%.”

Indeed, using the business to empower and upskill people through recruitment is a cornerstone of Vedanta Zinc International’s business model.

“Vedanta is focused on hiring the best talent and has, over the years, created a culture that engages and empowers.,” Singla says. “Our philosophy encompasses an inclusive approach to become an industryleading employer across all businesses. The core values of the organisation nurture innovation, creativity, and diversity. The idea is to create a high-performance culture that recognises and rewards performers in a fair and equitable manner.“

VEDANTA ZINC INTERNATIONAL

Pushpender Singla, Executive Director and CFO of Vedanta Zinc International.

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VEDANTA ZINC INTERNATIONAL

VZI’s focus is on providing opportunities for local residents and more than 61% of employees are from the local Namakwa District. To this end, VZI has also implemented a range of training initiatives to uplift the skills set of the local community.

“Vedanta’s Black Mountain Mine (BMM) has also established a seven-year employee share ownership plan. This is aimed at empowering employees to have a shared voice in the growth of the mine,” Singla explains. “A Trust was established to do what is right for BMMs employees, to empower them through economic transformation, and to ensure that they have a better future.”

ZINC’S SUSTAINABLE FUTURE

As well as gender equality and local economic empowerment, Vedanta also holds up sustainability as a core value of the company.

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VEDANTA ZINC INTERNATIONAL

“At Vedanta, sustainability is ingrained in every activity we do across our businesses; we work towards a better environmental outcome in the areas we operate, invest in our host communities, successfully reduce our carbon intensity, and aim to increase our carbon intensity dependency on renewable energy sources,” Singla says.

“But, most importantly, the safety of our people remains at the forefront and the heart of our sustainability strategy.”

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“ANDRITZ ARE A KEY PARTNER TO VEDANTA’S GAMSBERG OPERATION. THEY HAVE PROVIDED US WITH A OUTSTANDING SERVICE THROUGHOUT VARIOUS PROJECTS AND WE LOOK FORWARD TO FURTHER COLLABORATION.”

VZI’s vision is to create an integrated world-class regional zinc complex comprising Black Mountain Mining (including Gamsberg) and the Skorpion Zinc mining and refining operations.

Its values of Safety, Trust, Entrepreneurship, Innovation, Excellence, Integrity, Respect and Care form the core of the business.

Of course, as Vedanta has made that vision a reality, it has faced challenges, particularly as the company has expanded its operations.

“With the acquisition of mines, there are always a few known and unknown challenges and issues,” Singla admits. “However, as a company focused on delivering stakeholder growth, we like to foresee risks and plan accordingly. In fact, we are known to take challenges in our stride and turn companies around.”

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WHAT’S YOUR SEPARATION CHALLENGE? ASK YOUR SEPAR ATION SPECIALIST

ANDRITZ Delkor (Pty) Ltd., part of ANDRITZ SEPARATION, the world’s leading separation specialist, provides solid/liquid separation equipment and systems for the mining, metallurgical, sewage, wastewater, pulp and paper as well as food and chemical industries. We provide unsurpassed

service and support to clients worldwide, always ensuring to find the optimum solution for their solid/ liquid separation need. Our portfolio covers horizontal vacuum belt filters, conventional and high-rate thickeners, flocculant make-up and dosing plants as well as linear screens.

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In addition, the ANDRITZ SEPARATION portfolio covers • Centrifuges • Disc and drum filters • Filter presses • Screens, drains and presses • Dryers

VEDANTA ZINC INTERNATIONAL

Vedanta is also looking to give back in other ways, includes $1.7 billion of investment in Southern Africa, and over R100 million in CSR projects across South Africa and Namibia over the last five years.

“We anticipate that at the peak operation of the Black Mountain Mine complex it will contribute R4.5 billion a year to South Africa’s GDP and add R1.1 billion in revenue to the national treasury,” Singla points out. “The most notable story here is the economic impact on local companies. In 2018, an Enterprise and Supplier Development Fund was started to promote the advancement of local suppliers in the economy.”

Looking to the future, VZI remains focused on prioritising growth projects across its operations in Africa. The company’s growth plans for Black Mountain Mining include further expansion of its mining operations through Swartberg Phase II to extend the life of mine of BMM’s underground

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operation. But Vedanta is also looking to launch new projects.

“VZI has also undertaken advanced steps towards developing a 3 MTPA iron ore project, with the first production seen from the pilot plant it started, which is expected to grow significantly in the current financial year,” Singla tells us.

“Phase 1 of the project expects to produce between 0.7 to 1MTPA Iron ore, comprising two products, namely Sinter feed and DMS feed.

BMM worked with global industry experts and partners to design a process capable of producing a high-quality product.”

Shekhawat adds, “The Iron Ore project will add another scalable product line to the VZI-BMM

operations and offer the best-inclass product to our customers.

The first part of the project will utilise feed from existing operations and produce highgrade iron ore (67%+) and Dense Media Separation Products (DMS), to be utilised as feedstock for the steel and coal industry; respectively.

“This innovative project will assist in transforming our existing VZI BMM operations to be competitive, globally cost-efficient, and sustainable.

It will also enhance the life of the existing mine operations, thereby enhancing our Environmental, Social, and Governance footprint across our Southern African operations.”

“AS A COMPANY FOCUSED ON DELIVERING STAKEHOLDER GROWTH, WE LIKE TO FORESEE RISKS AND PLAN ACCORDINGLY. IN FACT, WE ARE KNOWN TO TAKE CHALLENGES IN OUR STRIDE AND TURN COMPANIES AROUND.” BUSINESSFOCUSMAGAZINE.COM

VEDANTA ZINC INTERNATIONAL

BUSINESSFOCUSMAGAZINE.COM

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SPINNEYS

SPINNEYS COMMEMORATES ITS 60TH ANNIVERSARY IN THE UAE THIS YEAR – SIX DECADES OF THE UTMOST CUSTOMER FOCUS, A GROWING RANGE OF PREMIUM PRODUCTS, AND THE DEDICATION TO BE THE BEST.

THE FRESHER EXPERIENCE PROJECT MANAGED BY: DAVID TAVERNOR

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SPINNEYS

Spinneys, the premium grocery retail business operating 75 stores in the UAE and Oman, has come a long way. The company which today employs 4,500 people, runs 15 of its UAE stores under a Waitrose and Partners licence agreement, and has commercial offices in the US, UK and Australia, started from humble beginnings.

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I

n 1924, Arthur Rawdon Spinney, a British army officer stationed in Alexandria, Egypt, identified a need in the area for imported food products, planting the seed for what would later be one of the Middle East’s leading supermarket chains.

Spinneys’ Dubai story started in 1961, with its first supermarket opening in 1962. At that time, it was known locally as ‘The Frozen Chicken’ – the only retailer to sell frozen chickens from a chiller van.

Today, Spinneys Dubai, owned by UAE national Mr Ali Albwardy, has built up a

strong name for supplying topquality produce and offering a high level of customer service.

Food standards, safety and freshness have always been at the forefront of the company’s ethos – just one reason why the Spinneys brand is defined as ‘The fresher experience’.

SOLID TEAMWORK

Warwick Gird, General Manager Marketing, says: “We have grown to become a premium retail business within the region, with a strong focus on fresh food. We handpick our suppliers from around the world as well as locally, making

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SPINNEYS

sure they meet our stringent requirements on quality as well as more recently a greater focus on sustainability.”

Tom Harvey, General Manager Commercial, agrees: “Suppliers are key to our growth and direct relationships are what is most important to us.

Although most of the food consumed in the UAE is still imported, the proportion of local suppliers is growing. We see a strong increase in agriculture and manufacturing within the UAE and that allows us to bring a lot of local fresh products in, products that previously needed to be brought in by air. Sourcing locally is an important part, not only of supporting the local economy but also of reducing our carbon footprint.

He points out that the supply network has remained robust even during the pandemic. “We were among the lucky ones in this respect. Spinneys has a very experienced and very capable senior management team, with several of us having worked through various food crises in the past - this experience enabled us to focus on delivering what our customers and staff need while making sure they work and shop in a safe and comfortable environment.”

“Our team worked pretty much 24/7 over several months, as we were aware of our role and responsibility in supporting the UAE in having a sustainable level of food available to all consumers. All their basic needs were met during the whole pandemic, and we managed to do an extremely good job overall.”

Warwick Gird adds that this sustained performance as a result of the hard work of the Spinneys staff can be counted as one of the company’s greatest achievements. “Spinneys has always been known as a business that looks after and cares for its employees. Dubai is a unique place with a lot of people coming here to support their families who live elsewhere. We have many colleagues in that position, and some of them stay with us for decades, including our CEO who has been with us for 27 years. This retention rate speaks volumes about the values of the company.”

ACTING LOCALLY

As if the management were not busy enough during the difficult months of the Covid-19 crisis, they managed to spearhead a local initiative to support small start-ups and local entrepreneurs.

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SPINNEYS

LOOKING BEYOND THE PANDEMIC

In May the company introduced the local business incubator programme to give micro food & beverage (F&B) businesses in UAE the opportunity to list their product at Spinneys for a year with no start-up fees. The incubator programme is in line with the UAE’s National Food Security Strategy to embolden local food production capability and wean the country off a dependence on imported food supplies.

“This incubator programme underscores our commitment to support made-in-the-UAE F&B companies in an effort to enhance the food security

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system, but also to help drive job creation and economic growth,” explains Tom Harvey.

“It’s an opportunity to show our customers and our community how we are actively investing in them. Spinneys is an integral part of the UAE community and supporting our community is at the core of our values.”

The programme is part of Spinneys’ corporate sustainability initiative ‘Let’s Do Better Together’ which includes minimising food wastage and reducing plastic waste, as well as shifting to renewable energy sources.

Covid-19, with all its negative consequences, has not shaken Spinneys position, and the company is well prepared to meet changed customer behaviour, with many still preferring to eat at home.

“As a premium retailer, this is positive for us. The customers who used to eat out still want to enjoy great food and Spinneys, with its vast selection of top-quality food, is the obvious place to go. To enjoy restaurant quality in your home is something that Spinneys can and does provide,” says Tom Harvey, noting that, interestingly, the greatest growth has been seen in Spinneys top premium ranges, as people were trading up to the very best.

Looking beyond the pandemic, he sees a promising future, pointing out that the region has reacted quickly to developments post-Covid. “The UAE is known as a place that is ambitious. We are always looking for new opportunities, trying to attract new customers and to build market share, assessing expansion both in the UAE and more widely across the Gulf. This business has to expand, to evolve, to always be a step ahead.”

The management is well aware that this expansion can only be achieved with the right human capital. Spinneys promotes a family atmosphere and looks after its staff wherever in the world they come from.

“We continuously invest in the development of our colleagues, and are proud of our dedicated employees, the foundation of the company’s success and its future growth,” concludes Warwick Gird.

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REDPACK

WE LEARN HOW A FAMILY FIRM IS AT THE VANGUARD OF THE PACKAGING INDUSTRY.

PUSHING THE ENVELOPE PROJECT MANAGED BY: RHYS COUSINS

Redpack’s main office is based in Norwich in the UK, for over 40 years the firm has established a presence in 37 different countries with a staff of 90+ people.

W

e have low staff turnover, people enjoy what they’re doing and our culture,” points Gary Howard, General Manager of the company.

Redpack has also established offices in Germany to handle the European side of the business, an office that has since become Redpack Europe with the advent of Brexit.

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As a manufacturing and engineering company specialised in packaging machines and equipment, Redpack’s focus has been less on volume than it has been on high quality, as Gary points out.

“We are not in business to roll multiple machines off a production line,” he tells us. “We have five models and within those models, we have multiple

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REDPACK

variations to meet or exceed the customers’ requirements.

The machines and equipment are all hand-built in the UK and bespoke, built by engineers who are proud of their work- not mass-produced.

Rather than trying to sell a packaging machine, we sell customers a solution that meets their needs.”

Redpack is a familyrun business wholly owned by the Briston family, with two brothers, Stuart, and Jeremy Briston, guiding the firm as Directors while other sons, cousins and uncles work in various roles throughout the company.

Gary Howard, General Manager of Redpack.

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“That theme goes through the entire workshop. We are all treated like family, treated with respect, treated properly, and this is reciprocated by our team.” Gary insists.

Maintaining that family atmosphere has become a challenge as the company has grown, but it is one that Redpack has embraced.

“It gets harder as the company has grown. When I started six years ago, we had 40-or-so people in our team, since then we have over doubled in size,” Gary says. “It is more of a challenge to know everyone personally, know what they’re doing, what their family is doing. It takes a while, but it reaps benefits.”

That does not mean that Redpack is shying away from further growth, however. The company is looking to break into the US market. Gary tells us there were ambitious plans for a US expansion in 2020, although these have been slowed down by the advent of the Covid pandemic.

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But whatever challenges Redpack has faced, its core offering has remained the same.

PROVIDING WHAT YOU NEED

Gary argues that what sets Redpack apart from the industry is the level of service it provides, particularly in after-care.

“It’s how we provide customers with what they need. Our machines are there to pack products. If they are not packing products, our customers cannot sell products but also, they have staff there standing idle and costing money,” Gary explains.

“So, if there is a problem, we get it solved soon as possible. We offer telephone support; we have a technical support team here and a lot of time things are resolved over the phone. We also have service engineers on the road constantly, and offer out of hours support. If you call before noon we will get to you the same day, after 12 if we cannot do the same day, it will be early the next day.” We are also trialling on how technology can help with the IoT, VR & AR.

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“IT IS MORE OF A CHALLENGE TO KNOW EVERYONE PERSONALLY, KNOW WHAT THEY’RE DOING, WHAT THEIR FAMILY IS DOING. IT TAKES A WHILE, BUT IT REAPS BENEFITS.” Redpack’s commitment to this level of service is absoluteif engineers are busy, the company directors aren’t above coming in at a weekend to fetch parts and deliver them personally. But perhaps what makes Redpack unique is the way this attitude is extended up and down the supply chain.

“Service is not only where we traditionally look after customers.

It is in how we provide service to our customers, suppliers and each other,” Gary says.

Redpack serves a wide variety of customers, each in their own industry sector, which means Redpack needs to extend that understanding still further. It is not enough for the company to know its own market- Redpack needs to know its customers’ markets too.

“A high proportion of our customers are food producers; however, we also offer equipment to the non-food, pharmaceutical and other sectors. We manufactured a range of machines to help support during the pandemic too, covering items like wipes, masks, tests etc” Gary says.

“We have to understand what our customer’s customer will do, and their customers will be entities like supermarkets and consumers. We are trying to gauge what the end-user will be, three or even four steps away.”

Across Redpack’s markets, a recurring theme is a growing priority given to sustainability.

“Removing, reducing, and recycling plastics is a big issue now. Our machines will pack with a variety of film types, recyclable, bio-degradable, compostable, and also with paper. Our newest machines are capable of achieving this and with minor upgrades, we can convert a high proportion of our existing equipment,” Gary points out. “We have to speculate what the consumer is going to do, so being close to the consumers and media is vital. As a company and trusted management team, we are able to react very, very quickly. We make decisions fast, based on the situation and circumstances, we believe in our team. You don’t have to go through three levels of approval. If you want something done then you make the decisions and do it.”

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REDPACK

As well as the issues around sustainability, the demands around what packaging will have to endure are also changing- particularly with the explosion in e-commerce and home delivery.

“One of the other areas we do see challenges in future is in what they call the final metre,” Gary admits. “Currently if you put a pack of six apples in a package the final metre is as far as the supermarket shelves, or the packhouse. When our customer delivers the product into the shop, the job is done.

As the industry moves towards home delivery, the final metre is right to the consumers’ door.

We have to think about the presentation, protection, and longevity. All these things are going in the back of our mind on a daily basis.”

To meet these needs Redpack listens to its customers, building relationships long after the machine is installed. Redpack’s people also pay close attention to the market at large.

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“Our marketing executive will spend a portion of her time literally shopping, looking at anything new coming in,” Gary tells us. “We’re happy to be first to market, making suggestions to people. Being the explorer, going out and finding the next big thing rather than waiting for it to come along, makes us an influencer in the marketplace. We have machines and equipment in Research and Development that are really cutting edge, where we’re proving the concept, and sometimes the concept will work the first time but isn’t appropriate timing, or the marketplace isn’t ready; but we keep pushing.”

Between Covid and Brexit, Redpack has pushed through an eventful year, but as things return to normal it is clear Gary is excited about the future.

“We’re looking at 20% growth each year. What we’re now going to be doing is strengthening Redpack Europe, and the USA is 100% back on our radar,” Gary

insists. “We’re also looking at other sectors as well. We’re strong in fresh produce and are the strongest in the UK for produce. We also perform well in the snacks sector. We do not grow just to grow; we grow so it is sustainable and keeps people gainfully employed so we can invest further in the business and our people. There are no vanity trophies in our cabinet.”

“OUR MARKETING EXECUTIVE WILL SPEND A PORTION OF HER TIME LITERALLY SHOPPING, LOOKING AT ANYTHING NEW COMING IN. WE’RE HAPPY TO BE FIRST TO MARKET, MAKING SUGGESTIONS TO PEOPLE.” PACKAGING | 175

STOROPACK

STOROPACK IS AN INTERNATIONAL FAMILY-RUN COMPANY AND LEADING SERVICE PROVIDER FOR FLEXIBLE AND TAILORED PROTECTIVE PACKAGING AND TECHNICAL MOULDED PARTS.

MORE THAN JUST PACKAGING PROJECT MANAGED BY: CHRIS CONWAY

Established in 1874, Storopack has been operating under the name Storopack Hans Reichenecker GmbH since 1959. Headquartered in Germany near Stuttgart, the company’s areas of core competence lie in first-class packaging solutions and moulded parts.

T

he Packaging Division with locations in North and South America, Europe, Asia and Australia, focuses on tailored protective packaging. While the Moulding Division, with manufacturing facilities in Europe and China, produces technical moulded parts from expanded foams for a variety of industries.

With nearly 70 sites in 19 countries around the world, Storopack is always close to its customers. Its national locations operate independently, supporting its customers quickly, flexibly, and locally.

The needs of the British market are served by Storopack UK, which is part of the Packaging Division. “We offer flexible protective packaging with air cushions, paper pads, PU foam packaging systems, loosefill packaging materials, and their integration into existing packaging processes.

The aim is to achieve and maintain overall cost optimization,” says Managing Director Richard Pulfrey, describing the British unit’s core business.

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Speaking about the company’s current market position, he points out that business has been boosted significantly by the changes resulting from the global pandemic, as the company is heavily aligned with e-commerce.

“In 2020, the Storopack Group turned over €500 million worldwide, while the UK business reached £15 million in turnover last year, a year-on-year growth of nearly 40%.

We are expecting this trend to continue, although perhaps not at these rates.”

WORKING COMFORT®

Storopack UK employs around 30 people at its two locations, Sheffield and Brackley, which run almost identical operations consisting of administration and manufacturing, with the Brackley site also having a logistics centre with pallet storage.

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STOROPACK

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PACKAGING | 177

WHEN IT COMES TO LOGISTICS, WE’RE THE FULL PACKAGE UK GROUPAGE & FULL LOADS From single pallets to part or full-load consignments, our flexible approach to distribution means we’re a one-stop shop for almost any load.

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WAREHOUSING & STORAGE

TAKING LOGISTICS BEYOND A TO B. STEPHEN SANDERSON TRANSPORT BEGAN THEIR JOURNEY WITH A MAN AND A VAN BACK IN 1973. TODAY, THEY OFFER ONE OF THE UK’S MOST COMPREHENSIVE END-TO-END LOGISTICS SERVICES, GOING BEYOND HAULAGE ALONE TO PROVIDE BESPOKE, STRATEGICALLY LED SOLUTIONS, EXTENSIVE WAREHOUSING, AND THE FLEXIBILITY TO SUPPORT CUSTOMERS AS THEY ADAPT IN THESE RAPIDLY CHANGING TIMES. The company’s ability to move almost anything, anywhere across the UK, is facilitated by a robust network, a dedicated team of experienced drivers, and a comprehensive 80-strong vehicle fleet. That includes 12-ft curtain sided vans through to articulated vehicles and truck-mounted Moffett forklifts that guarantee flexibility of access and pinpoint delivery right where it’s needed.

Of course, this capability opens a whole range of distribution options, but its Sanderson’s investment in extended services such as warehousing, e-commerce and amazon fulfilment capabilities, and technologies such as its Microlistics Warehouse Management System that make all the difference. Their partnership with the Palletline network enables flexible palletised distribution with maximum cost efficiency, and a BRC Double AA accreditation in food storage and distribution makes them the trusted partner for the exacting standards of the food industry.

Commercial Director Ed Sanderson explains the company’s approach: “We believe it’s vital that we offer customers far more than a transport service that moves their goods from A to B. Both Brexit and the Covid-19 pandemic have impacted supply chains, introducing new, and numerous critical factors for our customers to contend with, not to mention a surge in volume demand in some sectors.”

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“We see it as our job to keep things moving,” Sanderson says, “supporting customers in meeting increased pressures by helping to drive maximum efficiency, deliver on sustainability targets, and uphold quality and service level standards. We can only do this by gaining an in-depth understanding of their unique operations and by working as an extension of their own team. That’s best expressed by our mission to ‘make your promises, our promises’”.

An example of this holistic approach comes in the form of Sanderson’s 20year partnership with global packaging manufacturer Storopack, supporting their rapidly growing operation in the UK. Initially this meant offering the capability to meet volume demands in warehousing and storage through Sanderson’s 100,000 sq. ft. facility in the East Midlands and soon extended to distribution, managing Storopack’s complete UK logistics requirement.

“In 2020-21, we needed to go the extra mile in adapting to support Storopack’s needs.” Ed Sanderson recalls. “The Covid-19 pandemic presented the challenge of supply and demand in the packaging sector, with a huge uplift in volume driven by the booming e-commerce marketplace.

The uncertainty around a no-deal Brexit created an imperative for stockholding contingencies and for adopting new, complex administration processes.”

Sanderson’s team have lent their expertise, and strategic support to help Storopack, and companies like them, develop efficient solutions to the challenges of recent times. Their suite of advanced, fine-tuned services turns their strategic planning into action, to work with precise schedules, and deliver results. For Storopack, that meant achieving an OTIF rating of 99.1% for their pallet deliveries, despite the high surge in volumes. www.sandersontransport.com

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STOROPACK

“There are a lot of companies such as ourselves that offer machines and consumables but we differentiate with our auxiliary equipment. We first consider the customer’s logistics process, develop packaging lines that are then integrated into their operations.

This can be manual, semiautomated or even a fully automated process to produce the packaging materials.

The focus is on the efficiency of the processes and the wellbeing of the packer in equal measure: unnecessary tasks are eliminated; all packaging

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“WE ALWAYS LOOK AT IMPROVING THE PROCESS, THE ERGONOMICS OF THE PACKERS AND ALLOWING COMPANIES TO GROW AND INCREASE THEIR OUTPUT. WE CALL THAT PROCESS ‘WORKING COMFORT®’.” material is always conveniently on hand for the packer at the workstations.

“We always look at improving the process, the ergonomics of the packers and allowing companies to grow and increase their output. We call that

process ‘Working says Mr Pulfrey.

Comfort®’,”

STRAIGHTFORWARD APPROACH

Sustainability in packaging is a pressing topic and one that the company has addressed as a priority. In 2020, more

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STOROPACK

than 35% of Storopack’s inhouse manufactured products were made from renewable or recycled materials, and the company has set itself ambitious targets for further improvement.

As a premium product, Storopack offers AIRplus®, a range of air cushions that are 100% recycled (50% postconsumer and 50% postindustrial waste) but even its standard range of air cushions is made of at least 50% recycled materials. “The circular economy and capture of plastic waste is a big topic for us,” affirms Mr Pulfrey.

For example, the company offers packaging chips made from fully home and garden compostable plant starch, a purely natural product that can be washed down the sink, he says, adding that this is the direction the company is heading with its loose-fill products.

“We try to make sure that the consumer is not confused on how to treat these materials. A lot of materials in the market are classed as biodegradable even though they are made from conventional plastics. They contain additives that are designed to imitate biodegradation but do not break down at the molecular or polymer level like biodegradable plastics.

The resulting microplastics are ultimately then left in the environment indefinitely.”

“We try to be very straightforward in our approach - we do have bioproducts, such as AIRplus® BIO, made partly from bio-based raw materials such as polylactic acid, which is derived from corn, and always strive to offer the most environmentallyfriendly solution.”

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“THE CIRCULAR ECONOMY AND CAPTURE OF PLASTIC WASTE IS A BIG TOPIC FOR US.” SUSTAINABLE DIRECTION

Storopack is strong on CSR. Each year, the Storopack Group supports local charities in its countries of operation.

Storopack UK chosen partner is Sheffield Children’s Hospital.

“We have recently made a donation to the Hospital’s Charity Cancer and Leukaemia ward appeal, we work closely with them and this will continue,” says Mr Pulfrey.

Other initiatives are centred mainly around the topic of plastic waste, he notes. Storopack is part of several alliances to

support education and to help create recycling infrastructures in countries where they do not yet exist. The company is also a member of the ‘Alliance to End Plastic Waste’ focused on the mission to allow no plastic waste to enter the environment and cleaning up existing plastic pollution.

Mr Pulfrey points out that as the company has tapped into the growth in e-commerce over the last 15 years, prospects are good. But apart from e-commerce, Storopack is also looking at industrial sectors for more opportunities.

“We have heavy grade products. As manufacturing in general and industries such as automotive start to recover in the coming months and years, this is something we are keen to align ourselves with. From a risk perspective, we don’t want to focus solely on e-commerce.”

Looking ahead, Storopack’s corporate strategy envisages business growth of at least 5-10% year-on-year, and that is also the focus of the UK business, says Mr Pulfrey.

“In terms of corporate social responsibility, by 2025 we want to increase the amount of revenue from the renewables and recycled materials that we use in production to over 50%.

That is a key objective for us at the moment.”

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FURETANK REDERI AB

AS MORE INDUSTRIES FOCUS ON SUSTAINABILITY, TRANSPORT IS GOING TO BE A KEY BATTLEGROUND, AND FURETANK REDERI AB IS WELL-POSITIONED FOR THE GREEN TRANSPORT REVOLUTION.

SEA GREEN PROJECT MANAGED BY: TIMOTHY GARWOOD 182 | SHIPPING,PORT & MARINE

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FURETANK REDERI AB

For as long as international trade has been a reality moving people and cargo across the sea has been an essential step in most supply chains. Even now, when transporting large volumes sea freight is the most environmentally friendly form of transport available. But as demand grows, so does the need for seafaring companies to prove their environmental credentials.

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S

wedish-based shipping company Furetank Rederi AB understands this all too well, having been working in the shipping industry since the 18th century.

“The business consists of two major components,” explains Managing Director Lars Höglund. “We’re a ship owner and we run our own ships, then we also operate vessels for other owners. Together with

partners, we invest in product/ chemical tankers while ensuring we are as environmentally sound as possible.”

Furetank Rederi is able to offer a high quality, environmentally sound service because it has complete control of the entire shipping process.

“We are a complete shipping company. We have everything in house,” Höglund says. “We have ownership, tech management,

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FURETANK REDERI AB

crew management, insurance management, all of it. Our employees all have the same focus and do the same work for the same shipowner and employer. There’s no conflict of interest where the crew is employed by a big crewing agency and places their first loyalty there.”

AN ENVIRONMENTALLY FRIENDLY FLEET

At the forefront of the company’s environmentally friendly approach is its sustainable fleet management. This summer saw the company’s LNG-powered tanker, Fure Viten, depart China Merchants Jinling Shipyard in Yangzhou for its first zeroemission voyage.

“Oil majors have rules that limit the age of the vessel they use.

They must be younger than 20 years. When our vessels reach that age and we replace them we deploy dual-fuel vessels running on liquified natural gas (LNG) and liquified biogas (LBG) when we can get the supply,” Höglund points out. “And it is not only that. The new vessels are much more energy efficient. We have reduced the fuel consumption by close to 50%.”

Through a combination of fuel-saving solutions, the 17,999 deadweight tonnage tanker was designed to reach the very low

184 | SHIPPING,PORT & MARINE

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EXPERTISE FOR SUSTAINABILITY

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SHIPPING, PORT & MARINE | 185

FURETANK REDERI AB

energy efficiency design index (EEDI) value of 4.65 points.

To put that in perspective, the International Maritime Organisation demands vessels the size of Fure Viten have an EEDI at or below 9.37 points.

Indeed, the Fure Viten’s energyefficient means it has already met the emissions targets for 2050.

The ship’s design features batteries to reduce how much it uses its auxiliary engines, a newly designed ducted propeller that increases thrust while reducing power consumption, and a new hull shape to reduce drag. Fure Viten’s main engine and shaft generator also use a variable frequency that means greater propeller efficiency at variable revolutions and less fuel consumption.

The new ship and its 7 sister vessels, are Ice Class 1A tankers equipped with dual-fuel engines that can run on LNG or LBG while carrying capacity for 20,300 cubic metres of cargo volume.

But while these ships meet an obvious and urgent need, Höglund argues that regulatory incentives are necessary to drive the economic case for sustainability.

“Being rewarded for the vessels outstanding environmental performance in the freight market is our biggest challenge,” Höglund says. “But when the emissions are priced by EU in 2023 our vessels will become much more economic in line with the environmental benefit they offer.”

Höglund also points out that the current discussion around emissions tends to be quite

narrow in scope, focusing on CO2, which is important, but far from the only issue.

“One of our challenges is that the media debate almost exclusively focuses on CO2 and forget about all the other emissions,” Höglund tells us. “It is NOX and particles emissions from conventional diesel engines that are behind the biggest health issues for people in densely populated areas. An investigation carried out by IVL, the Swedish Environmental Research Institute, has shown that the lower emissions from our vessels are saving the European society about 2.2 million euros per ship and year in reduced health impact”

A WORTHY CREW

Of course, the ship is only half of the equation. Ships need a crew, and Furetank Rederi works closely with Chalmers University of Technology in Gothenburg to recruit and train personnel.

“Since we started the conversion of our first vessel to dua-fuel LNG we have developed courses and training with them and also taken a lot of cadets onboard our new vessels from that school,” Höglund says. “When they are 16-18 years of age, they join our crews and carry out training aboard our vessels before they finish school.”

For centuries the shipping industry has been a heavily male-dominated one, and this is something else that Furetank Rederi is looking to change.

“THE NEW VESSELS ARE MUCH MORE ENERGY EFFICIENT. WE HAVE REDUCED THE FUEL CONSUMPTION BY CLOSE TO 50%.”

186 | SHIPPING,PORT & MARINE

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FURETANK REDERI AB

“WE’RE VERY INVOLVED WITH LOCAL SOCIETY AND SCHOOLS IN THE NEIGHBOURHOOD AND HAVE A GOAL TO INCREASE THE NUMBER OF WOMEN ABOARD OUR VESSELS.”

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“We’re very involved with local society and schools in the neighbourhood and have a goal to increase the number of women aboard our vessels,” Höglund insists. “Among tankers today we are the company with the highest rate of female officers on board.”

Indeed, the Fure Viten has a record number of women officers among its navigation crew. Höglund points out that Furetank’s sustainable shipping also acts as a recruitment incentive.

“When we start to talk and invest in more environmentally friendly vessels that helps to create a reputation and leads to more women applying to work with us,” Höglund tells us.

Furetank Rederi’s ships are continuing to age and be replaced, and it is clear Höglund is excited about the future shape of the fleet.

As Furetank Rederi’s older ships are being replaced, it is clear Höglund is excited about the future shape of the fleet.

“In the coming three or four years we have three vessels that are coming up to 20 years of age,” he says. “We’re looking forward to replacing them with our new, more energy-efficient and sustainable models.

Our latest two latest vessels delivered are also equipped to connect to the shore to draw power from there. These are the first tankers in Europe to do that.”

While Furetank Rederi is pushing the envelope on the shipping side, however, it cannot do it alone, and Höglund points out there must be an industry-wide change.

As he says, “We have made the investments and got the vessel in place and now we’re waiting for shore terminals to offer the infrastructure to serve it.”

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OMAN DRYDOCK COMPANY

ASYAD DRYDOCK IS A SHINING LIGHT IN THE MIDDLE EASTERN MARITIME SECTOR, BUT IT IS SETTING ITS SIGHTS FURTHER AFIELD.

DRYDOCK, SHIPPING & BEYOND PROJECT MANAGED BY: ANDREW BOURKE

The ASYAD Drydock, formerly known as Oman Drydock Company, is unique as one of the most prominent service providers to the marine industry in the Middle Eastern region, with clients worldwide.

W

e offer ship repair, shipbuilding, rig repair, yacht repair and industrial fabrication,” says Haitham Al Taie, COO of the Oman Drydock Company. “Our principle resources include 1.2 million square metres of seafront facilities, two large docks that can take very large crude & ore carriers, our own water generation plant and environmental compliance facility.”

Haitham Al Taie has 20 years of experience in the industry, and is currently in his twelfth year in the maritime sector. He joined ASYAD Shipping in 2011, staying with the company for six years before becoming the COO of ASYAD Drydocks for the last four years, bringing with him his strong background in finance, commercial and production operations.

188 | SHIPPING, PORT & MARINE

Al Taie points out that Oman Drydock Company’s extensive resources are backed up by unique skillsets and institutional adaptability.

“We have the ability to deal with emerging challenges while servicing the needs of the client,” Al Taie says. “We are capable of doing anything humanly possible to meet our clients’ needs. We have confidence in our abilities and where we don’t have the inhouse skills, we utilize the close relationships which we have with many specialised partners.”

Asyad Drydock and Asyad Shipping traditionally have been separate entities. Asyad Management has now brought the companies together to create synergy and have something larger than the sum of its parts.

OMAN DRYDOCK COMPANY

DRIVEN BY QUALITY FOR 52 YEARS

Founded by the Late Udharam Shewakramani and current chairman Mr. Rupchand Shewakramani in the year 1970, shortly before the formation of the UAE, DBMSC is a name that has progressed with the nation. We specialise in the supply of structural steel items that meet international quality standards and comply with the statutory and regulatory requirements related to our products and services.

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OMAN DRYDOCK COMPANY

“We’re driving integration between ASYAD Drydock and ASYAD Shipping,” Al Taie explains. “The integration has benefited us in many ways.

We benefit from the sharing of resources, and financially.”

BUILDING MOMENTUM

Through this integration, and the hard work of Asyad Drydock’s team, the business has been building up considerable momentum over the last three years. Now, the challenge is maintaining the momentum and expand capacities.

“The turnaround the docks went through has instilled confidence in our shareholders that we can weather all challenges,” Al Taie says.

“The pandemic has brought disruption to our ability to expand capacity due to lockdowns, but customers have continued to show faith in us and understand the restrictions we are under. Clients continue to support us because they believe in us.”

Of course, a company cannot maintain momentum by standing still, thus ASYAD Drydock is constantly working hard to remain at the industry’s cutting edge.

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OMAN DRYDOCK COMPANY

“Keeping up with the pace of technological advancement is another challenge,” Al Taie says.

“We are aware that we need to adopt digital technologies. It is the only way forward. It has a huge financial impact but it needs to be done.”

ASYAD Drydock achieves this through a process of constant research, investment and communication with its clients.

“We invest in technologies that reduce the intense requirements of human capital, bring up efficiencies and meeting the targets of the clients while speeding up and reducing the amount of time ships need to be in the dock,” Al Taie explains.

EXPANDING HORIZONS

Oman Drydocks Company is also achieving this by taking its skills and resources into new markets. The first of these seems like a natural extension of ASYAD’s repair work. After

192 | SHIPPING, PORT & MARINE

all, if you have built every part of a ship at one point or another, why not put all of that together?

“The skills and facilities we have, lead themselves to shipbuilding,” Al Taie says.

“We’ve been repairing vessels from the ground up. We have built vessels indirectly through the repairs we have carried out. I believe with a proper joint-venture we can enter the shipbuilding market. We have the capabilities, skills, human capital and facilities, the support we’re bringing in is a sponsor or partner to work with.”

In addition to shipbuilding, Asyad Drydock is also looking into more land-based pursuits.

“We are located in Duqm where we are not far from the oil fields,” Al Taie says. “They have different requirements when it comes to steelworklike fabrication, we believe our workshops can support those needs while catering to ship building / ship repair

requirements and other fabrication jobs in the region.”

This is all possible thanks to Asyad Drydock Company’s topranking team.

“We’ve been with a top-notch agency that provides us with highly skilled maritime workers.

We make sure that we get people who are fully qualified and well experienced. We also have our own training institute to make sure workers enhance their skills for mutual benefits,” says Al Taie. “We also make sure that we bring in people that can transfer their knowhow to our workers. We are seeking out the right mixture of engineers and service providers who come from a background in ship owning and the maritime sector.”

The results speak for themselves.

“Our workshops and production are managed by our young, ambitious staff who have been in the maritime sector for a decade,” Al Taie tells us proudly. “They are the future of the maritime industry in Oman.

If you come down to the dock you will see us managing those workshops and production.

We have positioned ourselves as one of the most favoured destinations for major ship owners and more.”

Since 2011 Asyad Drydocks has delivered over 1,100 vessels and has achieved a customer satisfaction score of 4.4 out of 5. But this is only the beginning.

“We plan to increase our market share by 20% within the next 18 months,” Al Taie says.

“We have just commenced shipbuilding activities and aim to build five small vessels within the next 12 months. This is our immediate future.”

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OMAN DRYDOCK COMPANY

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ADVANTIS 3PL PLUS

ADVANTIS 3PL PLUS HAS REVOLUTIONISED THE SRI LANKAN SUPPLY CHAIN INDUSTRY, AND THE JOURNEY CONTINUES.

TRANSFORMING SRI LANKA’S LOGISTICS LANDSCAPE 194 | TRANSPORT & LOGISTICS

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ADVANTIS 3PL PLUS

Advantis 3PL Plus is a fully owned subsidiary of Hayleys Advantis, the transportation and logistics arm of the blue-chip, multi-national conglomerate Hayleys PLC, one of the largest listed conglomerates in Sri Lanka. Operating in the thirdparty logistics sector, Advantis 3PL Plus’s offering includes storage, distribution, value-added services, consultancy etc.

PROJECT MANAGED BY: TIMOTHY GARWOOD

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B

eing a part of one of the largest logistics houses in Sri Lanka, we form an integral part of its Integrated Logistics cluster, which also includes international, express and cross border freight; warehousing and document archiving; free port activities; and last-mile delivery,” says Sheran Abeyesundere, Director and CEO of Advantis 3PL Plus.

“All the duties in logistics and supply chain management are represented through our functions in Sri Lanka.”

THE ADVANTAGE OF NIMBLENESS

Across diverse client verticals, Advantis 3PL Plus maintains a competitive edge thanks to its ability to react quickly to customer needs and new situations.

“Our unique selling point is our nimbleness,” Abeyesundere says. “We can provide services for complex operations because we offer a level of service that suits everyone from multinationals to SMEs. We handle all types of cargo from fast-moving consumer goods to apparel, fastmoving consumer durables, industrial inputs, lubricants, and pharmaceuticals. These can be complex jobs and our nimbleness allows us to handle them across borders and through any challenges.”

The company has been recognised at an industry level, winning the “Best in Diversity and Impact Management Award” at the Asian HR Leadership Awards, and was also listed among the 100 Best Small-

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DRIVING 3PL PROFITABILITY.

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AISLE-MASTER & TWS DRIVING 3PL PROFITABILITY THROUGH UNPARALLELED STORAGE DENSITY 3PL service providers continue to search for greater storage capacity within warehouse spaces to increase their overall revenue potential.

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196 | TRANSPORT & LOGISTICS

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The company’s adaptability can be seen in how it has dealt with the growing challenges of the changing logistics landscape.

“One of the biggest advantages our clients can get by working with Advantis 3PL Plus is the access to purposebuilt warehousing infrastructure in Sri Lanka, which enables a smooth flow in supply chains,” Abeyesundere says. “Being a part of Hayleys Group, one of the largest conglomerates in Sri Lanka gives us access to real estate, which has enabled us to set up two flagship locations, including the largest distribution centre in Sri Lanka.”

In addition to this, Advantis 3PL Plus is driving a longterm strategic plan focusing on technology, to ensure the company delivers optimal solutions to its clientele.

“On the digital and technology side, we are working on a technology roadmap, with identified partners to create technology-driven advantages to our clients in addition to the expertise our team provides,” Abeyesundere explains.

CREDIT WHERE IT’S DUE

Advantis 3PL Plus has already had a huge impact on Sri Lanka’s logistics industry and the country’s business sector as a whole.

“We have changed the landscape of the logistics industry in this country,” Abeyesundere says. “If you go back to when we started, very basic warehousing was the only thing available in Sri Lanka.

We were the game changers in getting purpose-built stateof-the-art warehousing, using technology never before seen in this country.”

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ADVANTIS 3PL PLUS

Along with its business growth, Advantis 3PL Plus has been building up a collection of accreditations that will stand it in good stead as the company expands internationally.

“We saw the need for very basic processes to be implemented which we initially steered ourselves.

From there we first obtained the ISO 9001: 2015 quality management system certification by introducing a new management system,” Abeyesundere says. “Being in logistics, we are constantly exposed to safety risks, which led to us obtaining the ISO 45001:2018 occupational health and safety management system certification, followed

by ISO 22000:2018 food safety management system certification. By virtue of the fact that we handle cargo related to pharmaceuticals and clinical trials, and with the demand for vaccination storage increasing due to the pandemic, Advantis 3PL Plus also obtained the Good Distribution Practices (GDP) certification. The team is at present working on obtaining the ISO 14001:2015 environmental management systems certification.”

While these accreditations are recognised internationally, they are also helpful in Sri Lanka’s rapidly evolving market.

“The majority of supermarkets in Sri Lanka are serviced by our distribution centres, with products from our customers.

We have acquired expertise in price marking, kitting, bundling etc. through our value-added services,” Abeyesundere says.

“We provide logistics services to clients supplying to both the international and local markets for which we have obtained the necessary certifications to meet customer criterion.”

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LOCAL TALENT

These accreditations and accolades are the result of the hard-working team behind Advantis 3PL Plus, consisting of home-grown Sri Lankan talent.

“We focus on recruiting our staff locally. Once they come in we will provide in-house training,” Abeyesundere says.

“We also recruit from local universities and have influenced these universities to start degree programmes accepted by the logistics industry. We also have a cross-section of professionals and academics of diverse backgrounds, who handle the infrastructure side of the business. We source our talent from best-in-class universities and professional bodies locally.”

Recently Hayleys Advantis, launched the Advantis Campus, for training and growing inhouse talent. The Advantis Campus enables the staff to take advantage of the entire gamut of logistics expertise available under Hayleys Advantis, such as Integrated Logistics,

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ADVANTIS 3PL PLUS

Marine & Energy, Projects & Engineering, International Freight Management and Aviation.

“Every other year we run a programme called Grand Master which is a knowledge competition,” Abeyesundere says. “We give an opportunity to staff to read up regarding the logistics industry and run a quiz programme. It’s a competition to emphasise the knowledge and expertise we need to run the business”.

“Further, Hayleys Advantis runs a programme called Advantis Ideastorm, which encourages employees to come up with new ideas to enrich existing business lines whilst also looking at introducing new business verticals adjacent to the core businesses for

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future growth of the Group.

This programme has boosted innovative thinking across all levels of staff from entry-level to senior leadership, enabling the Group to better serve our clients.”

In addition to recruiting locally and developing its people through rigorous training, Advantis 3PL Plus also empowers its people to help grow the business.

“In our third-tier, we have decentralised operations and I have two Chief Business Officers who each have their own operations, engineering and marketing teams,” Abeyesundere explains.

“They’re being groomed for succession. Several of my teammates have taken higher positions within Hayleys Advantis, and we have a well-

planned redeployment strategy within the Group. We give staff exposure across our Group, including overseas locations.”

“Our Group Company Hayleys Advantis is structured to better serve our clients with our endto-end service portfolio. With this Advantis 3PL Plus fits into the Integrated Logistics service cluster, which can take care of a client’s cargo from the time it leaves the client’s facility till it reaches the end consumer,” Abeyesundere says.

“Our next step will be fulfilment in the e-commerce sphere and the temperature-controlled business, and we see a lot of growth potential in the cold chain sector. More of the population is shopping in supermarkets now and the cold chain is a potential niche that currently has only a handful of players. We also have a consultancy arm leveraging our knowledge and experience.

We have undertaken consultancy projects in design and logistics in Sri Lanka, Australia, Honk Kong, Myanmar, India and Dubai.”

It is going to be interesting to see how Advantis 3PL Plus prospers in these new sectors.

Advantis 3PL Plus is a subsidiary of Hayleys Advantis, the transportation and logistics arm of blue-chip, multi-national conglomerate Hayleys PLC. As the 3PL leader in Sri Lanka for close to two decades, Advantis 3PL Plus has been providing its clients, in South and East Asia a full gamut of 3PL services. The services offered by Advantis 3PL Plus complements the integrated end-to-end logistics service offering of Hayleys Advantis, which includes freight, free zone, warehousing, transportation, distribution, express and lastmile delivery solutions. The strength of this seamless service offering has won Advantis many accolades from clients and industries across the region.

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ZEUS SCOOTERS

Pause your ride and take a break, with ZEUS you don’t have the faff of restarting your journey.

ZEUS SCOOTERS

WE TALK TO ZEUS SCOOTERS ABOUT THE RISE OF MICROMOBILITY AND THE CHANGING FACE OF URBAN TRANSPORT.

CHARIOTS OF THE GODS

PROJECT MANAGED BY: DEAN BROWN

Zeus Scooters are part of a new wave of transport infrastructure, complementing existing public transport infrastructure. Zeus Scooters’ bespoke electric vehicles float around a number of European cities. Customers who have downloaded the Zeus Scooters app simply need to scan the QR code on a scooter, unlocking it, then ride it to wherever they please. Riders can pay for the scooter with either a per-day subscription or a 19 cents per-minute pay-as-you-go rate.

It’s a cost-effective, environmentally friendly way to get around the city.

W

e formed in 2019 but only launched in 2020mobilising our first fleet of scooters in Heidelberg, Germany,” says Damian Young, CEO of Zeus Scooters. “We were founded with the goal of bringing micro-mobility to smaller cities that are underserved by the larger players.

We integrate with local transport and provide convenient last-mile transport for commuters and tourists in these cities.”

GOING FOR A RIDE

In this relatively new and rapidly growing field, Zeus Scooters seeks to differentiate itself through its core product, the scooter itself.

Damian Young, CEO of Zeus Scooters out for a Sunday stroll.

“The core vehicle, the scooter itself, as a threewheeled shared scooter, is a global first,” Young Points out.

“We designed it with three wheels specifically to ensure the safety of the user. Studies have shown that three-wheel scooters are safer for the rider as well as pedestrians and road users. We find that when it comes to parking the scooters, you quite often see that the two-wheeled versions tend to fall over and can obstruct pathways and streets. Three wheels are more stable when parked and riding, and it provides a smoother journey for the user. The shock impact from the road is better absorbed by three wheels

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100%

Climate Neutral

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Green Energy

GreenLog Mobility provides a 100% climate-neutral logistics solution for the shared-mobility-market.

Through an integration of its own data-driven software, fleet of electric cargo bikes, cars and vans, and smart infrastructure solutions we provide highly efficient and sustainable shared mobility operations to set shared mobility fleets in motion.

GreenLog Mobility provides all services required for the care and maintenance of any fleet vehicle: E-Scooter, E-Bike, E-Mopeds, E-Pods, and Carsharing.

We set your fleet in motion.

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■ Battery swapping ■ Collecting and deploying of the vehicle ■ Health & Security Check ■ Rebalancing & Relocation ■ Recovery

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The Drivery ■ Mariendorfer Damm 1 ■ 12099 Berlin ■ Germany

www.greenlog-mobility.de

ZEUS SCOOTERS

A happy ZEUS customer starting his weekend in style

rather than two, so the user will feel fewer bumps and be more stable throughout the journey” As well as improving safety and ease of use, this design also helps Zeus Scooters open its products and services up to a far wider potential market.

“This industry typically attracts a certain age group, 18-30, generally male,” Young tells us. “We wanted to tap into a wider demographic because we believe micro-mobility should be for all citizens in a city. A slightly older cohort, as well as more women, will opt for a Zeus Scooter because of its three wheels, and it is also safer for novice users. So, we designed it to appeal to that wider demographic.”

SCOOTERS IN THE CITY

As well as the scooter design, Zeus Scooters sets itself apart in the way it collaborates with the cities in which it works.

“We go into Tier Two and Three cities working closely with the local authorities. We customise the scheme for each particular city,” Young says. “We geomap the city, create nopark zones, no-ride zones, and dedicated parking areas within the city to ensure our service suits the particular need of the city.”

As well as working closely with local authorities Zeus Scooters also carefully match their service to demand.

“We don’t just go into a city with hundreds of thousands of scooters, our approach is demand-based,” Young explains. “We deploy a small number to begin with, let people and the city get used to the service and then provide The Unique 3 wheeled scooter ZEUS offer. The YIMI PLUS 3

“WE CUSTOMISE THE SCHEME FOR EACH PARTICULAR CITY.” additional scooters as demand grows. We’re tackling the market differently to larger players.”

When Zeus Scooters started out, Young wanted to ensure the company and its vehicles could meet the highest standards, and this dictated how the scooters launched.

“We started in Germany because of the high expectations and requirements for vehicles. In advance of launching, we had nine months of vigorous testing to get a German Federal Transport Ministry license for our scooter,” recalls Young.

“Very few companies have such a license, particularly with a brand new, bespoke designed vehicle.”

Of course, every location has its own demands and challenges.

“Each city has different demands- and so we adapt our technology to support their specific requirements,” says Young. “Some request dedicated parking areas for the scooters and in these cases, we show on the app the areas within the city that scooter users are allowed to park in. In other cities, we have challenges around where people are allowed to use the scooters. Some cities allow scooters in pedestrian areas, some don’t. Once again, we have developed our technology to clearly mark on the app what we call ‘no-drive zones’. We are constantly adapting our proposition to meet the needs of the city.”

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ZEUS launches in Anzio, Italy.

A GREENER COLLABORATION

On a global level, Zeus Scooters is run from its head office in Ireland, with its core customer services and operations staff.

Before entering any city, however, the business identifies local partners to ensure its operation is a success.

“People are the most valuable assets we have to ensure we get it right,” insists Young. “We seek out strategic partners who can work with us and our processes and our fleet of vehicles on the ground.”

One such company is Green Log Mobility, a company dedicated to providing operations services for Zeus in Germany. Green Log Mobility carries out all its operations on a very eco-friendly, green basis.

It services all of Zeus Scooters’ vehicles for battery swapping and re-balancing scooters.

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“WE SEEK OUT STRATEGIC PARTNERS WHO CAN WORK WITH US AND OUR PROCESSES AND OUR FLEET OF VEHICLES ON THE GROUND.” “We use all-electric vehicles to be kind to the environment in those cities and we charge the scooters with renewable energy as much as possible.

We have solar panels on our premises,” Young explains.

“Partnerships with people like Green Log Mobility are important to us in growing and developing the right processes and relationships with each city while also keeping the city involved in day-to-day operations. A lot of that work is done in conjunction with these partners. We like to think that as a small business ourselves we’re creating employment in these small areas with teams

of three, four or five people looking after the fleet in each city from an operational perspective.

We overcome the challenge of getting good people by creating these partnerships.”

More partnerships like this are set to be created. Zeus Scooters is in a number of cities in Germany, two in Sweden, one in Norway and has recently launched in Italy.

“We want to continue that expansion through Europe and seek to enter new markets and cities over the next 12 months,” says Young. “Our main focus will be on the scooter business, but we’re also looking at

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ZEUS SCOOTERS

A ZEUS Scooter has 3 wheels making it much safer and more stable.

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ZEUS SCOOTERS

other forms of micro-mobility to achieve similar outcomes.

That includes reducing carbon footprints, looking at things like electric bikes, cargo bikes and mopeds for these cities. People have different preferences and very often users love bikes and don’t like scooters or a user may find a moped feels safer or can go longer distances.”

Young is also looking to go beyond Europe, with ongoing discussions in the US and Canada, and schemes set to launch in Malaysia and Australasia.

The timing could not be better, as the call for more sustainable transport solutions

grows ever more urgent and micro-mobility looks set to be a key ingredient.

“When you look at it from an environmental perspective, the difference between a scooter and a car is the same kilowatt power will take a scooter 100km on what will take a car 1km,” Young says.

“We see scooters replacing cars in city centres, with some cities banning cars from city centre locations. However, it also needs to integrate with public transport.

You might have buses or trains but you need that last mile transport, and Zeus Scooters wants to be part of the innovation around micro-mobility in those cities.”

“WE WANT TO CONTINUE THAT EXPANSION THROUGH EUROPE AND SEEK TO ENTER NEW MARKETS AND CITIES OVER THE NEXT 12 MONTHS.”

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Providing Providing rental rental sharing sharing across across Europe, Europe, ZEUS ZEUS plans plans to to extend extend across across the the world. world.

Experience Experience the the difference. difference.

Contact Damian : damian@zeusscooters.com Contact Damian : damian@zeusscooters.com

www.zeusscooters.com www.zeusscooters.com

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