Issue No.81
SPECIAL FEATURE: THE POST-COVID ECONOMY
LUBAMBE COPPER MINE PROJECT
POTENTIAL IN THE COPPER BELT Exclusive interview with CEO Nick Bowen on the project's potential and the advantages of working in Zambia’s Copperbelt.
ALSO FEATURING: ANTIGUA & BARBUDA PORT AUTHORITY Preparing for the wave of the future.
FIRST E&P
A diverse portfolio & strong leadership making them the one to watch in Nigeria.
PIZZA HUT SOUTH AFRICA
Celebrating their 100th store in the sub-Saharan market.
T H E
M A G A Z I N E
W I T H
I N S I G H T
FEATURE YOUR BUSINESS CONTACT SALES & MARKETING DIRECTOR TREVOR GRETSINGER t.gretsinger@ceomediagroup.com
EDITOR’S NOTE
PROJECT MANAGERS JORDAN BOSWELL j.boswell@ceomediagroup.com ANDREW BOURKE a.bourke@ceomediagroup.com DAVID GARNER d.garner@ceomediagroup.com TIMOTHY GARWOOD t.garwood@ceomediagroup.com JOHN HOLLIMAN j.holliman@ceomediagroup.com MALVERN KANDEMWA m.kandemwa@ceomediagroup.com
FOCUS ON
ADAPTATION
GLEN NEWTON g.newton@ceomediagroup.com GARY SMITH g.smith@ceomediagroup.com NEIL STOWE n.stowe@ceomediagroup.com DAVID TAVERNOR d.tavernor@ceomediagroup.com JAMIE WAITE j.waite@ceomediagroup.com
DESIGN SCOTT ANDREWS design@ceomediagroup.com SARAH GREEN 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 2020 CEO Media Group.
You have nearly made it! In all honesty, it is hard to believe that we still have a few weeks of 2020 left. In January we published an article predicting that over the next decade we would see more people working from home. Now there are definitely more people working from home, and it certainly feels like it has been a decade.
B
ut we have seen reasons to be hopeful. Businesses are reassessing how they prioritise diversity, the shift towards sustainability and renewable technologies is happening across the board, and the lockdown has caused many companies to see the advantages of flexible and remote working, as well as drawing people’s attention to the importance of maintaining a healthy work/life balance. Meanwhile, it looks like we might finally get that vaccine, and some experts are suggesting a return to something like normalcy by the springtime. In our main feature this issue we have taken a look at just what that “normalcy” might look like, and how we can continue to rebuild following the pandemic. We have also talked to a wide range of businesses who have found ways to succeed through 2020 despite the gauntlet of challenges it has thrown at us. We speak with Beattie Passive, who tell us not only how their modular construction allows for the building of cheap, but high-quality housing, but also how they are working to combat the homelessness crisis brought on by the pandemic.
DSV South Africa has some fascinating things to say about the importance of logistics during this crisis, and Sorrel Medical has talked to us about the transformations taking place in the medical sector in response to this pandemic, and how we can prepare for the next one. 2020 is nearly done, but 2021 one is just around the corner with new challenges and new opportunities.
ON THE COVER
LUBAMBE COPPER MINE PROJECT Go to page 16.
Issue No.81
SPECIAL FEATURE: THE POST-COVID ECONOMY
LUBAMBE COPPER MINE PROJECT
POTENTIAL IN THE COPPER BELT Exclusive interview with CEO Nick Bowen on the project's potential and the advantages of working in Zambia’s Copperbelt.
ALSO FEATURING: ANTIGUA & BARBUDA PORT AUTHORITY Preparing for the wave of the future.
FIRST E&P
A diverse portfolio & strong leadership making them the one to watch in Nigeria.
PIZZA HUT SOUTH AFRICA
Celebrating their 100th store in the sub-Saharan market.
3
IN THIS ISSUE
8
13
16
30 34
40 48
EVENT
Upstream Digital Transformation Conference Europe 8th - 12th February 2021 - Online Event Virtual event for digital transformation in the Upstream Oil & Gas industry
NEWS
The Post-COVID Economy Life After COVID
LEADING ARTICLE
Lubambe Copper Mine Project Potential in the Copper Belt
8 16
AVIATION
MBJ Airports Traver Under the New Normal MDS To the Test
CONSTRUCTION
Aqaba Development Corporation The New Birthplace of Opportunity Beattie Passive Form the Ground Up - Modular at Scale
56
42
62
ENERGY & UTILITIES
CSI Energy Group Kenya Energising Kenya’s Future
68
Tennet Driving the Energy Transition
74
Turner Iceni Driven by the Wind
82
86
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Improvon Time to Rebuild
ENGINEERING
Anglo Belgian Corporation Powered by Alternative Solutions
FMCG
Bidcoro Africa Refreshing Propspects
BUSINESSFOCUSMAGAZINE.COM
ISSUE NO.81
92
Henkel Laundry & Home Care Going for the Digital Edge
100
Hybrid Poultry Farm Far from Chickenfeed
106
Transmara Sugar Company Home Sweet, Home-Grown
112 118
124 128
134 138
144
112
HEALTHCARE, HOTEL & LEISURE Pizza Hut Africa The Return of the Hut Sorrel Medical Delivering Innovation
MANUFACTURING
Aquapak Polymers The Answer to Plastic Pollution Denroy Plastics Leader in Polymer Innovation
MINING
170
Dundee Precious Metals Sharing the Rewards Rham Equipment Excited to Innovate
156
OIL & GAS
First E & P A Portfolio of Opportunities
162
92 BUSINESSFOCUSMAGAZINE.COM
PACKAGING
Morris Packaging Packaging Going Green
SHIPPING, PORT & MARINE
Adriatic Gate Container Terminal Gateway to Europe
170
Antigua and Barbuda Port Authority A Digital Port of Call
180
BW LPG A Greener Way Forward
186
Goltens Worldwide Solution-Driven Partner
192
TRANSPORT & LOGISTICS
DSV South Africa Innovating the Supply Chain
BUSINESS FOCUS MAGAZINE | 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
OPTIMIZING CHANGE MANAGEMENT STRATEGIES TO ACCELERATE THE DIGITAL TRANSFORMATION OF UPSTREAM OIL & GAS.
THE UPSTREAM
DIGITAL TRANSFORMATION CONFERENCE EUROPE EVENT: UPSTREAM DIGITAL TRANSFORMATION EUROPE WHERE: ONLINE / WHEN: 8TH - 12TH FEB 2021
8 | BUSINESS FOCUS MAGAZINE
BUSINESSFOCUSMAGAZINE.COM
EVENT OF THE MONTH
T
he Upstream Digital Transformation Conference (8th-12th February 2021) is dedicated to finding effective Change Management solutions to drive Digital Transformation in Upstream Oil & Gas. Speakers include experts in digital from Shell, BP, Eni, Equinor, Wintershall Dea, CEPSA and more.
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5 key themese, across 5 days: Culture Change: Learn how your organisation’s culture can help drive adoption, encourage innovation and get everyone working towards your digital objectives. Structural Change: Discuss how best to structure your business to promote the adoption of digital transformation while minimizing disruption and maximising engagement. Data: Understand how to drive increased trust in data, expand its application and improve decision making to maximise its value to your business.
Partnerships: See how working closely with industry partners enables you to further your digital ambitions by sharing resources and expertise Digital Skills: Explore strategies to develop and attract the competencies and knowledge that will allow you to expand your digital capabilities.
UDT EU
1
Upstream Digital Transformation Conference Europe LONDON | FEBRUARY 8 - 12
www.offsnet.com/udt-eu
BUSINESS FOCUS MAGAZINE | 9
lead wıth the leader Today, Internet is in our pockets; our virtual and real worlds are coming together. LTE offers you great potential to deliver a superior mobile broadband experience to your customers, but the stakes are high. Success in LTE means getting to market quickly, with services that offer subscribers more than what they have today, as cost efficiently as possible. With 60 live commercial LTE networks on all continents and about 50% of all smartphone traffic on LTE running through our networks, we have what it takes to support you.
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MEDITERRANEAN CONFERENCE & EXHIBITION 25 -27 M A Y 2021 R A V E N N A - I TA LY
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THE POST-COVID ECONOMY
AFTER A TUMULTUOUS AND UNEXPECTED YEAR, WE LOOK AT HOW THE BUSINESS WORLD WILL LOOK ONCE WE GET THROUGH TO THE OTHER SIDE.
LIFE AFTER COVID-19 It is now a year since the first human cases of COVID-19 were reported by officials in Wuhan City, China, last December. At the time it was not an event many people paid close attention to, but it would turn out to have a worldshattering impact, infecting over 60 million people around the world as of December, with widespread loss of life, and in the process causing untold disruption to countless people’s everyday lives.
A
t the same time, the entire global economy very nearly ground to a halt as extensive lockdown measures were put in place around the world to try and halt the spread of the virus. The hospitality and air travel industries practically shut down, and office workers everywhere learned to adapt to a life of homeworking and Microsoft Teams & Zoom meetings.
BUSINESSFOCUSMAGAZINE.COM
But now, for the first time, we are starting to see what might look like a light at the end of the tunnel. Pharmaceutical companies Pfizer and Moderna have both produced vaccines that have shown 95% protection against coronavirus in testing. Oxford University has developed another, a cheaper vaccine which interim data suggests offers 70% protection, but with
potential for that to be as high as 90% by tweaking the dose. Experts have suggested that, given appropriate distribution of an effective vaccine, we should start to see life returning to something like normal by springtime. Which means that we finally need to start thinking about just what that post-COVID world might look like from a business perspective.
BUSINESS FOCUS MAGAZINE | 13
THE POST-COVID ECONOMY
ASSESSING THE DAMAGE
academia. The group included the Chairs of BT, Rolls Royce, GSK and Orsted alongside Presidents of both the CBI and Universities UK and Vice-Chancellors from across the country. Their report argues that the Government needs to develop an industrial strategy driven by research and development, and offers a collective vision for a future driven by collaboration through research and development. In their report, NCUB made a number of key suggestions for how this R&D driven economic recovery might come about. It argues that the Government should back business innovation to help create a more resilient, competitive and productive economy by establishing a network of ‘Innovation Collaboration Zones’ across the UK which can help “level up” research and development in UK businesses. At the same time industry and academia need to be galvanised by simplifying the mechanisms to support businesses in innovation. NCUB calls for the creation of a Global Collaboration Fund that will encourage universities and businesses to pool their strengths to attract investment from businesses in the UK and overseas.
Even with a fully vaccinated population and a completely contained coronavirus, the impact of the pandemic will still be felt for a long time. The USA’s Congressional Budget Office has predicted that the impact caused the US economy alone to shrink by $8 trillion over the next decade. Meanwhile, in the UK the Rishi Sunak has announced that the coronavirus’s “economic emergency” has “only just begun”, with the Office for Budget Responsibility predicting that the UK economy will shrink by 11.3 per cent this year, the largest fall in output in over three centuries. While the growth of 5.5 per cent is expected in 2021, and the four years after that, Sunak has told the House of Commons that the UK’s economic output wouldn’t return to pre-COVID levels until Q4 of 2022, and 2025’s economy will be 3 per cent smaller than it was expected to be in Sunak’s March budget. The question for businesses is, what can they do to aid in, and if possible, accelerate this recovery?
NEW SOLUTIONS FOR NEW PROBLEMS
The National Centre for Universities & Business (NCUB), which represents a collective voice of leaders from across higher education and business, has argued that the UK’s recovery will hinge on an industrial strategy that focuses on R&D. The NCUB released the report ‘Research to Recovery: Delivering an R&D-driven Industrial Strategy’ in November, produced by an R&D Taskforce made up of senior leaders from industry and
14 | BUSINESS FOCUS MAGAZINE
“COVID-19 HAS ACCELERATED OUR TRANSITION INTO THE AGE OF THE FOURTH INDUSTRIAL REVOLUTION.”
The Office for Talent, a proposed department to oversee visas and allow business and academic centres to attract international scientific expertise after Brexit, should have a widened remit to grow and deliver domestic talent. NCUB argues for a coordinated,
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THE POST-COVID ECONOMY
cross-cutting approach to develop, upskill, retain and retrain domestic talent. Sam Laidlaw, Chair of NCUB and the R&D Taskforce said, “The Government has rightly acknowledged that research and development are paramount in the nation’s recovery from COVID-19. We rely on research to understand how COVID-19 is transmitted, for potential treatments and vaccines. The UK’s research base is also key to meeting the decarbonisation goal and keeping the UK competitive in global markets. It is therefore crucial that Government, universities and business collectively act on the report’s recommendations to build a more resilient, productive and innovative economy.”
A FRESH START
The NCUB are correct in that innovation will be an essential ingredient in the post-COVID economy. Even before the pandemic hit, the phrase on everybody’s lips was “the Fourth Industrial Revolution”, a topic that has been made more, not less relevant by the coronavirus crisis.
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“COVID-19 has accelerated our transition into the age of the Fourth Industrial Revolution. We have to make sure that the new technologies in the digital, biological and physical world remain human-centred and serve society as a whole, providing everyone with fair access,” Klaus Schwab, Founder and Executive Chairman of the World Economic Forum, said earlier this year. In January 2021 the World Economic Forum will be launching a unique twin summit to address the aftermath of COVID-19, as well as the next looming crisis, climate change. The theme of this summit will be “The Great Reset”. “A Great Reset is necessary to build a new social contract that honours the dignity of every human being,” added Schwab. Over the last year Business Focus Magazine has profiled logistics companies,
telecommunications companies, construction companies, and the truth that the pandemic has thrown light on over and over again is that the business world is an extremely interconnected organism. This is the truth that ‘The Great Reset’ is intended to address. “We have to restore a functioning system of smart global cooperation structured to address the challenges of the next 50 years,” Schwab said. “The Great Reset will require us to integrate all stakeholders of global society into a community of common interest, purpose and action. We need a change of mindset, moving from shortterm to long-term thinking, moving from shareholder capitalism to stakeholder responsibility.”
BUSINESS FOCUS MAGAZINE | 15
Nick Bowen, CEO, Lubambe Copper Mine Project.
LUBAMBE COPPER MINE PROJECT
WE LEARN ABOUT THE VAST POTENTIAL OF THE LUBAMBE COPPER MINE AND THE ADVANTAGES OF WORKING IN ZAMBIA’S COPPERBELT.
POTENTIAL IN THE
COPPER BELT PROJECT MANAGED BY: JOHN HOLLIMAN
As the technological revolution rolls along, copper is becoming an increasingly important material. It’s essential for electronics and the growing trend towards electrification in power generation and transport. That rising demand is something the copper mining industry will have to work hard to meet.
“I
f there was an orebody like this that was easy to mine it would already have been exploited!” CEO Nick Bowen says of the Lubambe Copper Mine Project. “Nowadays copper’s turning up either in places where nobody wants mining to occur, or where there are technical challenges to extracting it.” While Lubambe is a project that faces challenges, local opinion is not one of them. “Neighbouring communities in Zambia’s copper belt love & want mining,” Bowen says. “It’s not like places where mining companies are struggling to get approval. We’re welcome to be there.”
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Lubambe is one of the newer mines in the Copperbelt. It was constructed in 2010 and came into production in 2012. “Unlike a lot of other Copperbelt mines which have been around for 50, 60 or 70 years it’s a new operation,” Bowen says. “Until 2017 it was owned by Vale International and African Rainbow Minerals. In 2017 the foreign partners decided to sell out and that’s when EMR Capital became the 80% shareholder, a specialised mining private equity firm that operates around the world, focusing on existing operations with potential for improvement and expansion.”
Lubambe’s an underground mining operation with a 2.5 million ton per-annum concentrator, capable producing 40,000 tons a year of copper equivalent. “We produce a 45% grade concentrate which we then take to various local smelters to smelt into copper,” Bowen says.
DELIVERING POTENTIAL
The quality of the concentrate that can be processed at Lubambe is only one of the reasons it was such an appealing prospect for EMR Capital. “I think probably the attractiveness of Lubambe to EMR Capital was in the fact that the mine has never delivered its full potential,” Bowen reflects. “It has underperformed since it was constructed, for a number of operational and technical reasons. The appeal for EMR Capital was to overcome those issues and increase production.”
BUSINESS FOCUS MAGAZINE | 17
Iron Cove Global is an international executive search and recruitment consulting firm, focused on the source and selection of industry leaders and technical professionals into global mining and resource projects. Our mission is to provide high calibre talent attraction and recruitment support, partnering with hiring organisations to unlock access to the industry’s most sought after professionals, ultimately providing a competitive edge in the industry. We aim to service the mining and resources sector using our trusted links to the sectors leading mining organisations and high performing industry professionals. Our business focus lies solely within the mining & resources industry, spanning the below-listed disciplines:
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Overtime, ICG has provided services to mine operators, developers and explorers active across Africa, Asia, Australia, Europe, North America & South America.
“For numerous years, we have enjoyed assisting businesses who are developing and operating mining projects in Africa. We see the continent as a critical pillar of global resources supply both now and for countless decades ahead. As a result, we look forward to continuing to support mining organisations in their pursuits of turning new production online safely and sustainably, whilst giving back to the communities in which they operate.”
Our Services
Dan McComb, Director – Iron Cove Global
Standard Permanent Placement Standard source and selection of professionals for permanent positions, ranging from technical engineering to middle or senior management levels, either on contingent or retained basis. Executive Search Retained executive search solutions, involving research, mapping, identification, source and selection for industry leaders in specified executive and non-executive positions. Short Term Contract Execution of hiring services for shorter term roles, normally ranging from 3-12 months. Candidate Representation Partnering with job seekers in the industry, facilitating introductions to suitable employers in the global market.
Iron Cove Global Pty Ltd Sydney, Australia
www.ironcoveglobal.com
Phone: +61 2 8005 7377 Email: info@ironcoveglobal.com
Manufacturers of Grinding Media, Casting products and Industrial Oxygen & Acetylene ABOUT SCAW LIMITED SCAW Limited is one of the largest provider of high quality grinding media and Iron & Steel castings in Zambia, as well as in the Central and Southern African market region. The company was founded in 1960 and has a work force of over 700+ employees. SCAW Limited’s Quality policy and Objectives are anchored by an effective and maintained Quality Management System (ISO 9001:2015) certified by BSI since 2018. The Quality Management System has been a tool used to support continual Improvement to meet and exceed our customers’ needs and expectations. SCAW has a production capacity in excess of 36,000 tons of grinding media per annum and 1,800 tons of castings per annum. The company vaunts of the following product portfolio: • Hammer forged & High Chrome Grinding Media. • Plain Carbon, Low, High Alloy Steel & Iron Castings. • Machining and Fabrication Services. • Industrial Gases: Oxygen and Acetylene PREMIUM PRODUCTS 1. HAMMER FORGED & HIGH CHROME GRINDING MEDIA SCAW produces 125mm hammer forged mill balls. These are mainly used in SAG mills during the grinding of ore. We also produce high chrome grinding media with 11% to 27% Cr in 35mm to 100mm diameter, which are used for grinding ore. All our products are manufactured under strict quality control procedures, which include optical emission metal analysis for achieving the desired chemical composition, hardness, and microstructure tests or analysis. The 125mm hammer forged and high chrome mill balls are hardened, (oil / water quenched) and tempered so as to achieve the best microstructure within the metal, which makes it tough and wear resistant. Our stringent quality control procedures and processes ensure minimum defects in our products, which meet international standards. To attain the above quality objectives, SCAW has installed state of the art quality control facilities such as; • Optical Emission Spectrometer Metal Analyser. • Brinell and Rockwell testing machines. • Metallurgical Microscope. • 400 kN Universal Testing Machine (tensile testing & bend testing). • Dye Penetrant and Magnetic Particle Inspection non-destructive test methods, etc. 2. STEEL, ALLOY AND FERROUS ALLOY CASTINGS SCAW also produces various grades of castings, which meet international standards. The company has in excess of 20,000 each patterns built over the last 50 years for almost all parts of the plant used by the mining and other mine related industries with production capacity of 150 metric tonnes of castings per month. We also produce castings in low and high alloy steels including austenitic manganese steel, white CI (cast iron), and grey CI and other low and high alloy CI up to 3.5MT single piece weight. Some of the fast-moving castings are rod and ball mill liners, primary and secondary jaw crusher liners, crane wheels, trunnion liners, bend pipes, base plates, stack base liners etc. 3. INDUSTRIAL GASES-OXYGEN AND ACETYLENE SCAW also produces 10,000 oxygen gas cylinders per month holding 10.69kg at a filling pressure of 150 bars and purity of 99.5%. 900 acetylene gas cylinders per month holding 6.689 kg and a filling pressure of 22 bars at 99.7% purity.
SCAW LIMITED 1316 Dr. Agrey Avenue Heavy Industrial Area PO Box 20418 KITWE, ZAMBIA
Tel: +260 212 213933 / 213541 Fax: +260 212 215432 Email: info@scawzltd.com scaw@scawzltd.com
www.scawzltd.com
LUBAMBE COPPER MINE PROJECT
The project boasts a very large mining lease of 228 square km, which includes Lubambe’s existing mine and its 70 million tons of 2% copper ore. But this is only the tip of the iceberg for EMR Capital with the mine recently completing an advanced concept study on its world-class Extension project. “The Lubambe Extension Project focuses on a resource with 250 million tons of ore at 3.65% copper, 0.5% cobalt, and that resource is open in two directions,” Bowen says excitedly. “We’ve only explored 30% of the mining lease. So, it fits EMR’s objectives in that there is an existing mine that can be improved and potential for new development to bring a new mine online. It is the largest high-grade undeveloped copper orebody in the world.” The project’s updated resource statement estimates it holds 9 million tonnes of copper, making it world-class. The new ore body is situated roughly 6km south of Lubambe’s
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existing mine, at depths of over 1,000m but contained within Lubambe’s existing 228 sq. km mining license. The new Extension is ambitious, involving the sinking of new shafts and conveyor declines, and the development of a new underground mine that will have initial production of 90,000 ton per annum of copper (in concentrate) which will then expand to 160,000 tons (in concentrate). This mine has an initial estimated lifeof-mine of 30 years with the potential for further exploration to yield many more years of life, extending the life of the Lubambe project as a whole beyond 2050.
WORLD-CLASS METHODS
But as Bowen rightly pointed out, if it was easy, everyone would do it, and this project comes with its own challenges. Firstly, Bowen is keen to leverage the expertise he has gathered working on mining projects around the world.
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LUBAMBE COPPER MINE PROJECT
“NEIGHBOURING COMMUNITIES IN ZAMBIA’S COPPER BELT LOVE AND WANT MINING. IT’S NOT LIKE PLACES WHERE MINING COMPANIES ARE STRUGGLING TO GET APPROVAL. WE’RE WELCOME TO BE THERE.”
BUSINESSFOCUSMAGAZINE.COM
BUSINESS FOCUS MAGAZINE | 21
Focused. Inspired. Motivated.
ENGINEERING, MINING, CIVIL & CONSTRUCTION WORKS
Micas Investments Limited offers a comprehensive service package to the mining and construction industries. With much experience and diverse service provision range, Micas Investments limited is able to provide solutions that fulfil related service, to suit the requirements of its customers irrespective of distance and location by using a well coordinated network of employee expertise and equipment to serve its customers efficiently and effectively. These services range as follows: • Plant & heavy duty equipment hire • Rehabilitation of road works • Construction of drainage systems, bridges & dams • Earthworks and haulage
A thorough review system ensures that every service meets the following for utmost customer satisfaction: • Increased Uptime • Optimized Performance • Lower Costs • Environmental Protection
Our focus is to lower our customer’s total operating costs to increase the value added benefits of using our services.
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Micas Investments Limited 531 David Kaund Rd, Light Industrial Area Chingola, Zambia Tel: +260977800700 / +260955800600 Email: micas@zamtel.zm www.micas.co.zm
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Timaja Ent Ltd is specialised in Diamond Drilling Services. The Company Acknowledges that Safety, Health and Environment and Quality is our responsibility and an integral component of our Business. As such, the Company is certified in IMS (Integrated Management System) COMPRISING; ISO 9001:2015 QMS (Quality Management System), 14001:2015 EMS (Environmental Management System), & 45001:2018 OHSMS (Occupation Health Safety & Management System) and discards the obsolete Safe Working Procedures and replace with the updated ones to suit the international Standards. Head Office: Sabina Junction, Off Mufulira road Plot No.: Sub E/S1/S5/Lot 542/M, Kalulushi P.O.Box 22910 Kitwe, Zambia Tel: +260 965 311 291 or +260 965 511 654 Email: timajaenterprise@yahoo.com
www.timajadrilling.com
GMS was formed with the purpose of providing full “turn key solutions” to our clients, this includes maintenance and full product support. After sales support is high on our list. Our product portfolio includes top quality brands: • ABC Venitlation Systems • ABC “ToughVent” surface & underground fans • AMS Haden Instrumentation &. Mining Services • CDC Dust Filtration & Extraction Systems
Contact No. +260 965 900551 Email: sales@goramining.com
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SOUTH AFRICA
With our dedication and rich industrial experience, MAISHA CATERING SERVICES offer various services in the domain of: • Industrial Catering • Remote Site Catering • Institutional Catering • Outdoor & Event Catering • Camp Management • Food Stuff Trading • Customized Allied Services Industry Sectors: • Mining Supply & Machining • Power Generation • Civil Works & Construction • Agricultural & Environmental Consultancy • Education & Health MAISHA ZAMBIA TRADING LTD. 3754 Kariba Rd, Kitwe ZAMBIA Contact No: +260 964748623 Office No: +260 212212054 Email: sales@maishazambiatrading.com
www.maishazambiatrading.com
BUSINESS FOCUS MAGAZINE | 23
LUBAMBE COPPER MINE PROJECT
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LUBAMBE COPPER MINE PROJECT
“When it comes to underground mining in Zambia generally, I’ve worked all over the world and Zambia needs to move up the productivity curve,” he admits. “It’s been a little bit isolated from what’s happening in the rest of the world. It’s not unique in that, but places like Canada and Australia have improved in underground mining. That’s what we’re bringing to Lubambe as the new shareholder, those new modern mining techniques.” Applying these methods to Lubambe’s active mine has already yielded positive results, as Bowen proudly points out, “In the three years we’ve been involved, the number of tons mined at Lubambe has increased 60% from what it was when we took over. Per month tons have gone up. It was a challenge to mine, but we’ve been able to bring in expertise, and training to lift productivity.” The particular technical challenges Lubambe presents are due to the depth of the mine, and the presence of water there. “The existing mine is 500 metres deep, and it’s wet, but with the extension project the orebody doesn’t begin until 1000 metres below the surface,” Bowen explains. “It’s not something that’s not done elsewhere in the world, it’s technically feasible. The mine’s deep, it’s not hot, but it is wet. So pumping is of real key importance.”
SAFETY FIRST
The benefits of this project are clear. As a multi-billiondollar capital investment, it will
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create approximately 3,500 jobs for Zambians throughout its life, from construction to production. Aside from the jobs created by direct employment, local businesses are set to benefit as opportunities are created for local suppliers, with Lubambe planning to source as much equipment and materials as possible from Zambia. At the same time, Lubambe’s CSR Programmes orchestrated under the Extension project are focussing on key areas including agriculture, infrastructure, education and health. Through Corporate Tax and Mineral Royalty, Lubambe will also contribute significantly to Zambia’s economic growth. But for Bowen, all of these benefits come secondary to the safety of the people working on his site. “Lubambe had a good safety record when we arrived but we’ve significantly improved it, bringing in more modern and global practices but also getting people to understand we won’t accept unsafe performance,” Bowen says clearly. “We’re fatality-free since the mine started, which is unusual in Africa. We’ve also had only one lost-time accident in the last 21 months, which is unheard of in underground mining in Zambia.” As the leader of the company, Bowen believes he has a special responsibility to ensure that safety is the number one priority of everybody who works under him. “We’ve done a lot of work on safety, mines rescue and getting our workforce to understand we’re very serious about it,” he says. They’ve taken to that challenge and opportunity and embraced it. It’s a really safe mine and the envy of quite a few people. And it will be the same approach when we get to the Extension. I’m CEO and
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AMC CONSULTANTS
AMC successfully manages Lubambe’s complex study
“
We are very pleased with the outcomes of the Lubambe Extension FEL1 scoping study that was undertaken by a large team of client personnel and specialist industry consultants. AMC did an excellent job of managing a complex technical program and delivered the study on time and to a high standard. AMC’s expertise in underground mining studies has been a significant factor in moving the project forward. We look forward to continuing to work with AMC as the Lubambe Extension project takes the next steps towards development.
“
- Nick Bowen, CEO and MD at Lubambe Copper Mine Limited
amcconsultants.com
SALAMANDER BUSINESS SERVICES ensuring your success
AMC SUCCESSFULLY MANAGES COMPLEX STUDY FOR LUBAMBE AMC Consultants (AMC) recently led and contributed to a comprehensive and rigorous FEL1 scoping study process to advance the potential development of the deep and challenging, high-grade copper resource at the Lubambe Extension project. The study identified potentially viable project options, outlined the programs required to further investigate the key areas of risk, and established a baseline for the further development of the project. “Few studies in AMC’s experience have been as complex at an early stage of planning. Success required extensive planning, collaboration, excellence, solid work, and perseverance”, said Principal Mining Engineer, Leo Dawson from AMC, who managed the study on behalf of the owner. Whilst Lubambe provided a clear vision, the study team took ownership of identifying and controlling the risks and maintaining the work to a high standard. Most importantly, the team kept an understanding of the limitations of the available data at all times, providing a clear definition of further work required, and contributing to the progress of the project into feasibility stages and advanced development, if appropriate. An established study structure, open and cloud-based communications, regular progress reporting, and group project reviews all contributed to delivering a robust technical outcome. “AMC looks forward to seeing the exciting Lubambe Extension project continue to be defined to a high standard in the feasibility study stages as the project progresses towards full development,” said Mr. Dawson. www.amcconsultants.com
SALAMANDER Nick Bowen: “One of the first challenges we had at Lubambe was to address the mine’s supply chain and spares warehousing. The level of spares we inherited was excessive and the purchasing of mechanical supplies was erratic and lacked systems. We were over stocked with slow moving and obsolete items but were out of stock of spares critical to the operation. To address this issue, we engaged Salamander Business Services to analyse and assess the situation at Lubambe. Its Principal, John Sestan visited site and undertook a detailed assessment of the problems. John has a long history building business plans and leading transformations of assets within the mining sector. In our case John was able to work with the Lubambe team to arrive at a detailed plan to transform the on site warehousing and ordering functions. He brought experience and maturity to the team immediately post implementation when our resources were overly stretched.
• Corporate advisory and management consulting • Supply chain efficiency • Optimising working capital – cashflow management • Feasibility studies - new mines and expansions
• Interim/ temporary CFO • Acquisition, due diligence and post-acquisition business integration/ separation • Commercial negotiations • Board representation • John Sestan, principal & CEO
T: +61 408 109 052 E: john@sestan.com.au E: john@sestan.com.au T: +61 408 109 052 WWW.SESTAN.COM.AU
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Rather than just leave the plan on our desk we insisted John commenced implementation of the plan while helping build capability within Lubambe to ultimately take ownership of the project. He enthusiastically engaged with Lubambe staff and our suppliers to completely reset our processes. Within 9 months we saw a dramatic reduction of our on site spares, lowering our purchases and selling items that were obsolete to our needs. The reduction in working capital released cash which far exceeded the cost of the exercise and helped Lubambe weather the trough in copper prices we experienced late in 2019. Once the project was well established, with the help of processes and analytical tools provided by John, we reverted to our Lubambe team to complete the work.” We would enthusiastically recommend Salamander and John to other Mining operations seeking strong support and leadership in support of major operational transformation. john@sestan.com.au
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LUBAMBE COPPER MINE PROJECT
if it’s not safe I don’t want to do it. It’s an ethos across our management team.” The big safety challenge facing Lubambe this year, as well as mining projects and other businesses around the world, has been the COVID-19 pandemic. “We live with it every day,” Bowen confesses. “I think we had a bit of a head start because our mines in other parts of the world were encountering COVID earlier than Africa did. It was quite late getting to Africa and I think most mines took a proactive approach to say ‘Let’s start our controls early before we have any COVID.’ We haven’t been immune to it, we’ve got 2,000 people working at the mine, it’s a big workforce. We’ve had very strong protocols in place since March including strong social distancing, strong hand hygiene, wearing of masks and everyone is checked for temperature and health as they arrive for work each day.” So far, Lubambe has seen 80 cases of COVID-19, 79 of whom had already recovered when we spoke to Bowen. “The majority didn’t know they had it, it was found through random testing,” Bowen says. “We’ve had no one seriously sick from it- we’ve been very fortunate and our controls have assisted in that. So, when it comes to health and safety, we’re very comfortable but know we’ll have to live with this for quite a while.” While the staff have been safe, COVID-19 has introduced other challenges, particularly with regards to the restrictions on travel that have been put in place. “Some supply routes have slowed down, so we’ve had to order well in advance and with suppliers looking at carrying higher levels of stock,” Bowen says. “But there have been no interruptions of operations.”
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“LUBAMBE HAD A GOOD SAFETY RECORD WHEN WE ARRIVED BUT WE’VE SIGNIFICANTLY IMPROVED IT, BRINGING IN MORE MODERN AND GLOBAL PRACTICES BUT ALSO GETTING PEOPLE TO UNDERSTAND WE WON’T ACCEPT UNSAFE PERFORMANCE.” PATH TO PRODUCTION
Lubambe’s existing mine only has a ten-year life-of-mine ahead of it, but Bowen still believes its best days are ahead.
“We’re still on a ramp-up phase with the existing mine. We’ve another 20-30% increase in productivity to occur and another round of improvements at the moment,” Bowen says. “That’s about opening up additional areas, we’re being more efficient, introducing more mechanisation. That’s all happening over the next 12 months. We’re comfortable where we’re heading. The existing mine has a life of another ten years. It’ll get to producing 35,000 tons of copper a year for the next ten years. But our real focus is the Extension project.” The next steps for the Lubambe Extension Project are clear. The pre-feasibility study needs to be complete and necessary technical and environmental approvals from
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LUBAMBE COPPER MINE PROJECT
“WE’VE HAD GREAT SUPPORT FROM CONTRACTORS, SUPPLIERS AND CONSULTANTS BOTH IN ZAMBIA AND INTERNATIONALLY.” the Government and other key stakeholders obtained. If these can be completed, it presents an opportunity to ensure the mine is approved and constructed in the shortest time possible. Talking with Bowen it’s clear he’s very excited about creating a world-class mine at a time when copper demand is increasing. “We’ve completed what we call the advance concept study, $55 million on exploration drilling and studies. We’ve proved a viable operation, which will ultimately be processing 5 million tons a year of ore and 160,000 tons of copper equivalent,” Bowen says. “The current expected mine life is 30 years but 50+, taking into account unexplored territory. Clearly, the next phase is to do the final feasibility studies, final design with a target to get investment approval in the second half of 2022 and start constructing in 2023. That’s our key focus- to take this from a concept to an operating mine.” Throughout this process, from the very beginning to the days still to come, Bowen has been grateful to the country, people and businesses that have made the Lubambe project possible. “There’s always press about Zambia and mining but some of is quite negative. From my perspective what we have here in this country is that it’s a mining country. There are a lot
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LUBAMBE COPPER MINE PROJECT
of undeveloped ore bodies and additional exploration potential, and for the companies that want to be here there’s the opportunity, develop new mines and the government is working with us to make that happen,” he says. “We’ve had great support from contractors, suppliers and consultants both in Zambia and internationally. They’ve all helped us make the transformation from an underperforming mine to one that will soon be performing very, very well They’ve been supplying goods and services, resolving technical issues. All our suppliers and contractors have really worked well with us and we appreciate that. The people are extremely friendly and it’s a safe country which is important for investors, and the life of these ore bodies and the grades they offer is very attractive. There are challenges to work through but with both copper demand and copper production to fill the gap between supply and demand that’s going to make this an attractive location to invest in.”
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Shane Munroe, MBJ Airport’s CEO.
MBJ AIRPORTS
WE LEARN HOW MBJ AIRPORT IS USING THE LOW-TRAFFIC PERIOD FOLLOWING THE COVID-19 PANDEMIC TO HELP REFURBISH AND EXPAND SANGSTER INTERNATIONAL AIRPORT.
TRAVEL UNDER THE NEW NORMAL PROJECT MANAGED BY: JOHN HOLLIMAN
MBJ Airports Limited (MBJ) is responsible for operating the Sangster International Airport (SIA), the main airport on the island of Jamaica. MBJ Airports Limited is formed by the partnership between two companies, Desarrollo De Concessiones Aeroportuarias S.A. (DCA), a subsidiary of Mexico-based Grupo Aeroportuario del Pacifico (GAP), with a 74.5% interest, and Vancouver, Canada-based Vantage Airport Group, with the remaining 25.5%.
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BJ has operated the Sangster International Airport since April 2003 under an agreement with the Government of Jamaica. Since its inception, the airport has undergone significant expansion of the infrastructure and marked improvements to both the facility and operation of same. As evidenced by the numerous awards and recognitions received, the Sangster International Airport is certainly considered one of the best in the Caribbean and among the top ten airports in the world,” says Shane Munroe, MBJ Airport’s CEO. MBJ Airport’s strategy for managing Sangster International is built on making the travel experience of the passenger the main focus. “The level of hospitality services offered at the Sangster International Airport has been so impressive, that for 12 years consecutively, the World Travel
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Awards, bestowed on our facility the much-coveted title of The Caribbean’s Leading Airport. Further to that, the Conde Nast Traveller Reader’s Choice Awards has placed Sangster International as the fifth Best Airport in the World for 2020,” the CEO commented. The airport serves as a vital gateway for the island’s tourism sector, as well as other international travel. When we spoke with MBJ last year they reported footfall of 4.7 million passengers a year, expecting to cross the 5 million passenger threshold within the next 12 months.
AN OPPORTUNITY TO GROW
MBJ Airports Limited has been engaged in an extensive programme of expansions and refurbishments to serve its growing customer base. “Before COVID-19, our airport saw approximately 5% growth per year in passengers and as with any growing organization we
have had to make adjustments to meet the influx of new and repeat passengers. Over the last few years, there have been extensive modifications to the airfield with 26 million USD spent on the resurfacing of the taxiway and aprons,” Mr Munroe says. “Skilled craftsmen were recently contracted to undertake a special project to renovate ceiling, lighting, and flooring fixtures located in public and restricted areas throughout the airport. The restrooms received special attention with the introduction of a new design standard that was both aesthetically appealing while remaining practical in its basic function. There is a sense of pride felt by all involved after additional upgrades were successfully made to jet bridges, self-service kiosks and other vital infrastructure at MBJ. The company is relentless in its pursuit of establishing a facility that meets and even surpasses global standards of excellence in all areas.” “We are quietly involved in other projects which are geared towards the new expansion of structural amenities and the overall enhancement of the passenger experience,” remarked Mr Munroe.
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MBJ AIRPORTS
Similar to other airports, traffic through Sangster has not been as high as hoped for, as a consequence of international events. “We cannot and should not avoid having a conversation about the effects of the COVID-19 pandemic on local and international economies. MBJ has not remained unscathed during this very difficult time. There has been a marked reduction in the number of passengers that traverse the airport and as such the traffic rates have been adversely impacted. The economic downfall unfortunately is mirrored in the reports of our stakeholders and other businesses that operate at the airport,” Mr Munroe points out. MBJ Airport has taken steps to deal with the consequences of the pandemic.
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“We have adjusted our operations to economize in all departments while maintaining the delicate balance between operational costs and the traffic level,” Mr Munroe explains. “The CAPEX investments remain a priority and there is constant communication and teamwork with our stakeholders to ensure that during this crisis MBJ remains a viable enterprise.” Historically, there is a recurring challenge for airports attempting to modernise or revamp their facilities while still keeping the airport operational. As with any forward-thinking organization, MBJ has brainstormed innovative ways of using the reduction in traffic caused by the COVID-19 pandemic to improve the Sangster International Airport. “Some of the aforementioned Capex Projects that would otherwise have been disruptive
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MBJ AIRPORTS
are now made possible because of the downturn in activity, which has allowed for the execution of the Departures Expansion Project, one that is currently in progress,” Mr Munroe says. An airport is more than runways and check-in terminals and the Sangster International Airport would be unable to function without its talented and experienced staff, almost entirely drawn from the local community. “Fortunately for MBJ, when the airport was privatised there was an emphasis on the development of local talent. Jamaicans who have received the highest levels of training are integral members of key departments in the company, with many occupying senior positions,” the CEO tells us.
AN AIRPORT FOR A NEW AGE
Talking with Mr Munroe it’s clear that, beyond the current crisis, he has big plans for Sangster International Airport. He foresees the airport consolidating its role as a travel hub and tourist experience while adapting to the new status quo.
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“Moving forward, postCOVID-19 we intend to introduce new technologies for the airport to be wellpositioned for the new normal,” MBJ’s CEO says. “COVID-19 will push the digital transformation of the airport business. The passenger experience needs to be as seamless and frictionless as possible, so we’re looking at e-gates, biometric processing and off-site check-in. These technologies will be implemented and upgrades made to our security screening equipment, which would result in increasing the speed with which passengers are processed. Significant investments are being made currently in our Departures area, where an additional 4,000 square metres of renovation is being undertaken. This modern, more extensive airport will offer better seating, lighting, new exciting retail offerings, all vital to travellers having a memorable experience while enjoying their last moments on the beautiful island of Jamaica.” At the same time, Mr Munroe is also taking into account potential future issues.
“We are living in unprecedented times, where there is a strong debate on the adverse effects of Climate Change. Our organization has made a conscious effort to be a part of the solution.” “There is a high level of focus on renewables and reducing our carbon footprint. Consequently, there has been an investment in a solar PV plant. One MW of solar installation will be achieved this year and an additional two MW’s has been projected for next year. This will offer the dual benefit of a decrease in operational costs from a business standpoint and carbon emissions from an environmental perspective” he says. “Next year, a multi-milliondollar project is earmarked to extend the runway of the Sangster International Airport by 480 metres bringing it to 3,070 metres in total. This will provide additional safety to the users of that integral area,” says Mr Munroe. MBJ’s CEO concluded that “MBJ is committed to providing quality service, the improvement of operations and the overall passenger experience.”
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MDS
MDS’S ENGINE TESTING CENTRES ARE ASTOUNDING FEATS OF CONSTRUCTION & ENGINEERING.
TO THE TEST PROJECT MANAGED BY: TREVOR GRETSINGER
MDS was founded in Canada in 1985, growing out of a construction company founded by a German immigrant named Hans Odoerfer. He began working on construction for military hush houses, noise-suppressed facilities used for testing aircraft systems for the Canadian military.
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MDS
“A
s things evolved, he was asked if he was prepared to take over the test systems and in the pure entrepreneurial spirit he said ‘Yeah, sure! What could go wrong?’,” laughs Simon Arbuthnot, Chief Operations Officer of MDS. Today MDS constructs facilities for the testing of jet engines and their subsystems while providing services in the same space by operating, supporting and maintaining
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these facilities. It’s work that has seen MDS go on to collaborate with the leaders in the sector and drive growth, most recently through the acquisition of a company called AneCom AeroTest GmbH in Germany, which has the facilities and expertise for testing jet engine fans and compressors, as well as designing and building test rigs. “Originally, AneCom was a joint venture which included Rolls-Royce, where we designed and built the facility and secured
local funding in Germany,” Arbuthnot tells us. “Last year we bought out the Rolls-Royce share and the investment share, so it’s owned entirely by MDS and the company management.”
AN IMPRESSIVE TRACK RECORD
This is the latest addition to an already impressive track record that began with MDS’s first major test facility, built in Morocco for Royal Air Maroc in the early 1990s. That facility is still operational today.
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Cooling & Lubrication Systems
Turnkey Solutions - Design, Manufacture & Installation Specialists Lubrication - Heavy-duty grease systems, oil recirculation systems, conveyor & chain lubrication systems, light-duty oil systems and Total Lubrication Management. Cooling - Hydronic Modules, Dry Air & Adiabatic Coolers, Air & Water Cooled Chillers, HVAC, Heat Recovery, Free Cooling & Bespoke Design Solutions.
“Facilities we build have very long lives, contractually guaranteed for 25 years but potentially able to last up to 50 years,” Arbuthnot points out. “Test Bed 80, which we’re currently building for RollsRoyce in Derby is the biggest test facility in the world, able to accommodate up 150,000 lb of thrust engines, supporting the development of the Rolls-Royce range of Trent engines and the Ultrafan demonstrator engines.” The facility is a development facility, able to perform the complex, technical testing necessary to demonstrate newly designed engines are meeting regulations. These facilities are the most complex, with an emphasis on gathering as much data as possible. “You’ll be measuring tens of thousands of parameters,” Arbuthnot reminds us. “For testing jet engines and development facilities I’d consider MDS to be the number one in the world. Everyone’s
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www.bijurdelimon.com +44 (0)1432 365000 info@bijurdelimon.co.uk
aware of the civil aviation applications but we also work with gas turbines for the industrial and military aviation sectors, as well as powering ships for marine.” With a résumé like that it’s easy to see why MDS has become the go-to name in the sector. “We often find ourselves on the critical path of multi-milliondollar jet engine development programmes. We’re able to do this because we have built a long-term relationship with long-term trust,” Arbuthnot says. “As a result of this, we’ve been fortunate to have the opportunity to build facilities for customers around the world. These include facilities that we have built for Rolls-Royce, such as Test Bed 61 in Germany and two facilities at the John C. Stennis Space Centre in Mississippi, USA.” As well as their track record, MDS also leverages its strong relationships with client companies.
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MDS
“FOR TESTING JET ENGINES AND DEVELOPMENT FACILITIES I’D CONSIDER MDS TO BE THE NUMBER ONE IN THE WORLD. EVERYONE’S AWARE OF THE CIVIL AVIATION APPLICATIONS BUT WE ALSO WORK WITH GAS TURBINES FOR THE INDUSTRIAL AND MILITARY AVIATION SECTORS, AS WELL AS POWERING SHIPS FOR MARINE.”
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“When we work with OEMs such as Rolls-Royce or Pratt & Whitney, we work with them for a number of years. A lot of the people there we come to know very well and it’s all about developing long-term relationships and developing trust,” Arbuthnot emphasises. “We’re a private company, management-owned, which presents challenges but also real benefits. We can make the right strategic decisions longterm for the company. We really think about doing the right thing in the long term for all of our stakeholders and ultimately this should benefit MDS. We need our customers to be delighted by what we have delivered so that it is an easy decision to come back to us in the future. The facilities that we build represent a very significant investment for our customers. Given this level of investment, we foresee more partnerships and collaboration in the industry to help develop business cases that make sense. We’ve already demonstrated that we can be flexible and creative in developing commercial solutions that drive real value for our customers and we are keen to continue developing these solutions.” Sometimes these projects can involve finding unorthodox solutions to common industry challenges. “We’ve built a facility in Thompson Manitoba, used for icing testing,” Arbuthnot says. “One of the areas of certification is testing in icing conditions. This used to involve chasing weather, flying after storms to get icing conditions or testing in very expensive facilities that create conditions for icing. We realised in Thompson Manitoba, 750km north of Winnipeg, they have over 200 days a year of icing conditions. So we talked
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MDS
to leaders in the industry, built it for them and now operate that facility for them.”
THE RIGHT ATTITUDE
As to how MDS has built such a track record, Arbuthnot puts it down to three key ingredients. “We boil it down to three things, our knowledge, agility and attitude,” he says. “We’re subject matter experts across all aspects of everything we do, from mechanical engineering, aerodynamics and acoustics, fluid systems instrumentation and controls to software design. We have a global supply chain we leverage regularly, we’ve proved we’re knowledgeable, we’re agile enough to move quickly and adapt. There is a lot of customisation required
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with a development facility so we regularly use a two-stage process. Phase one is we work with our customer to develop a specification together. For Test Bed 80, Rolls-Royce had a number of fundamental requirements. We sized the testbed and designed the features and by the end of phase one, we were able to give them a fixed firm price. That level of collaboration and teamwork reduces the risk for both parties so it’s a win-win approach. We’re also able to agree on the level of technology required to future proof the facility for the long term.” Of those three ingredients, the attitude might be the most essential, and it is at the forefront of Arbuthnot’s mind when recruiting.
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MDS
“IT’S NOT ENOUGH FOR OUR CUSTOMERS TO GET A FANTASTIC WORLD-CLASS FACILITY. THEY HAVE TO ENJOY THE PROCESS OF WORKING WITH US.” “Attitude is one of the things I emphasise to my team. It’s not enough for our customers to get a fantastic world-class facility. They have to enjoy the process of working with us,” he says. “We work hard to recruit the right people. It’s not hard to find people with the technical know-how but we also need them to have the right attitude. We do additional testing beyond the technical to understand their preferences, styles and behaviours.” Looking forward, Arbuthnot believes these qualities are really going to allow MDS to take flight. “We do projects all around the world. We don’t have any customers in Ottawa where we’re based but it’s useful
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to be close to the Canadian government and their agencies such as Commercial Corporation of Canada (CCC) and Export Development Canada (EDC),” he tells us. “We execute very large projects, which can require an investment of up to £90 million. That is very significant for us in terms of revenue. CCC effectively provides a parent company guarantee on behalf of the government of Canada, based on their trust of us. EDC also supports us with a wide range of financial tools, which may not otherwise be available to a company of our size. Both of these organisations are key partners in helping us to do work around the world. We see
a lot of developing countries investing heavily in gas turbine technology. They see value in investing in that technology and the spin-offs that come with it, which can lead to other areas. So generally it’s good for their economies. We also see the established OEMs looking to develop their capabilities further, particularly in the fields of clean combustion, clean fuels, a lot of activity around electric flight and work on electric and hybrid-electric facilities. We are actively developing our capability in this space and have secured funding to take that further forward as well, positioning ourselves for these new technologies.”
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AQABA DEVELOPMENT CORPORATION
AQABA DEVELOPMENT CORPORATION IS DOING VALUABLE WORK IN TRANSFORMING AQABA INTO THE HOME OF INVESTMENT FOR THE 2020S.
THE NEW BIRTHPLACE OF OPPORTUNITY PROJECT MANAGED BY: GLEN NEWTON
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AQABA DEVELOPMENT CORPORATION
Aqaba Development Corporation (ADC), the central development arm of the Aqaba Special Economic Zone Authority, was launched in 2004. ADC is owned by the Government of Jordan and Aqaba Special Economic Zone Authority and is mandated to build new infrastructure and required superstructure, expand existing utilities, create necessary business enablers as well as manage and operate key facilities for ASEZ. As the corporation owns the Zone’s ports, airport and strategic parcels of land, as well as the development and management rights for these assets and key infrastructure and utilities, its portfolio ranges from transportation, logistics and services to tourism, education, health, and industry. ADC has successfully formed several public-private partnerships with internationally renowned operators to key strategic utilities. A private shareholding company, ADC PPPs include BOT contracts, joint ventures and other contractual frameworks.
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“A
DC’s main PPPs in Aqaba include Aqaba Container Terminal(ACT), Aqaba Ports Marine Services Company(APMSCO), Aqaba Air Cargo Terminal(NAS), and Aqaba Logistics Village(ALV), Aqaba National Real Estate Project and many more. Such partnerships have significantly enhanced the services these facilities can provide, building capacity on both the institutional and employee levels through the transfer of knowledge and international experience while generating revenue for ADC and its partners.
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Project Main Purpose The Project aims to establish, build, and operate storage tanks for the purpose of providing storage services dedicated to Crude Oil, Oil products and Vacuum Residue.
Project Overview OPPL (Oil Co for Storage of Petroleum, Products, and Logistics) facility is dedicated to crude oil and oil products. API, NFPA, and other international standards, codes will be applied in Engineering, procurement, construction, and operation. The depot is located within the Aqaba Economic Zone at South Beach with a total area about 83,000 m². This depot enjoys strategic importance for Jordan & all neighboring countries as it will serve as a regional facility that caters to storage & distribution needs of crude oil and other oil derivatives. HSE management system, ISO 9000 and QA/ QC Procedures will be applied during the construction and operation of the depot.
OIL PETROLEUM PRODUCT LOGISTICS Speaking of the beautiful city of Aqaba, Jordan’s only Red Sea Resort and Port City that is one of the most spectacular touristic destinations, it is also becoming the hub of economic trading and will soon be the remarkable center for petroleum transactions in the Region. Adding to the iconic investments that are being dedicated in Aqaba, here comes a huge investment to establish the Aqaba Storage Terminal for Crude Oil & Petroleum Derivatives; an exclusive terminal that will certainly put Jordan on the map for crude and oil derivatives trading. The significant investment is brought to Aqaba by Oil Petroleum Products Storage & Logistics Company (PSC) (OPPL), represented by the Iraqi businessman and investor, Dr. Ahmed Al-Jibouri, who recently signed the most strategic and exclusive agreement in Jordan’s history with Aqaba Development Corporation (ADC); that is the central development arm of the Aqaba Special Economic Zone Authority (ASEZA).
AQABA DEVELOPMENT CORPORATION
The Oil Petroleum Products Storage & Logistics Company (PSC) (OPPL) is handling the project’s execution as well as logistic and handling services to establish and develop specialized tanks for crude oil and oil derivatives that are key for storage, and import and export transactions. The project is planned to have a 360,000-cubic-meter storage capacity which is equal to more than two million barrels of oil derivatives and crude oil, entirely with a cost that will amount up to 100 millions US Dollars. Dr. Ahmed Al-Jibouri, CEO of Oil Petroleum Products Storage & Logistics Company (PSC) (OPPL), commented on this significant occasion with utmost pleasure: “We are filled with pride to have been commissioned for such a strategic project and we look forward to executing this project, since it is seen to be a quantum leap for Jordan. The Aqaba storage terminal would be considered as an iconic platform that stores crude oil in a safe and stable environment, and this all will not only improve, but boost the economy both locally and regionally, since the terminal will undoubtedly be a focal point that facilitates oil tractions for all countries in the Gulf, Africa & the Mediterranean, due to its strategic location”. OPPL will absolutely follow the utmost international standards of safety, environmental and quality assurance throughout the processes of construction, operation and storing. API, NFPA and other international codes and standards will be applied on engineering, procurement, construction and operation.
Dr Ahmed Al-Jibouri, Chairman of OPPL. www.oilstoragejo.com
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Mohammad Al-Sakran, Executive Director, Aqaba Development Corporation.
“Aqaba has a strategic location and offers the world state-of-the-art infrastructure and services in a competitive investment environment,” says Mohammad Al-Sakran, Executive Director ADC. “Aqaba is indeed reclaiming its historical role as the gateway to the Levant and MENA region.” “Over the past 15 years ADC, guided by the Zone’s masterplan set by the Aqaba Special Economic Zone Authority (ASEZA) and in line with the government’s strategies and priorities to develop Aqaba’s infrastructure, has enhanced the Zone’s investment competitiveness and connectivity,” Al-Sakran tells us. ADC is the landlord of Aqaba ports community, mandated by ASEZA through a main development agreement to develop and improve the efficiency, capacity and the operational performance of all terminals, thus, it was entrusted with the mission to develop, expand, and upgrade the
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AQABA DEVELOPMENT CORPORATION
Zone’s ports community and logistics services. ADC proudly reports that it has embarked on a port community development masterplan that has resulted in the Zone’s having 12 terminals capable of handling all types of goods.
ENHANCED CAPABILITIES
Additionally, the Zone’s supply chain logistics network received major enhancement in terms of infrastructure, process
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digitalisation, and human capital capacity building as well safety and security measures resulting in increased efficiency and reduced cost. Today Aqaba contains five major logistics centres with more than 1.8 million square metres of logistics area. King Hussein International Airport, another strategic utility owned by ADC, remains a key catalyst to the Zone’s positioning as a tourism
destination. Operating under the open skies airport policy, the airport has an annual handling capacity of 2 million passengers and is also home to a state-ofthe-art air cargo terminal. “COVID-19 poses as a global challenge. This is where partnership, digitalization, adaptability become more vital than ever,” says Al-Sakran. “The impact of COVID-19 on Aqaba’s port community and logistics sector has
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AQABA DEVELOPMENT CORPORATION
“AQABA HAS A STRATEGIC LOCATION AND OFFERS THE WORLD STATE-OF-THEART INFRASTRUCTURE AND SERVICES IN A COMPETITIVE INVESTMENT ENVIRONMENT.”
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AQABA DEVELOPMENT CORPORATION
been limited throughout the COVID-19 situation, due to the countermeasures that the government of Jordan, the Aqaba Special Economic Zone Authority, ADC, Jordan Maritime Commission and other government and private sector entities have taken at a very early stage of the crisis. All Aqaba Ports continued to operate on a 24/7 basis and all gate, yard and quay activities continued to operate as usual and sometimes at higher levels than pre-COVID19 times.” Aqaba Container Terminal recorded a 4% increase in total throughput in TEUs for the first half of 2020 compared to first half of 2019. This is reflected
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in a 4% increase in the volume of TEUs imported for the first half 2020 compared to the same period last year combined with a 5% decline in exports due to ongoing lockdowns in destination countries. Digitalisation has always been a priority for Aqaba, and ADC has started investing in the e-commerce and e-logistics industries while in parallel investing in building capacity through ADC’s partnership with an EU program, the YEP MED Program. The program’s goal is to provide and train youth with proper advanced tools and skills using innovative learning tools and methodologies supported by new technologies.
JORDAN’S FUTURE VISION
The expansion King Hussein International Airport passenger terminals is an example of the kind of opportunities Aqaba Development Corporation can create. In partnership with stakeholders from both the public and private sector in Jordan, the development of the Jordan National Railway project is envisioned to boost the country’s capabilities immensely, particularly with regards to the transport logistics supply chain. The project will directly contribute to lowering container and cargo transport cost. It will have a positive effect on safety and the environment. Finally,
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AQABA DEVELOPMENT CORPORATION
“WE ARE ALSO TACKLING THE E-COMMERCE BUSINESS MODEL, EAGER TO MAXIMISE AQABA’S POTENTIAL IN THIS VITAL FIELD AS WELL AS THE E-LOGISTICS FIELD.”
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as the railway is to connect Aqaba ports community with strategic logistics dry ports, and neighbouring countries in the future, it will play a significant role in developing the sector as a whole, utilising the latest technology, saving time and cost, enhancing safety and security measures and streamlining the process in general. Future projects also include the development of Aqaba’s existing Cruise Ship Terminal, crucial to Aqaba’s tourism industry, expanding King Hussein International Airport passenger terminal and most importantly facilitating the increase of direct flights to Aqaba from a number of destinations that are vital to the tourism industry. Al-Sakran points out, “We are also tackling the e-commerce business model, eager to maximise Aqaba’s potential in this vital field as well as the e-logistics field. Creating an ecosystem that encourages digital innovation and entrepreneurship is also key to Aqaba and Jordan’s future vision.”
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BEATTIE PASSIVE
BEATTIE PASSIVE’S GOAL IS NOTHING LESS THAN TO REVOLUTIONISE THE CONSTRUCTION SECTOR.
FROM THE GROUND UP MODULAR AT SCALE PROJECT MANAGED BY: GLEN NEWTON It has been a decade since Beattie Passive was founded with the ambition of lifting the standard of building across all sectors. From the beginning, founder Ron Beattie was adamant he wanted to develop something new.
“W
e didn’t want to just repeat what had happened before, with small increments to building regulations,” he says. “We wanted to look at the whole building process and how we build while keeping in mind the longevity of buildings, materials, climate change and skills. We came up with a new building system that would lift the quality of a building, allow it to meet high standards of energy performance and which could be built anywhere. It doesn’t matter what kind of building, whether it’s a house, a block of flats, or a school, they’re all delivered with the same system.” This ambition was born out of a desire to solve
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existing problems in housing development, and in order to do this, Beattie believed that what was needed was one complete build system. “I designed a whole build system (from the floor, to walls, to roof) that delivers Passivhaus as standard and far exceeds Building Regulation requirements for structural, thermal, airtightness, fire, acoustics and radon gas,” he tells us. “We fully test every single building to guarantee its performance. The system was the first complete build system to be certified by the Passivhaus Institute in Germany and we now have 96 patents in 42 countries. Over the years we have expanded from stick-built to panel built, and fully modular building.”
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BEATTIE PASSIVE
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BUSINESS FOCUS MAGAZINE | 49
www.teckwood.co.uk www.teckwood.co.uk www.teckwood.co.uk 0800 799 9082 0800 0800 799 799 9082 9082
TECKWOOD WORKING WITH TECKWOOD WORKING TECKWOOD WORKING WITH WITH BEATTIE PASSIVE BEATTIE BEATTIE PASSIVE PASSIVE
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A 9mm MgO Board(or equiv) B - 50mm Rockwool A - 9mm MgO Board B C - 50mm TimberRockwool Stud Work(or equiv) B - 50mm Rockwool (or equiv) C Stud Work D - Timber Fireproof Intumescent Mastic C - Timber Stud Work D - Fireproof Intumescent Mastic D - Fireproof Intumescent Mastic
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A 9mm MgO Board(or equiv) B - 50mm Rockwool A - 9mm MgO Board B Rockwool equiv) C - 50mm Hard Floor (above(or joist) B - 50mm Rockwool (or equiv) C Floor (above joist) D - Hard Timber Joist C - Hard Floor (above joist) D - Timber Joist D - Timber Joist
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A revolution in construction, our product is purpose built from Magnesium Oxide & reinforced 100% A revolution in construction, ourtoproduct is purpose built from Magnesium Oxide & reinforced 100% A1 non-combustible Fire resistance, our boards produce ZERO smoke andand ZERO spread of flame. In Platinum Mesh Fiber. Manufactured ISO9001 and EN12267 Standards Certified against Class Platinum Mesh Fiber. Manufactured to ISO9001 and EN12267 Standards and Certified against Class addition, they also retain Class 0 our Building product superiorof value and A1 non-combustible Fire resistance, boards produceclassification ZERO smokeand anddeliver ZERO spread flame. In A1 non-combustible Fire against resistance, boards produce ZERO anddeliver ZEROalso spread of value flame. In durability when Cement and Ply. In allsmoke cases the board becomes a direct addition, they compared also retain Class Gypsum, 0 our Building product classification and superior and addition, they also retain Class 0 Building product classification and deliver superior value and substitute for Plasterboard eliminating the Cement requirement or need for cosmetic plastering. durability when compared against Gypsum, and Ply. In all cases the board also becomes a direct durability when compared against Gypsum, and Ply. In all cases the board also becomes a direct substitute for Plasterboard eliminating the Cement requirement or need for cosmetic plastering. substitute for Plasterboard eliminating on theour requirement or need cosmetic plastering. For more information range of Fire Ratedfor composite products,
For more information on us:our range of Fire Rated composite products, email info@teckwood.co.uk For more information on our range of Fire Rated composite products, email us:- info@teckwood.co.uk email us:- info@teckwood.co.uk
TECKWOOD In 2013, a group of likeminded business people had seen the development of composite building products in America, Europe and Asia and could see the potential market coverage in the UK. They spent 2 years looking for potential partners that could supply fire rated composite building products. They placed a great emphasis on ensuring the consistency and reliability of the man made product, the design and of course the safety aspect. It was clear that there had been an emerging emphasis in the construction industry on safety and they set about developing a fire rated, long life, low maintenance range of building products. The end game has always been on producing products that have adhered to British and European safety regulations and in 2016, Teckwood released one of the first Class B European/Class 0 British Fire regulated cladding ranges in the UK. The boards are manufactured with a matt appearance natural wood grain effect. The composition is 40% recycled HDPE plastic, mixed with 60% FSC certified Eucalyptus flour timber and various bonding agents including a UV anti fade agent, colour stabiliser and anti fungal agent to reduce deterioration from moisture, termites etc. They are an extremely versatile ecofriendly cladding solution with low life cycle costs. Designed to be a durable weather resistant rain screen cladding it can withstand the most challenging of weather conditions. Originally designed with a clip system, now the boards use a starter clip on the first board only to hold the bottom in position and then screw a concealed channel to hold the top in position. Originally produced in four contemporary colours:- Black, Grey, Cedar and Nut Brown they have sold in excess of several hundred thousand m2 . The cladding has been installed on many small garden rooms, individual house projects, communal developments and commercial housing developments. Teckwood have now added a further 3 colours to their range, predominantly aimed at the coastal property market. The colours are:White, Blue and light Oak. In 2018, Teckwood began to supply Beattie Passive with their Nut Brown cladding on a development in Graven Hill, Bicester which has been very successful. Subsequently, the cladding has been used on other projects with Beattie Passive in various other colours. The cladding comes with a 25 year domestic warranty and has achieved NHBC approval on other projects. The cladding has also been approved for use on other projects where conservation approval has been required. Teckwood also offer a range of semi-solid decking in the same 4 colours to complement and work alongside the cladding if needed. The boards again had emphasis on design, quality and consistency and have all the same characteristics of the cladding to give a low maintenance, low life cycle cost. They are traditionally grooved on one side and have wood grain on the other to give the customer the flexibility as to what appearance they prefer. They have also achieved excellent anti slip quality with the pendulum swing test. Again, many hundreds of thousand m2 of these boards have been installed on various types of projects including small domestic garden
projects, rooftops, balconies, conference leisure areas, school areas and again commercial housing developments. In the past 2 years, Teckwood have developed these boards to incorporate the Class B fire rating and added another Class B solid board range which is dual colour sided to give reduced stock holding with flexibility still of four colours. The latest offering is a large 200mm wide board with an enhanced grain appearance available in 2 colours:- Grey and Cedar. These boards are designed to give a natural rustic appearance and although more expensive, the size of them means a wider coverage and quicker and more economical install. In 2019, Teckwood brought forward a range of balustrade and fencing in 2 colours:- Grey and Cedar to complement the decking and cladding product ranges. The fencing is made up of 11 panels to complete a standard 6ft high panel fence but the panels slot on top of one another to give flexibility of height. Shortly, Teckwood are looking to offer the balustrade with a glass panel infill along with the current spindle range. Going forward, Teckwood will continue to develop their own unique range of safety construction products and expect to incorporate other material products to complement the composite ranges which they will continue to focus on. In late 2020 Teckwood will offer an aluminium range of easy install decking which conforms to the latest fire safety regulations in relation to builds above 18m. The decking consists of 2 parts, a base and top section fixing which can also be used as a system for cladding by using a specific cladding top section. This means that Teckwood are able to offer a complete range of fire compliant decking and cladding products to suit any high rise building application. Teckwood are also looking to offer an extremely durable, Class A fire rated MgO panel board with excellent moisture resistant and sound absorption qualities. Manufactured to ISO9001 and EN12267 Standards and Certified against Class A1 non-combustible Fire resistance, the boards produce ZERO smoke and ZERO spread of flame, withstanding constant exposure to high temperatures without signs of deterioration. In addition, they also retain Class 0 Building product classification and deliver superior value and durability when compared against Gypsum, Cement and Ply. In all cases the board also becomes a direct substitute for plasterboard eliminating the requirement or need for cosmetic plastering. Teckwood believe that this new board will fit directly into the current trend of modular build homes and will make substantial cost savings for developers and manufacturers. For more information on any of the Teckwood range of products, contact Lee Spender directly at lee@teckwood.co.uk or telephone 0800 799 9082. www.teckwood.co.uk
BLOCK ENGINEERING LTD • PRECISION ENGINEERING • TURNING • MILLING • • DRILLING • SLOTTING • FABRICATION • Precision engineering for more than 50 years Specialising in short and medium runs of precision engineered components, we have been developing our craft as a family owned company since the 1960s. High quality machined and formed components We undertake milling, turning, grinding and general machining using ferrous and non-ferrous materials including carbon steel, alloy steels, stainless steels, bronze, brass, aluminium and it’s alloys, plastics, nylon, and composite materials. Email: blockengineering1@gmail.com Tel: +44 (0)1502 473387 87 Church Road, Kessingland, NR33 7SJ
www.blockengineering.co.uk
Benchmarx Kitchens and Joinery in partnership with Beattie Passive. Our new homes offer an end-to-end service, from conception to completion. We have a dedicated contracts team to ensure your project is completed to your specifications. For more details please contact: 01233 664825
contractsales@benchmarxjoinery.co.uk
Steni unique façade expressions With STENI façade panels you get an environmentally friendly, high-quality product with a 60-year warranty. 60 years warranty
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BEATTIE PASSIVE
The key is accessibility to everyone across the construction industry. “The system needs to be right for all parties involved in the build, from architects and plumbers, to of course the enduser,” Beattie says. “And we’ve designed the build system to be simple so that anyone can do it. At our Training Academy, we’ve welcome experienced teams of builders, self-builders and those with no previous construction experience as well as training people in skills development centres, colleagues and HM Prison Service.” The end result is buildings that have truly mind-boggling performance. “Our sound insulation is six times better than building regulations demand. Every single one is built in a way that if it gets soaking wet, the moisture will dissipate and regain its performance,” Beattie tells us. “And all the materials are reusable and recyclable. You can take it all down, reshape it and reuse it to make another home in 10, 50- or 100-years’ time.”
“ALL THE MATERIALS ARE REUSABLE AND RECYCLABLE. YOU CAN TAKE IT ALL DOWN, RESHAPE IT AND REUSE IT TO MAKE ANOTHER HOME IN 10, 50 OR 100-YEARS’ TIME.” BUILDING FUTURES
This is not the only long-term challenge that Beattie and his business are seeking to address. “An estimated 320,000 people in the UK are homeless, and without action they expect
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Ron Beattie, Founder & Ceo, Beattie Passive.
this to double in the next 20-25 years. I believe that everyone in the UK should have a safe and warm place to call home. The current temporary housing solutions are not fit for purpose, so I developed the Haus4 range of modular homes. The units range in size, from 25 square metres and up, and are built to the same standard as any other Beattie Passive build, from a £3 million family home to a terraced house to temporary accommodation. Why should temporary housing be held to a different standard?” he says. “These units are built quickly and cost-effectively in our Modular factory, transported to where they are needed most, connected to services and ready to be lived in within a matter of hours - and when you need them somewhere else,
you can easily relocate them.” Beattie Passive recently underwent a significant factory expansion and has moved into an 80,000m2 factory to ramp up delivery of their full range of modular homes. Beattie says, “We’ve recently upscaled our operation into a much bigger factory. We have seen a huge increase in demand for these homes in the face of COVID-19, and as a result, have greatly ramped up production of our Haus4 units. These include studios, one and two-person individual units, as well as blocks of flats. These are built completely offsite and delivered to where they are needed, where they can stay for a day or 100 years. All zero carbon, with energy performance at 110%, built by young people.”
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BEATTIE PASSIVE
Talking with Beattie, something that shines through is his commitment to helping young people build a future for themselves. “I am passionate about skills development and training. With a growing skills crisis in construction, we need to bring people into the industry who have no previous experience in construction and we are training a whole new generation - young people pick it up really quickly. We have currently got over 40 young trainees in our new modular factory alongside experienced carpenters, and
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BEATTIE PASSIVE
and employing local people has significant economic and social benefits for the local economy. An example of a recent development shows that from a £5 million capital investment, £9.2million of social-economic value can be realised. For every £1 spent on locally constructed homes, £2.84 is put back into the local economy. This shows that doing things locally can lead to a massive change. We need to revisit how we build homes, and the zero-carbon agenda is going to be huge for this.”
we are teaching them multiple trades so that they have the skills to work on any part of a home. It’s a simple system that delivers the highest quality. From day one they are developing vital skills and building the optimum in building performance – Passivhaus!” To further these goals, Beattie is now seeking to work with more local authorities as his business grows. “There is a great opportunity to partner with Housing Associations and Councils. Across the UK we have a situation of growing unemployment,
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and with Coronavirus and local lockdowns starting to take effect, that’s just going to grow. Partnering with Housing Associations and Councils provides the opportunity to not only increase the delivery of high quality, Passivhaus homes but also change the way we build and get these youngsters employed,” he says. “We’ve just done a piece of work that shows if you build locally and employ young people, you can really make a massive difference to the local economy. Setting up a local factory to the housing site, manufacturing the units using local suppliers
“SETTING UP A LOCAL FACTORY TO THE HOUSING SITE, MANUFACTURING THE UNITS USING LOCAL SUPPLIERS AND EMPLOYING LOCAL PEOPLE HAS SIGNIFICANT ECONOMIC AND SOCIAL BENEFITS FOR THE LOCAL ECONOMY.” BUSINESS FOCUS MAGAZINE | 55
IMPROVON
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IMPROVON
IMPROVON SHOWS US HOW COOPERATION HAS HELPED THIS COMMERCIAL DEVELOPER AND ITS CLIENTS SURVIVE THE PANDEMIC.
TIME TO REBUILD
PROJECT MANAGED BY: NEIL STOWE
It’s been a year since we last spoke with Improvon, a commercial developer investing in industrial properties and developing its own assets. The company is unique in that it carries out the construction, development, leasing and administration for industrial developments and distribution warehousing. It is the brainchild of four directors with 80 years of combined experience in the property, investment and construction industries. That experience translates into the capability to handle every stage of a project, from buying land to construction and the administration of the completed building. It also means they are able to understand their customers’ needs and the needs of the sector at large. For 25 years these qualities and experience have made Improvon a powerful competitive force in the industrial construction sector. But this year has really put the developer to the test.
“I
t’s been a tumultuous year. South Africa having a hard lockdown has been problematic,” admits Stefano Contardo, the company’s CEO. “70% of our tenants did not trade over the lockdown. We had to put plans in place to assist them. As a result 98% of tenants have come through the crisis and we’re back on track catching up on our plans.” Improvon has been able to address the fallout from the pandemic thanks to its unique position as a company that constructs, develops, administrates, leases and owns its own properties, providing a onestop solution to tenants. Indeed,
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before the pandemic struck, the company was still doing well with its process of identifying land, designing a facility to tenant specifications, and managing it for that tenant over time. “We’ve completed the infrastructure and first stage of development in Kenya for a 400,000 square metre industrial park,” Contardo says. “The infrastructure works included: roads, an electrified perimeter fence, a 24-hour manned central gatehouse to enforce access control, services, and landscaping. While the first phase of development will reach practical completion at the end of this month.”
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Stefano Contardo, CEO, Improvon.
Rosnovanu and Associates are proud of their 18 Year relationship with Improvon. Established in 1983 we are known for our reliability and innovation in consulting Civil and Structural Engineering. Our ability to provide the best and most economical solution for a project has kept our clients loyal to the practice. The practice has been involved in the design and supervision of timber, structural steel and reinforced concrete structures as well as roads and services and mining structures. Please contact us with any of your Civil or Structural requirements.
Rosnovanu & Associates Consulting Civil and Structural Engineers Unit 3, 4 Coombe Place, Rivonia, Gauteng, South Africa. Tel: +27 118 031 072 Email: jon@rosnovanu.co.za
www.rosnovanu.co.za
SURVIVING LOCKDOWN
THE CIVIL CONTRACTOR OF CHOICE BULK EARTHWORKS, DEMOLITION & CIVIL ENGINEERING SPECIALISTS
We can provide a complete end-to-end solution, or render each of our services independently, and we are proud to be associated with Improvon on this project. The key elements that set us apart are: KNOWLEDGE / EQUIPMENT / PRICE / SAFETY E. info@iconearthworks.co.za | T. +27 (0) 10 591 6828
www.iconearthworks.co.za
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While Improvon started the year off well, like all of us they soon had to deal with the consequences of the COVID-19 pandemic. “In the first eight weeks of lockdown, April and May, 70% of our tenants shut,” Contardo recalls. “The remaining businesses were also impacted, but where possible we looked at finance suppliers and banks and negotiated forms of relief which we could pass on to our tenants in the form of deferrals.” As well as leveraging relief with their banks, Improvon also drew support from its own shareholders, making sacrifices where necessary. “As it turned out it was the smaller financiers we work with who gave us deferrals,” Contardo says. “The deferrals and relief we passed on ultimately came from shareholders on our side. We’re not declaring dividends this year, because obviously where we can we’re helping
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IMPROVON
tenants ensure their longevity.” It seems that Improvon is not the only one optimistic about the opportunities available in a post-COVID world, as demand for their newly available spaces has been high. “We were worried there wouldn’t be any demand for our vacant spaces but we’ve seen reasonable demand and have been able to fill the vacant space that we had,” Contardo points out. “By the end of June, we had a vacancy of 1.6% among our properties, where offices and retail were suffering substantially higher vacancies. We worked our backsides off to get to that point and we’re seeing the benefit of that now. We’re currently in negotiation for a new lease on one of the only buildings we’ve got vacant.” Contardo points to improving performance among Improvon’s tenants to demonstrate South Africa is already recovering well. “We’ve seen most of our tenants, specifically in warehouse distribution, trading at previous levels,” Contardo says. “The sub-sector with the biggest recovery ahead of it is manufacturing, purely because their clients are slow to get back into the swing of things. It takes time to convert tenders into cashflow so there’s a delay there, but we have little exposure to manufacturing. E-commerce has been flying. They’ve been the winners of the lockdown and warehousing distribution has picked up some turnover while thirdparty providers are looking strong coming out of lockdown. Anyone with manufacturing or a vertically integrated business is a bit slow to pick up but otherwise, we’re in a reasonable position.”
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LOCATION, LOCATION, LOCATION
Some of the challenges Improvon faces haven’t changed since before the pandemic. The developer is still continually on the lookout for quality land at the right price and in the right location. When we spoke with Improvon last year the price of land had accelerated and become more expensive, and that remains the case. “It’s been competitive. The biggest challenges are about competing with other players in the market and having land holdings in the right locations. We want small bite-sized
chunks of land that can take stand-alone developments instead of 10-20 hectares of land all in one place,” Contardo says. “By taking putting everything in one place you’re limiting the amount of opportunities.” Fortunately, Improvon still benefits from the land bank it has built up over the years. Improvon is still a company that knows how to make sure a property is viable, assessing tracts of property and avoiding pitfalls that aren’t necessarily obvious to less experienced prospective buyers.
“WE’RE NOT DECLARING DIVIDENDS THIS YEAR, BECAUSE OBVIOUSLY WHERE WE CAN WE’RE HELPING TENANTS ENSURE THEIR LONGEVITY.”
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IMPROVON
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IMPROVON
Indeed, when we talk to Contardo he’s already excited about the prospect of new developments. “Our focus at the moment is on our Nairobi site,” he says. “40% of our land exposure is in Nairobi and we want to convert that because we see that market being buoyant. We’re focusing on that over the next year. We’ll ride out 2020 in South Africa, consolidate and start developing new projects for 2021.”
“IT’S BEEN COMPETITIVE. THE BIGGEST CHALLENGES ARE ABOUT COMPETING WITH OTHER PLAYERS IN THE MARKET AND HAVING LAND HOLDINGS IN THE RIGHT LOCATIONS.”
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CSI ENERGY GROUP KENYA
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Kinyerezi II 240MW Combined Cycle Powerplant, Electro-mechanical installations.
CSI ENERGY GROUP KENYA
WE LEARN HOW CSI ENERGY GROUP IS LEADING INFRASTRUCTURE DEVELOPMENT IN SUB-SAHARAN AFRICA.
ENERGISING
KENYA’S FUTURE PROJECT MANAGED BY: MALVERN KANDEMWA
For more than a quarter of a century CSI Energy Group (CEG) has been working side-by-side with the power, oil and gas and mining industry to successfully deliver projects across subSaharan Africa. From the most remote rural locations like Kigutu to the streets of the suburbs, from the heart of buzzing cities like Dakar to the most isolated and challenging wilderness terrains, CEG has shown itself to be committed to creating a bright future for its clients and the communities it works in.
A
cross all of its work, CSI Energy Group’s projects are recognised through the high standards that have become their hallmark and this has been no different in Kenya where the company has been performing projects since 2017. “Our main positives are our keen focus on HSEQ compliance in line with international standards as our clients expect,” says Mike Huth Managing Director of CSI Energy Group Kenya. “Especially when it comes to HSEQ, we’ve run all these years – not just in Kenya – with no lost time incidents and we’re proud of keeping our employees
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CSI ENERGY GROUP KENYA
safe. Being accredited to ISO and OHSAS international standards allows us to not only perform our projects in a safe manner but also maintain a fully auditable management system which is a big plus when it comes to EPC contracts.” CEG is known for its quality control track record, and Huth cites this as the reason clients within Kenya and across the region keep coming back to them with repeat work. “We’re good at working in remote areas, carrying out difficult work in areas where some people are a bit worried to go to, and can’t keep up with the HSE and quality requirements in those areas,” Huth explains.
2.4MW Mwenga Wind Farm Project, Electro-mechanical installations.
IMPROVING PEOPLE’S LIVES
CEG Kenya’s mission is about so much more than bringing in
Oloidien Estate & Engineering (OE&E) was established in 2016 with over 100 full time staff. We aim to offer a broad range of Engineering and Construction services delivered in a safe and cost effective manner. Our integrated organization consists of the following operating divisions:• Light Engineering • Building & Construction • Utility Services (Water & Electrical) • HVAC • Machine works & Fabrication
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Oloidien Estate & Engineering Limited P.O Box 171 - 20117, NAIVASHA Tel. No: +254 (0)791 668 819 Email: admin@oloidien-engineering.co.ke www.oloidien-engineering.co.ke
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CSI ENERGY GROUP KENYA
“THERE’S A LONG WAY TO GO TO ACHIEVE GENDER PARITY IN THIS INDUSTRY HOWEVER WE TAKE PRIDE IN KNOWING THAT WE’RE ACTIVELY PURSUING IT.” more work or increasing their profit margin, however. The firm has set itself the goal of improving society, by improving infrastructure. “Our main business is in the power sector. So, whether it’s a new power plant to bring electricity into communities or energy infrastructure for a healthcare facility or clinic to reduce disease and mortality,
enabling success and improving people’s lives is at the heart of our operations,” Huth points out. This means that when CEG begins working on a project, they aren’t just thinking about completing the current job but are looking forward to how they can best serve the community long term. “Some of the projects we work on are in remote areas hence we aim to establish longterm relationships with these communities and/or support them in providing sustainable solutions to their challenges,” Huth says. “When running our projects, we give our project staff the support to help local communities with various issues from a socio-economic perspective. This is not just coming from one part of our
business, our teams have a positive response to helping local communities, and those communities can come into our projects as employees or through the supply chain. Knowing that the work improves lives motivates us and gives us a better sense of purpose in our business.” CEG is particularly suited to this kind of work because the company has all the necessary functions under one roof. “Focusing on EPC contracts, our holistic approach enables a client to work with one contractor for the whole project,” explains Huth. The benefits of this approach go beyond convenience, however. “This also helps improve the cost efficiencies of the project because if you hire three separate
CEG team driving community engagement in Kenya.
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CSI ENERGY GROUP KENYA
New Hope for Girls Centre Beneficiaries of CEG Foundation works.
contractors each contractor will have a project manager, engineers, logistics personnel etc.,” Huth says. “We can come to a project and increase efficiencies for the client by having one project manager across three different disciplines.”
A FOUNDATION FOR THE FUTURE
The company’s efforts to improve society go beyond their EPC work, with the Group having founded their Foundation in 2017 with a mission to support marginalised members of the community and a keen focus on healthcare, education and life skills. “For a long time, the focus was in Tanzania which is where the roots of the company are however, we’re now bringing that support into Kenya, Uganda and Ethiopia in the future, supporting marginalised women, children, and youths alike living in challenging conditions,” Huth says. “For our current project we’re in a rural community in Kenya, it’s a herding area. Our contribution to the development of this community
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is by developing youngsters via education and life skills. Additionally, so much needs to be done for more women in these communities in terms of access to resources, services, technology and economic opportunities, therefore, we are also looking at programs that will empower women socio-economically.” This is part of CEG’s drive to build long term relationships with the communities it is working with. “When we go into an area we intend to stay there for many years, not just do the project and disappear again. We always have that in mind, and so a new project is the start of a relationship with that local community,” Huth tells us. “We develop that within the CSI Energy Group Foundation.” This then means empowering marginalised groups within a community has a ripple effect in the development of that community. “One area we’re focusing on is helping women and girls because historically there has been a misconception
that the skills of women in the construction industry are not required,” Huth continues. “As an equal opportunity employer, we have a role to play in curbing this bias and to that effect, we’re developing welders and operators, QA officers, putting an emphasis on empowering local women.” “We understand that ours is very male-dominated industry nonetheless we deliberately
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CSI ENERGY GROUP KENYA
83.3MW Olkaria 1 AU6 Geothermal Project Civil & Mechanical works.
Geothermal powerplant construction, civil and mechanical works.
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make it a point to encourage more women to join the workforce and for those who are already in our employment, we ensure that we provide them with the tools and support to enable them to flourish. Being a young woman in a leadership position within the company sends a strong message on our commitment to diversity and inclusion. I am empowered to make decisions that have a huge impact on how we do business and more so I feel like I am at an advantaged position to inspire young women across the continent that it can be done. There’s a long way to go to achieve gender parity in this industry however we take pride in knowing that we’re actively pursuing it.” adds Annette Kanora, CEG’s Director for Brand, Governance & Administration. Huth is hoping to build on what CSI Energy Group has achieved so far going forward, with some exciting new prospects on the horizon. “Being Kenyan born and raised gives me a lot of edge in this market because over the years I have developed strong contacts in the infrastructure sector and I’m now pushing to develop Uganda and Ethiopia,” Huth says. “We’re paying a lot of attention to geothermal energy – our current project in the Olkaria region is our second in Kenya and we are looking to spread into Ethiopia as well. We’re also looking into hydro, wind, and biogas plants. In Uganda there’s no production of geothermal, however, the East Africa Crude Oil Pipeline project is on our radar alongside other mechanical works projects. Kenya is a good base to work out of for Ethiopia and Uganda – territories that I am also responsible for.”
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TENNET
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TENNET
TENNET, ONE OF EUROPE’S MAJOR INVESTORS IN NATIONAL AND CROSS-BORDER GRID CONNECTIONS ON LAND AND AT SEA, IS SET TO PLAY A PIVOTAL ROLE IN THE ENERGY TRANSITION.
DRIVING THE ENERGY TRANSITION PROJECT MANAGED BY: JOHN HOLLIMAN
TenneT is a leading European electricity transmission system operator (TSO) with over 5,000 employees and a turnover of EUR 4.1 billion. The company came into existence 1998, being formally appointed by the Dutch government to operate the country’s national high-voltage transmission grid. In 2010, the company acquired the German high-voltage grid from E.ON, making TenneT Europe’s first cross-border transmission system operator.
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A
fter a period of strong growth, TenneT is getting ready for its pivotal role in the rapidly changing energy market, says CEO Manon van Beek. “As a company we want to drive the energy transition through a huge investment over the next ten years, which will make us the biggest investor in energy in those countries where we operate.”
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SGB-SMIT Group, a global leader in the manufacture and servicing of transformers since 1913, is a long standing and proud supplier to the TenneT Group and a supporter of its energy transition and social responsibility goals.
www.sgb-smit.com
SGB-SMIT Group WHAT MAKES US DIFFERENT? We see challenges that require new behaviours, ideas and technologies. For this we accept that we don’t have all the answers but we strive to take this journey together with our Customers to learn from each other and do things differently. We actively engage Customers to co-develop the required targets, strategies and tools that contribute to the energy transition movement based on the supply chain we can influence. We strive to maximize the reliability of the transformer as it plays a key role in the network’s performance. We achieve this through meticulous attention to detail in the design, dedicated resources to turn-key implementation, with a constant attention to safety. Key to our success is the passion, expertise and experience of our engineers and craftsmen. THE SGB-SMIT GROUP We have been delivering power transformers from the Netherlands and Germany, helping grow our local power networks from their origins. Beyond our home market, we have also developed long-lasting patronages with the network operators in Europe and the United States. We deliver SGB power transformers and reactors between 20 and 150 MVA, up to 245kV; Royal SMIT large power transformers, reactors, and phase shifters up to 1200 MVA, up to 765kV; SMIT Transformer Services including installations, condition assessments, maintenance, emergency response, on-site testing, refurbishments, and recycling of assets. As a Group we are a global player with a growing organisation, able to manage the entire life-cycle of a transformer and provide quick response to leading energy network operators globally. www.sgb-smit.com
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The energy transition is one of the most high-impact challenges facing society and energy supply. The most fundamental change is the transition to renewable energy. By 2030, the EU wants 30% of its electricity to come from renewable sources.
SETTING AN EXAMPLE
Today, TenneT has 14 offshore grid connections in operation, 12 in the German and 2 in the Dutch North Sea. This brings the total connection capacity in the German part of the North Sea to over 7 GW, exceeding the German government’s sustainability target of 6.5 GW by the end of 2020. Doubling the executing capacity is one of the biggest challenges TenneT is facing, says Ms van Beek. “In the next decade, TenneT will invest EUR 4 to 5 billion a year in the energy transition. With the adjusted climate targets down to 55% less C02, a number of 11 GW offshore capacity is expected to be added on top of
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TENNET
the existing offshore targets in the Netherlands and Germany. This will probably lead to an even bigger investment agenda by 2030,” she explains.
“INTENSIVE COOPERATION BETWEEN TSOS, GOVERNMENTS AND OTHER BODIES INVOLVED ACROSS BORDERS - MUST BE THE RULE RATHER THAN THE EXCEPTION IN ORDER TO ULTIMATELY ACHIEVE A EUROPEAN SUSTAINABLE ENERGY SYSTEM.”
Are these goals of a 55% reduction in CO2 emission at all feasible? “The task is huge but I believe it is achievable under three conditions. First of all, it requires system thinking: to integrate large-scale production e.g. of offshore wind energy, into the energy system, you need to think of both offshore and onshore, and also cross-country, both electrons and molecules will be needed to meet demand. Power to Gas technology must quickly become affordable.” “The second pivotal condition is European cooperation. Only in a European context can we make optimal use of every electron generated at sea. Intensive cooperation between TSOs, governments and the other bodies involved - across borders - must be the rule rather
than the exception in order to ultimately achieve a European sustainable energy system.” In this respect the Dutch and German governments are already taking emphatic joint steps and Ms van Beek believes that TenneT can set an example for the energy transition in north-western Europe. Its North Sea Wind Power Hub is a good example of the initiatives that are possible. The third condition is green industry politics. Large industry is responsible for half of the energy consumption in the Netherlands and that proportion is probably the same or higher in other countries. “Some choices need to be made regarding the energy mix, including hydrogen. We at TenneT can do a lot but we are not magicians, we need to know now what we need to do
Manon van Beek, CEO, Tennet.
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TENNET
say in ten years’ time. General policy does not help us much.”
EQUIGY - THE NEW PLATFORM
She points out that it is not just sustainability that is the prime objective. The electricity supply must also be secure and affordable. “Last year, TenneT’s security of supply was 99.9998%, meaning that we keep the lights almost always on. This is not going to be taken for granted in a system that is weather-dependant. At the same time, we want to grow renewables, and - last but not least - do it in an affordable way. The task of changing the entire energy system from a certain to a sustainable and weatherdependent system is bigger than the Delta Works.”
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To accommodate the new energy sources and match them with society’s growing need for electricity requires thinking out of the box and a high degree of flexibility to ensure that the grid remains in balance. To this end, TenneT (Germany and the Netherlands) together with Swissgrid (Switzerland) and Terna (Italy), four of the largest European transmission system operators, are now jointly developing a crossborder blockchain platform Equigy. This will enable millions of European households and owners of, for example, electric vehicles to actively offer the flexible capacity of their cars and house batteries on the energy markets for the stabilization of the electricity system and thus
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TENNET
gain financial benefits from the energy transition. “The company will be officially established in the coming weeks and offer European citizens the opportunity to participate by offering their capacity flexibility. If millions of cars get involved, the impact will be significant,” says Ms van Beek. “This is a perfect example of a platform that we are putting in place not to make money but to enable the market to trade. Equigy starts with four countries but the idea is to make this a pan-European platform. It seems a highly ambitious task, but I believe it is achievable.
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“WE NEED A STRATEGY TO INTRODUCE THE RIGHT TECHNOLOGIES AT THE RIGHT TIME, WITH A FLEXIBLE CROSS-BORDER REGULATORY FRAMEWORK TO ACHIEVE CO2 REDUCTIONS AT THE LOWEST POSSIBLE COST AND THE GREATEST POSSIBLE SOCIAL ACCEPTANCE.”
Technology-wise, it is already happening and the only thing that needs addressing is the regulatory framework.”
GREEN RECOVERY
Looking ahead, Ms van Beek highlights the key tasks. “First, we need to expand the grid, and second, to utilise it better. The third challenge is then to unlock the necessary decentralised flexibility in the market and Equigy is a good example of that. And the fourth task is to promote system thinking, in other words, to focus not only on how to optimise the grid but on looking at the energy system of the future.” “We need a strategy to introduce the right technologies at the right time, with a flexible cross-border regulatory framework to achieve CO2 reductions at the lowest possible cost and the greatest possible social acceptance. “ To support its growing role in the energy market, TenneT is looking to hire over 1,100 people in the next three years from a wide spectrum of professions both in the Netherlands and Germany. These will be not only technicians and IT experts but communications specialists to participate in driving the energy transition. While Covid-19 has impacted the Netherlands just like any other country, it has also helped to shift the focus to new ways forwards, Ms van Beek points out. “We can invest ourselves out of this crisis. In a way, Covid-19 is an opportunity to get the talent we need in the next few years. Now, maybe even more that before, people are looking for a purpose at work, and TenneT can offer that. We are connecting people to a brighter energy future, to lighten the way ahead together.”
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TURNER ICENI
ESTABLISHED TWELVE YEARS AGO TO HELP BUILD WIND FARMS, TURNER ICENI, THE RENEWABLE ENERGY VESSEL SPECIALIST, IS SET TO FURTHER IMPROVE ITS GREEN CREDENTIALS.
DRIVEN BY THE WIND PROJECT MANAGED BY: TREVOR GRETSINGER
Lowestoft-based Turner Iceni, part of the privately owned and funded Turner Group of Companies headquartered in Glasgow, operates as a provider of managed work-packages into wind sector projects. As a joint force of two established wind sector companies, Turner Wind Services and Iceni Marine Services, Turner Iceni this year celebrates its 12th anniversary of delivering services to the on and offshore wind markets.
S
tarting the business with a partner from scratch, Director Richard Thurlow affirms that the initial idea of utilising new opportunities in the-then emerging offshore wind farm sector has proved to work astonishingly well - the business today runs multiple vessels and employs 80 people across various sites. He explained that the company’s business growth was boosted by the partnership with Turner Wind Services that also secured much-needed funds to expand the assets. “We are now a well-established business, proud of the excellent level of services we provide. Doing a good job is something that we were committed to from the very beginning, and
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we make sure that this attitude is shared by our strong pool of professionals.”
GREEN PERFORMANCE
The company has been involved in every stage of the wind farm life cycle, from supporting survey and planning work in the early stages to assisting asset owners, Tier1 suppliers and OEM customers with re-powering, certification and life extension decisions. The service portfolio includes providing O&M turbine services, asset management, including condition monitoring and inspection works, as well as other associated services. Turner Iceni also owns and operates an industry-leading fleet of 11 crew transfer vessels (CTV), whose design
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TURNER ICENI
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LEADING THE WORLD IN WFSV WATERJET PROPULSION With our uncompromising standards, putting performance, reliability and support at the heart of everything we do, HamiltonJet deliver waterjet systems for productive windfarm vessel operations.
www.hamiltonjet.com
TURNER ICENI
incorporates the company’s vast marine and offshore transfer knowledge. They provide valuable logistical support in the toughest of weather conditions. “Sites operated by us benefit from increased performance, with availability ranging from 99% to 100%, and have a reduced year-round weather downtime. The proven design of our industry-leading vessels has facilitated many successful and safe transfers to offshore wind farms across the UK,” says Richard Thurlow.
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He explains that the company is particularly proud of its three recent projects for CTV conversions that have extended the life of the vessels and brought them up to match modern standards. “All three vessels, Iceni Revenge, Iceni Warrior and Iceni Courage had million-pound refits done by Diverse Marine under a contract for their modification and upcycling. The conversions highlight the fact that vessels that are considered to have run their course can be upcycled
and running again, providing an excellent, reliable service.” Turner Iceni’s fleet will soon be expanded by a new build, Iceni Valour, that will service the Gwynt Y Môr offshore wind farm when it enters service next year. The 24-metre CTV is currently under construction at Diverse Marine Ltd’s yard on the Isle of Wight. The vessel is to be powered by MANV12-1400 main engines coupled to ZF gears and Hamilton HM651 waterjets complete with an AVX control system, featuring a JetAnchor GPS positioning system. The Iceni Valour has been designed keel-up by Walker Marine Design of Southampton to meet the specific requirements of Turner Iceni and Gwynt Y Môr Offshore Wind Farm Ltd., in the Irish Sea, who have the vessel under long-term charter from next year. “Iceni Valour, the
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READY FOR THE HYBRID ERA n New eCTV range now available
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brand-new vessel worth 3 millionpound investment, is being built in the UK, by a UK company for a UK project and this is something we are proud of. She will be serving under a 10-year charter, which is unprecedented in the industry,” says Mr Thurlow. He reflects that since the beginning, the company has invested over 30 million pounds in its assets. “With the increasing focus on green energy, hybrid technology will be the next big thing. We are now working with key suppliers to provide the right solutions and the next round of CTVs will be hybridpowered vessels, supported by the right infrastructure. We have a responsibility to invest in these technologies,” he says,
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pointing out that hybrid CTVs with their reduced emissions, significant fuel savings and boosted battery performance represent the sustainable green technology of the future.
“THE PROVEN DESIGN OF OUR INDUSTRY-LEADING VESSELS HAS FACILITATED MANY SUCCESSFUL AND SAFE TRANSFERS TO OFFSHORE WIND FARMS ACROSS THE UK.”
RELIABLE AND SAFE
Modern vessels aside, Turner Iceni’s key asset are its people. The company has an extensive pool of highly trained, authorised and experienced personnel, supplied as individuals on demand, as long-term project solutions or as bespoke teams for specialist work. Working on the front line enables Turner Iceni to assist customers in developing additional services to help them improve their asset performance. “We take great pride in our people and we have internal models in place to provide them with appropriate training and development to complement their experience, abilities and skills,” says Mr Thurlow, praising
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TURNER ICENI
the commitment and hard work of the employees, both crews and office staff, during the Covid-19 pandemic. Summarising the business’s development, Mr Thurlow admits that it has been an incredible journey: “We have come a long way from an idea formulated at a kitchen table. We have grown into an innovative, progressive company and a trusted partner for work both onshore and offshore and are growing still. What we have achieved in a relatively short time is both exciting and rewarding.” In the future, the company will strive to use its experience and in-depth understanding of the wind sector, together with its ability to deliver relevant solutions with suitably qualified personnel, to continue to provide its clients with a safe and suitable service every time, as required.
“WE HAVE COME A LONG WAY FROM AN IDEA FORMULATED AT A KITCHEN TABLE. WE HAVE GROWN INTO AN INNOVATIVE, PROGRESSIVE COMPANY AND A TRUSTED PARTNER FOR WORK BOTH ONSHORE AND OFFSHORE AND ARE GROWING STILL. WHAT WE HAVE ACHIEVED IN A RELATIVELY SHORT TIME IS BOTH EXCITING AND REWARDING.” 80 | BUSINESS FOCUS MAGAZINE
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ANGLO BELGIAN CORPORATION
HAVING BEEN A DIESEL ENGINE SPECIALIST FOR DECADES, BELGIAN ABC ENGINES IS SHIFTING ITS FOCUS TO ALTERNATIVE FUELS TO BE READY FOR THE FUTURE.
POWERED BY ALTERNATIVE SOLUTIONS PROJECT MANAGED BY: NEIL STOWE
Anglo Belgian Corporation (ABC) located in Gent, Belgium, is a leading European manufacturer of mediumspeed engines in the power range between 600 and 10,500 kW. Established in 1912, the company is still family-owned and has profiled itself as a true European manufacturer, with 80% of the components designed and made in-house. A clear competitive advantage that ensures that quality and lead times are fully under control, says Sales Manager Jean-Christophe Van Acker.
“A
lmost all of our components are sourced in Europe. By being vertically integrated throughout the value chain we manage to stay ahead in the severely competitive global market.” The company designs and manufactures medium-speed, four stroke diesel engines for marine, traction and power generation applications, and for turnkey power plants around the world. All products are project-specific, custom-made to suit the individual customer’s requirements. The marine sector continues to be the dominant market, accounting for 60%-70% of total output, followed by power generation (25%-30%)
and traction (10%). A growing installed base provides references in more than 120 countries, supported by factorycertified service technicians available all over the world.
EXPERT IN NICHE MARKETS
“Our core business is medium-speed diesel engines for heavy-duty, reliable, continuous use,” says JeanChristophe Van Acker. “This is our speciality, and over the years, the company has demonstrated market-leading expertise in developing and commercializing these engines in an international environment, with over 90% of its products being exported. We are not the biggest player but we serve world-class customers.”
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ANGLO BELGIAN CORPORATION
ABC’s engines are built to deliver outstanding performance under the toughest and most demanding conditions at sea. The characteristic medium speed and cleverly engineered distribution of loads ensure low mechanical deterioration and long life for the engine and its components. The total cost of ownership (TCO) of medium-speed engines easily outperforms high-speed engines. This is due to the low fuel and lube oil consumption, the lower frequency of maintenance interventions and the general robustness of the medium-speed engine. The benefit is a much lower operating cost. The company’s single production facility in Belgium employs around 290 people including a strong R&D
Jean-Christophe Van Acker, Sales Manager, ABC.
• Medium speed engine manufacturer • Engines for power, marine & railway industries • Power from 600 to 10500 kW • Diesel solutions & fuels of the future • IMO TIER III & EU STAGE V compliant • Located in Ghent, Belgium Contact details Tel: +32 9 26 70 000 Email: info@abc-engines.com
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www.abc-engines.com
department, committed to developing more efficient engines which deliver more power and use less fuel while significantly reducing emissions. Recently, ABC introduced its hybrid solutions, offering a flexible range of propulsion and power generation solutions. Mr Van Acker affirms that the R&D’s efforts are focused in two directions - expanding the portfolio by introducing a new range of engines of up to 10.5 MW in response to clients’ new requirements; and investigating alternative fuels. “We are a diesel engine manufacturer but we also make dual-fuel engines - gas & diesel and now moving to hydrogen & diesel solutions, tailor-made to suit the individual customer’s needs. Just recently, our R&D department has also started to study methanol.”
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ANGLO BELGIAN CORPORATION
FUELLED BY GREEN ENERGY
ABC has already made an impressive mark in the alternative fuel segment. In September, the first hydrogenpowered dual-fuel engine with a capacity of 1 megawatt was launched by BeHydro, ABC’s joint venture with CMB, the Antwerp-based shipping company. The engine runs on a much higher proportion of hydrogen than that previously achieved: up to 85%, with the rest standard marine gasoil. This opens up a faster and cheaper decarbonisation pathway for the shipping sector and dovetails with the EU Green Deal strategy that prioritises green hydrogen. Larger engines of up to 10.5 MW can also be produced using this technology. BeHydro has already received its first order for 2 x 2-MW dual-fuel engines that will be installed on board the HydroTug - the very first hydrogen tugboat in the world, to be deployed by the Port of Antwerp. In the first phase, the company says it can produce 100 hydrogen-powered engines per year. In addition, BeHydro is developing a mono-fuel hydrogen engine that will be ready by the second quarter of 2021. “Alternative fuels are ready to take off as shipping companies will be forced to comply with increasingly strict emission regulations. Covid-19 has slowed down the push for green energy but we want to be ready when demand for multiplefuel solutions increases. The potential is significant the shipping industry is not homogeneous and different types of vessels will require different power solutions,” remarks Mr Van Acker.
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“WE ARE NOT THE BIGGEST PLAYER BUT WE SERVE WORLD-CLASS CUSTOMERS.” ENGINES OF THE FUTURE
Speaking of the worrying market developments, Mr Van Acker affirms that although Covid-19 has reduced their workload, the company received a record number of orders at the beginning of 2020 so this year’s overall turnover will not be significantly affected. “We are working on longterm projects so in March they were running already and had to continue. Still, we are a company operating globally and the travel restrictions have of course affected our dealings with customers. Most of our output is exported, we need to fly, we can’t just stand still and wait, not every contact can be replaced by a video call.”
One thing that the company can safely rely on during crisis times is its committed, high-calibre staff. Being the only engine manufacturer far and wide, as well as a local, financially strong company investing in local business development, has made the company an attractive employer for both technical designers and engineers. Unlike many of its European peers, shortage of talent has not been an issue for ABC and is a factor that has, over the years, contributed to the excellent reputation the company has been enjoying worldwide, prompting further expansion, affirms Mr Van Acker. “We have just almost doubled the size of our premises and have been building a new production hall to be completed in 2021. Expansion is very much on our agenda, and alternative fuels are part of that thinking. We want to position ourselves as a maker of the engines of the future, and to direct the investment, as well as the R&D efforts, to that end.”
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BIDCORO AFRICA
Mad Burmester, CEO, BIDCORO Africa.
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BIDCORO AFRICA
BIDCORO AFRICA IS ON A MISSION TO EXPAND THE RANGE OF ITS GREATTASTING FRUIT PRODUCTS FOR CONSUMERS IN EAST AFRICA AND BEYOND.
REFRESHING PROSPECTS PROJECT MANAGED BY: JOHN HOLLIMAN
BIDCORO Africa, the fruit drink manufacturer based in Nairobi, has taken the Covid-19 crisis as an opportunity to explore new business markets. The company has not only launched a new product line at times when most companies are reducing their costs and business activities but has also intensified efforts to win new export markets.
T
he business was established only three years ago as a partnership of two major companies, both leading players in their respective markets: BIDCO Africa – the largest and fastest-growing manufacturer of consumer products in East Africa, with its far-reaching sales and distribution network – and Danish CO-RO, a company with a century-long tradition, and one of the world’s leading providers of fruitbased soft drinks, selling innovative products to more than 80 countries. The resulting company, BIDCORO Africa Ltd, was set up to develop and deliver products specifically to
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suit the needs of the East African consumer through the internationally recognised brand names of Suntop and Sunquick. “We have brought together the best of two worlds - a leading European player focused on juice concentrates covering several continents, and a strong company with a footprint in many East African countries,” says CEO Mad Burmester. The company established its Nairobi factory in 2017 with Suntop, the tasty and trusted fruit drink as the core product, and over the three years of its existence has increased staff numbers ten-fold to its current 300. Over 70% of revenues are generated in export markets including Qatar, Mauritius, Kuwait as well as Denmark, with West African countries slowly but steadily joining the list.
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Filling machinery, trusted by BIDCORO
ISO certified UK manufacturer Exceptional filling accuracy of +/- 0.15%
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Find out more about our full range of filling and capping machinery: www.Masterfil.com +44 (0)1444 472300 info@Masterfil.com
ADELPHI MASTERFIL BIDCORO & ADELPHI MASTERFIL; A VERY SPECIAL RELATIONSHIP Since meeting Co-Ro A/S at Interpack in 2017, Adelphi Masterfil are proud to have supplied ‘System F-600’ filling lines to fill Sunquick fruit drink concentrate to two of their joint venture companies – including BIDCORO in Kenya. Valuable production benefits of the System F-600 include superior ±0.15% filling accuracy and rise-while-fill nozzle movement; critical to avoid aerating the drink, which lengthens its shelf life and ensures that Sunquick always reaches customers in perfect condition. Adelphi Masterfil’s unique piston head adaptations and enhanced cleaning function for the piston seals combine to manage the stickiness of Sunquick’s natural fruit sugars, and its high SG. Nozzle movements and filling speeds are electronically servo-controlled, meaning that a precise custom filling ‘recipe’ can be saved, to optimise the fill for each different Sunquick flavour. Adelphi Masterfil enjoy working hand-in-glove with BIDCORO, and teams from both companies have visited each others’ sites, to ensure a smooth collaboration. This collaboration also included Adelphi Masterfil integrating a complete turnkey line – including bottle washer, filler, capper and labeller – for BIDCORO, and undertaking detailed project management. The Mastercap Capping Machine (also manufactured by Adelphi Masterfil) included additional custom features such as a nitrogen gas purge before capping and UV ‘cap in chute’ exposure, to guarantee a hygienic finish; vital in the food and beverage industry. As well as the production benefits facilitated by Adelphi Masterfil’s machinery, the success of this special relationship can also be attributed to the core values which Adelphi Masterfil and BIDCORO share; both companies continually strive towards the highest standards in quality, sustainability and social responsibility. Adelphi Masterfil look forward to continuing to support BIDCORO’s manufacturing of their world-leading consumer products. www.masterfill.com
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BIDCORO’s Last Mile Initiative Tuk Tuks for ease of our products’ distribution in the market.
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BIDCORO AFRICA
NEW PRODUCTION LINE
The business was developing rapidly until 2020 when the new virus changed the game, says Mr Burmester. “Kenya has been significantly affected by Covid-19 with dire consequences for the company. Suntop, with its smooth texture, a high percentage in vitamin C, and the absence of preservatives, artificial colourings and artificial sweeteners is an ideal children’s drink, and the handy 125- and 250-ml packaging made it the preferred refreshment at schools. As the schools closed, we lost our key sales channel.” In an unprecedented situation, BIDCORO demonstrated its resilience by swiftly changing its market focus. “On the one hand, we have boosted our export activities, and on the other speeded up the commissioning of a new line for a different type of drink, Sunquick juice concentrate, targeting adult home consumers, a drink in fact precisely matching the new situation when people were encouraged to stay at home.” As a result of the Covid-19 travel restrictions, the new line worth US$2.5 million in investment was completed under strict safety measures using only the local workforce, an achievement the company is duly proud of.
Sunquick line launch.
“WE WANT TO WORK CLOSELY WITH POTENTIAL SUPPLIERS HERE IN KENYA AND EAST AFRICA TO SECURE THE THREE KEY INGREDIENTS OF A GROWING BUSINESS - STABLE SUPPLY, HIGH QUALITY AND COMPETITIVE PRICING.” BUSINESSFOCUSMAGAZINE.COM
“The credit goes to our highly skilled and dedicated local staff, who made the impossible possible by showing dedication, a high level of professional skills and the willingness to go the extra mile,” says Mr Burmester, reflecting that commissioning a new line in the middle of a coronavirus crisis, when most businesses are reducing their costs, is remarkable, and a mark of confidence in the local market and its future development. “We have received great support from all our international suppliers as well as the CoRo technical team in Denmark,” he adds. “Under normal circumstances, we would have flown a lot of experts in to supervise the installation and commissioning but all that has been managed by means of webinars and online interactions. Perhaps Covid-19 has accelerated the change of the business environment and showed us how things will be done in the future.”
Inauguration of the new line in July was a special milestone for the BIDCORO Africa team, celebrated with an official opening ceremony attended by Cabinet Secretary, Ministry of Industrialization, Trade and Enterprise Development, the Hon. Betty C. Maina and the Danish Ambassador to Kenya, Mette Knudsen.
INGREDIENTS OF SUCCESS
With the new addition, BIDCORO’s 12,000 m2 facility houses three production lines and is ready for another potential extension, as the company looks into expanding into other categories and boosting exports. Mr Burmester affirms that a focus on stable, reliable supplies of consistent quality is a must to succeed as an exporter. “The challenge of working with major brands like ours is that tradition and market expectations are a commitment. Stable high quality is crucial, and can never
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be compromised. We want to work closely with potential suppliers here in Kenya and East Africa to secure the three key ingredients of a growing business - stable supply, high quality and competitive pricing.” He adds a fourth ingredient that is gaining increasing importance in global markets - sustainability. In line with the efforts to reduce the amount of plastic waste around the world, BIDCORO is going to change some of its plastic straws to paper ones as the first step towards a reduced environmental footprint. “We are working towards finding alternatives that we can switch to while striving to make a positive change but the fact remains that a plastic bottle is still one of the best containers for food and drink. This is an area where we are working closely with the packaging industry to find innovative solutions.”
“THE LESSON THAT WE LEARNED FROM THE PANDEMIC - AND IT HAS NOT BEEN THE LAST ONE IS THAT FLEXIBILITY IS KEY.” EXPANDED OFFERING
Despite the Covid-19 setback, the business is set to grow, he affirms. “2020 has been a difficult year but our overall financial performance has not been affected dramatically, and we are set to hit our targets.” “The lesson that we learned from the pandemic - and it has not been the last one - is that flexibility is key. The business will need to be flexible to stay competitive. Another outcome that will last is the focus on staff safety, always and under all circumstances. I believe we have handled the situation very well and are proud to say that we have not laid off a single person during the crisis.”
Our Products SunTop and SunQuick.
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BIDCORO AFRICA
BIDCORO Staff Members during the President’s Visit to BIDCORO Industrial Park.
“THE PRODUCT IS ALREADY BIG IN EUROPE AND ASIA AND I’M SURE IT WILL BE A SUCCESS HERE ALSO.” BUSINESSFOCUSMAGAZINE.COM
Mr Burmester, a Danish national with decades of experience in working with businesses in Asia and Africa, has no doubt about BIDCORO’s further progress. The company plans to launch another product in December to please the tastes of locals - Suntop ice lollies, made with real fruit juice with no preservatives, no artificial flavours and no artificial sweeteners. They can be
transported unfrozen and stored at room temperature, which means more cost-effective and more environmentally-friendly logistics. “The product is already big in Europe and Asia and I’m sure it will be a success here also,” he says, adding that after a period of consolidation next year, BIDCORO Africa is set to embark on further business expansion.
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HENKEL LAUNDRY & HOME CARE
DIGITAL TRANSFORMATION AND SUSTAINABILITY ARE KEY CONCEPTS AT HENKEL, THE MULTINATIONAL GROUP WHOSE PRODUCTS HAVE BEEN APPRECIATED BY GENERATIONS.
GOING FOR THE DIGITAL EDGE PROJECT MANAGED BY: JOHN HOLLIMAN
Germany-based Henkel operates globally with leading innovations, brands and technologies in three business areas: Adhesive Technologies, Beauty Care and Laundry & Home Care. With a global workforce of over 52,000 people, in 2019 the group reported sales of more than 20 billion euros and adjusted operating profit of more than 3.2 billion euros.
“T
he Laundry & Home Care business unit is the cornerstone of Henkel. The unit holds leading positions in many markets and categories around the world, and is the very basis of Henkel’s development it all started here in 1876, when Fritz Henkel aged 28 founded the company Henkel & Cie in Aachen, Germany. The company’s first product was a laundry detergent based on sodium silicate, named “Universal-Waschmittel” (universal detergent). Since then, this branded consumer goods business has grown into a globally active unit with wellknown brands, such as Persil, Purex and Pril. For consumers around the world, Henkel’s brand names have become an integral part of their daily lives.
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DIGITAL TRANSFORMATION
The company’s future is guided by a long-term strategic framework with a clear focus on purposeful growth. Creating superior customers and consumers value to outgrow markets, reinforcing leadership in sustainability, and empowering its employees through a collaborative culture are crucial for this strategy. With a strong foundation and company culture, Henkel wants to leverage innovation, digitalisation, and sustainability. Therefore, Henkel is continuously stepping up its investments to optimize business processes along the entire value chain. Delivering growth through its digital global supply chain is only one key pillar in the company’s digital transformation journey. “When it comes to Laundry & Home Care, we have transformed our supply chain over several years in various phases and in the current phase we are really digging deep into digital,” says Mr Holbach, who - with more than 20 years of experience in supply chain, operations, purchasing and sales, has a specific focus on supply chain strategy and
organizational development, network optimization, continuous improvement, and post-merger integrations. “Everything we do in supply chain is embedded in our purposeful growth strategy,” he affirms, adding that the company’s technology, people and data capabilities must all work in parallel to ensure the transformation is a successful one to ultimately serve best our customers and consumers. “Needless to say, people are key. Henkel has a feedback-driven culture and work is organised within cross-functional teams while supporting flexible hours. We must ensure that all of Henkel’s employees have the opportunity to upskill themselves, by having access to digital learning that will enable training on the capabilities that are relevant today and in the future. It is vital to give the employees time to understand and embrace new technologies and provide targeted support and training.”
FOCUS ON SUSTAINABILITY
Digitalisation is not only crucial to meet the growing customer and consumer expectations on service in today’s fast-moving
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Turn-key Solutions for Warehousing and Material Handling At the present time production companies are facing growing cost and time pressure due to drastically increased product variant diversity and an accelerated technical progress. In addition, risen demands regarding delivery time, quality, functionality and price by altered customer behavior propose a challenge. Production companies need to react to these market changes by manufacturing more product variants in smaller batches and are thus forced to make their production workflow and material handling processes safer as well as more dynamic and efficient. Flexible automated and financially attractive intralogistics solutions for material handling with an increasing digitalization penetration are vital in
entire life cycle of intralogistics. Besides comprehensive automation using the entire Siemens product portfolio and Industry Logistics software standard library INTRALOG TIA, the warehouse management system INTRALOG WMS developed for the special needs is becoming more and more important in the context of digitalization driven by a seamless data flow. Profit from a partnership As result a partnership with Siemens can last from the initial concept to smooth operation and service: Profound conception for efficient material flows by optimized layouts and specific own new developments using innovative technologies.
“We are the reliable turn-key solution provider and independent automation and digitalization expert for Intralogistics” this context and production companies can profit from a partnership with Siemens in this area. Industry Logistics Solutions The Siemens group Industry Logistics of Digital Industries with headquarters in Nuremberg, Germany, provides turnkey solutions for warehousing and material handling on a global basis which are tailored for those current needs of industries making intra-plant material flows efficient, flexible and productive. Best fit to customer’s requirements Industry Logistics is an independent trusted partner and renowned automation expert for its customers for turnkey warehousing and material handling solutions supporting the
Comprehensive planning using bestfit mechanical technologies for specific system requirements and validated by plant simulation if appropriate. Smooth installation by a systematic approach using pretested system sections and proprietary automation and IT. Systematic commissioning by professional project management and pretested core software functionality. Customized 24/7 service on site by a global Siemens expert team. Future-proof, efficient and flexible Our customers appreciate the longterm project partnerships in the field of Intralogistics and have benefited from optimized material handling processes with long-term flexibility.
Key advantages Competence from a single source Siemens provides globally operating teams consisting of certified project managers and specialists with profound know-how and experience. Our customers can rely on the fact that they always look for a common solution, even if the requirements change. Technical leadership Siemens is known and acknowledged for providing the most suitable technical solution for the specific logistics tasks due to comprehensive planning and automation competence as well as profound logistics knowledge. The solutions are exceptional and fit best to the requirements as they are based on optimized layouts and mechatronic innovations developed by us focused on high performance and availability. Due to our own state-of-the-art technologies, our knowledge and experience in the field of digitalization, Siemens is also a trusted partner for digital transformation with our customers. Productivity, energy efficiency and easy operation For our solutions Siemens control and drive technology of the latest generation are used fostering sustainable productivity. Energy efficiency and easy operation are also ensured by the modular Software and IT standards INTRALOG TIA and INTRALOG WMS. Long-term availability Siemens stands for high availability when it comes to smooth integration of the warehouse and material handling solution into the existing system landscape and to highquality modular solutions which can be expanded and modified throughout the entire production life cycle. Long-term investment security Siemens is the trusted partner for reliable professional global support throughout the entire production life cycle by customized service packages and world-wide presence. www.siemens.com/industry-logistics
HENKEL LAUNDRY & HOME CARE
world, it is also an essential pillar to leverage sustainability. With Smart Factory concepts, Artificial Intelligence and Augmented Reality, Henkel is already on the right track towards Industry 4.0 with its digital global supply chain worldwide. At the beginning of 2020, the company was recognized by the World Economic Forum and McKinsey for its state-of-the-art Laundry & Home Care factory in Düsseldorf. The company was chosen from over 1,000 competing factories – it is now part of a network of the world’s most innovative production facilities. Technology and data are crucial enablers to delivering growth and sustainability at the same time. Mr Holbach acknowledges that as a global company, Henkel is aware of its role in promoting sustainability throughout its product cycles, and in reducing its environmental footprint. “Henkel’s purpose is to create sustainable value - as sustainability leaders we aim to pioneer solutions for sustainable development, and that is also one of our competitive advantages. As such, our focus on innovations is strong.” “Sustainability has been a key topic over years and our key driver. Our long-term vision is to become a climate-positive company by 2040. We are starting by focusing on our own production, which we can influence directly, and in these efforts, we join forces with industry partners, NGOs, and governmental organizations.”
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As a result of the company’s sustainability efforts, Henkel has reduced energy consumption in its Laundry & Home Care division by 50% over the last ten years, and the sustainability concept is anchored in the business’s DNA, says Mr Holbach. “Our products are used millions of times every day around the world and we recognise the potential impact we can make by developing sustainable innovations and by improving our productions and value chains.” “For example, we have implemented a unique cloudbased data platform, called Digital Backbone, which connects all our Laundry & Home Care factories endto-end, worldwide. It brings great advantages regarding energy efficiency and process optimisation – it is clearly one of
our best practices, proving that digitalisation and sustainability go hand in hand.”
STRATEGIC FRAMEWORK
Through AI, advanced analytics, and thousands of sensors across the production facilities, Henkel improves the product quality as well as the environmental results with the help of the collected data. Mr Holbach reflects that efficient supply chain systems result in a better sustainability performance. “Our supplier base is one of our most important resources and significantly influences our environmental footprint. To accommodate increasingly globalised value chains and complex procurement activities, we require a holistic supplier management process. In this respect, new technologies and digitalisation have a strong influence on the supply process, and digital instruments are an integral part of the supply chain at Henkel.”
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And that will continue to be so in the future, he affirms, as the company continues to work on improvements and innovations, identifying new technological advancements. “We want to deliver what we believe will be a sustainable impact to the whole business. So, over the next two to three years, we’ll be rolling out technologies that we have identified recently, while also surveying the market to identify new technologies we think could be interesting in three to five years’ time.”
This will be in line with Henkel’s strategic framework, with defined key focus topics including innovation, sustainability and digitalisation as well as future-ready operating models, underpinned by a strong foundation of a collaborative culture and empowered people, and last but not least, pursuing continuous optimisation of the supply chain system, to secure a sustainable and lasting transformation to benefit both the business and people inside and outside.
“HENKEL’S PURPOSE IS TO CREATE SUSTAINABLE VALUE - AS SUSTAINABILITY LEADERS WE AIM TO PIONEER SOLUTIONS FOR SUSTAINABLE DEVELOPMENT.”
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HYBRID POULTRY FARM
WE TALK TO ZAMBIA’S OLDEST & MOST ESTABLISHED POULTRY FARM.
FAR FROM CHICKENFEED PROJECT MANAGED BY: JOHN HOLLIMAN
Since 1961 Hybrid Poultry Farm has been breeding and rearing chickens in Zambia, with a business comprised of several facets. The company’s breeding stable offers three products, the Cobb Broiler, layers to be kept up to 85 weeks for egg-laying, and the coloured breed day old chicks.
S
imon Wilde, Hybrid Poultry Farm’s Managing Director explains, “We have our grandparent operations where we bring in Cobb chicks from Europe to produce breeding stock for our eight breeding farms throughout Zambia. Those farms, in turn, produce the day-old chicks that we sell to small and medium scale customers and use in our integration, where we grow our own broilers, which we then process in our abattoir of up to 25,000 birds a day.”
COMPETING ON QUALITY
Hybrid Poultry Farm is a fully integrated company that covers the whole process from breeding to producing processed chicken, which the company markets under two brands, Country Choice Chicken, for frozen products and Eureka, which is mainly fresh chicken and further processed products.
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These products have carved out a competitive niche in the marketplace. “A unique selling point with chicken is a difficult one as it’s a commodity, but we have managed to differentiate by being halal and are the only producer to have ISO FSSC 22000 food safety accreditation,” Wilde says. When it comes to our day-old chicks the differentiators are genetics, customer service, and our 59 years of experience.” However, while Hybrid Poultry Farm has built itself a qualitybased reputation, the market is in danger of being flooded with cheap imports. “One of the biggest challenges we face at this moment in time is that while the government does not allow the importation of any finished chicken products, but they do however allow the importation of mechanically deboned meat (MDM)” Wilde points out. “This
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HYBRID POULTRY FARM
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• Power cables, general purpose cables, submersible cables, steel wire, armored cables, vabtyre (flexible) cables, aluminium cables & many more • • Light switches, sockets, dimmers, decorative light fittings, Industrial light fittings, security light fittings, outdoor light fittings & many more • • Components for control gear, contactors, overs load relays, timers, star delta starters, change over switches & many more • • Industrial sockets, steel & PVC enclosures, heavy duty distribution boxes • • Electrical tool & electrical tool kits • Cable management systems • • We are also one of the largest distributors of plascon paints. We stock the whole range plascon has to offer. Over 4,000 colours to choose from available at all times • • Voltic electrical takes pride in supplying all original quality products • Voltic is an agent for the following companies: • Circuit Breaker Industry • MK Philips • Crabtree • Litemaster • Hellermann Tyton • • Alvern Cables • Zamefa Plascon and more •
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is a large hindrance to our business because of an upturn in demand for Hungarian sausages in the last two to three years made from this imported MDM. Currently, it is believed that 600 tons a week of MDM enters the country, pretty much the same as all the chicken production in Zambia from all companies. So, we’re working hard with the government, who are extremely sympathetic to the issue and are strongly considering doing away with the importation of this MDM.” Unchecked, this could be a serious problem, as markets such as Kenya and South Africa have found with European or American companies dumping cheap poultry products into the market, but Wilde is convinced that close cooperation with Government in resolving this challenge will open up fantastic possibilities for the Zambian market. “If we can stem the tide of MDM importation and turn that to into poultry farming, we would be adding throughout the value chain from the growing of crops that feed the chickens right to the end of the value chain,” Wilde tells us enthusiastically. “We are already pioneering the production of MDM and our own sausages with local products. There’s scope for growth in the Zambian agricultural sector especially in the poultry industry if we can turn off these imports.”
“THERE’S SCOPE FOR GROWTH IN THE ZAMBIAN AGRICULTURAL SECTOR ESPECIALLY IN THE POULTRY INDUSTRY IF WE CAN TURN OFF THESE IMPORTS.”
HATCHING TALENT
Hybrid Poultry Farm is a labourintensive operation, employing over a thousand staff at the last count across all its operations. “We work closely with the Ministry of Livestock and the University of Zambia to find suitable graduates. We also have a graduate programme running with four graduates being groomed for management positions across our two hatcheries and breeder
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farms,” Wilde says. “COVID has affected this year’s crop of graduates as we had to lock down all of our farms. Another six graduates are starting in the next two to three months. It’s a great tool to develop middle-toupper management.” “Our managers all come through the same in-house training and pass on their skills,” Wilde explains. “We’re in the process of rolling out a programme called BATOBA, (BAck TO BAsics). In which we embark on a new and updated company culture driven by the staff themselves. We are excited at the prospect of the creation of an online poultry academy for all staff to utilize within this program.” COVID-19 has of course been in an issue in Zambia as elsewhere, although not to the same degree, with Zambia never undergoing full lockdown. However, while some extra precautions were put in place, in many ways the poultry business is custom-made to withstand the effects of a pandemic. “With poultry, biosecurity is our biggest risk and we’re constantly vigilant to it,” Wilde says. “At all our locations you had to adhere
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to extremely rigid biosecurity protocols pre-COVID anyway. With that in mind, we had to put in social distancing measures and ban outside visitors, so it was relatively straightforward for us to lock down those locations. Our QA team worked to monitor employee temperatures daily and I am very glad to say we’ve had no positive tests up to this point.” Poultry is a highly competitive field, with four competitors in Zambia’s processed chicken sector and five on the day-old chick market. “We’ve seen the demise of three competitors in the last four years,” Wilde says, but he is optimistic about Hybrid Poultry Farm’s own performance. “We’ve invested heavily in environmentally controlled chicken houses that should lead to a lower production cost and ensure the consumer enjoys a competitive price. The future is about bird welfare and food safety while sustaining demand. There is an opportunity in food safety, and we will continue investment in accreditation, quality assurance and attaining world-class quality chickens for our customers.”
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TRANSMARA SUGAR COMPANY
WE LEARN HOW TRANSMARA IS WORKING WITH SMALL OUT-GROWER FARMERS TO MEET KENYA’S SUGAR NEEDS.
HOME SWEET HOME-GROWN PROJECT MANAGED BY: JOHN HOLLIMAN
Transmara Sugar Co. Ltd (TSCL) started in 2012 as a shareholder-owned company with a crushing capacity of 1,250 tons of sugar cane per day. In 2013, cane supply met the factory capacity and factory capacity was increased to 2,000 tons of sugarcane cane per day.
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TRANSMARA SUGAR COMPANY
“O
ver the years that has grown to 4,000 tons a day,” says Frederick North-Coombes, Transmara’s CEO. At that point, Sucriere des Mascareignes Ltd (SML), a subsidiary of Mauritian group Alteo Ltd, acquired a 51% controlling interest in TSCL. “It’s definitely changed the way the company is run. It is run today as a corporate entity in line with Alteo’s values,” NorthCoombes says. Over this period sugar production increased from 17,000 tons in 2012 to 89,000 tons in 2016. Working to build a strong relationship with the farming community supporting
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farmers in developing their land. TSCL has decentralised its agricultural operation by building five agricultural regional offices, each fully staffed and equipped to supply and service farmers. “TSCL do not own land for agricultural purposes and sources 100% of its sugarcane from out-growers, supporting the growers by supplying them with services such as land preparation, seed-cane supply, fertilisation, harvest and transport,” North-Coombes tells us. “These services are advanced to the farmers and recovered from their proceeds at the time of harvest. Today, TSCL counts 15,000 hectares
of contracted land under sugarcane cultivation and 17,000 farmers approximately.” Transmara Sugar has a strong belief in its “Local Only” procurement philosophy. Their chief brand, Mara Sugar, is only produced from sugar cane grown locally in the lush green highlands of Transmara and its surroundings. This means that Transmara Sugar is supplying a superior product while keeping in mind the ongoing growth and development of the farming community.
A HELPING HAND
“The uniqueness of Transmara is its out-growers and the collaboration and support we
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The firm was established in January, 2016. It is located in Nakuru County about 2 hrs drive West of Nairobi City County in the Republic of Kenya. The Firm is led by Mr.Leina Morintat who has 10 years experience as a legal practitioner. The firm comprises of a lean but efficient team who believe in team work. The areas of specializations are Conveyancing including but not limited to Commercial ranches and/ or conservancies, Civil litigation in all aspects, Debt Collection, Probate & Administration Law, Employment & Labour law and Criminal law. Accordingly, Transmara Sugar Company Ltd is our foremost corporate client amongst others. LEINA MORINTAT & COMPANY ADVOCATFS, SALMAN CENTRE 2ND FLR,RM NO. 1 P.O.BOX 18752-20100, NAKURU, KENYA Mobile No. +254 (0)724 141 643 E-mail: leinmorintatco@gmail.com
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PIONEERS IN SUPER-CONDITIONING Diffusion Welding Supplies Ltd, Kenya in association with Diffusion Engineers Ltd, India is a total solutions providing company in repair and maintenance welding. Services provided in Sugar Industries: • • • •
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Failure Analysis /Life Enhancement solutions Reconditioning of old & worn out components We undertake a variety of onsite job works & repairs Manufacturer & Supply of: • Special Low Heat Input electrodes for joining & hard facing • Flux cored wires for roller arcing & other hard facing applications • Weld overlay wear resistant plates & components Supply of Thermal spray powders Supply of Welding and cutting equipment Supply of castings with hardfacing protections Welding Training for welders, supervisors, managers
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TRANSMARA SUGAR COMPANY
Frederick North-Coombes, Transmara’s CEO. provide to farmers,” NorthCoombes says. “We also advance school fees to farmers on a quarterly basis for their kids’ schooling. TSCL invest approximately $1.2 million a year on road development and maintenance in cane growing areas, which eases transport of sugarcane as well as transportation of other farming produce and other requirements from farmers.” As well as providing support to local communities, Transmara Sugar is also helping farmers to adopt best sugarcane farming practices by delivering a free training program to farmers. So far, all TSCL Agricultural staff and 800 farmers have benefitted from this program with the aim to increase and maintain high yields. “If we maintain high yields for farmers, we automatically get a more sustainable system,” North-Coombes says. “Our best farming practices show significant improvement and
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have a strong aggregate and agronomy department working on cane variety trials to improve on our yields to the farmers.” TSCL also have an agronomy section which carries out new sugarcane variety trials, fertilizer trials, pest and disease control management, soil health followups and a hot water treatment plant for the seed cane treatment, alongside a range of other agronomy activities to provide meaningful support to farmers for the optimisation of their crop. Transmara Sugar has also invested heavily in the implementation of a new transport system to reduce damage to the field and maintain yield to the farmers. “We get 1,800 to 2,000 millimetres of rain a year,
distributed over ten months and therefore do not require irrigation,” North-Coombes explains. “TSCL has invested heavily in developing a new transport system for use in this particular environment to reduce the damage to the fields and hence maintain the yield across the different crop cycles.” The pay-off of TSCL’s efforts can be seen in its production. In 2017 the miller crushed 424,440 tons of cane to produce 42,026 tons of sugar. 4,500 hectares of cane had been developed across 2017 and 2018, during which Transmara Sugar crushed 578,000 tons of cane and produced 55,000 tons of sugar, while the following year 74,942 tons of sugar was produced.
“THE UNIQUENESS OF TRANSMARA IS ITS OUT-GROWERS AND THE COLLABORATION & SUPPORT WE PROVIDE TO FARMERS.”
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Today Transmara Sugar’s Mara Sugar brand is one of Kenya’s leading locally milled sugar brands, with Transmara’s sales representing a fifth of the locally produced sugar sold in the country. This market penetration has been growing steadily over the last four years.
SHARING THE KNOWLEDGE
While Transmara Sugar is undeniably an iconic Kenyan success story, it has also had to overcome challenges. “At the beginning, cane availability was a challenge, but we’ve proved now that we can develop cane and have a partnership with our farmers growing cane in a sustainable manner,” North-Coombes points out. This partnership has also involved training, both among the farmers that work with Transmara Sugar and the company’s own staff. The miller has worked with farmers to adapt to the postCOVID environment. Sugar manufacturing is an essential
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service in Kenya so Transmara Sugar’s operations continued during the pandemic. “We’ve had to put systems in place so we can continue our operation in a safe environment and we’ve been lucky in that so far we haven’t had any COVID cases at our plant,” North-Coombes says. “We’ve seen the market has been slower because the buying power of the customers has dropped, but our production team has put all the hygiene measures, social distancing, the wearing of face masks, and sanitation systems in place so we could continue safely.” Meanwhile, Transmara Sugar already has one eye on the future. Looking ahead, NorthCoombes sees more challenges, but also more opportunities. “We still need to increase our supply,” he tells us. “We’re also looking into generating our own power. We want to launch a 25-megawatt power plant in the near future and maybe in the longer term begin adding value to our products, such as molasses.”
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PIZZA HUT AFRICA
PIZZA HUT AFRICA RECENTLY CELEBRATED THE OPENING OF THEIR 100TH STORE IN THE SUB-SAHARAN MARKET.
THE RETURN OF
THE HUT PROJECT MANAGED BY: MALVERN KANDEMWA The year 2008 was not a good year for Pizza Hut Africa. The American pizza franchise exited the South African market after a consistent decline in commercial success and challenges relating to customer retention. Fast forward ten years later, to the year 2018, Pizza Hut Africa celebrated the opening of their 100th store in the sub-Saharan market.
“T
he South African fast-food space is among some of the most competitive foodservice markets in emerging economies, boasting a total of just under 10 million customers who actively support the sector. The market is dominated by multinational companies with sophisticated franchising systems, as well as locally founded food-chains, with decades of presence across the country and characterised by stiff competition. The exit of Pizza Hut in 2008 is fully a testament to this.
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The foodservice industry’s market value in South Africa was estimated to be around $2.7 billion in 2018 by analysts, a growth forecast proportionate to the rate of urbanisation taking shape across the country. The pace of urbanisation taking form in South African cities has boosted the growth of numerous businesses in the foodservice space. With more people moving to the city for employment and educational purposes, fast food chains are presented with a bigger demographic that needs their services.
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WHEATA Wheata is a major player in the flour industry in Sudan and wider region with a milling capacity of 2000 tons per day. High quality wheat is imported from the top global producers stored at its strategic terminal in Port Sudan before being transported to Khartoum where it is milled within Wheata’s state of the art facilities. Producing high quality flour, bran and semolina as well as being a major distributor of yeast. The company plays a dynamic role in supplying the community with wheat flour which is a major food commodity in Sudan. All efforts are employed to maintain its supply to the community, hence assisting in the achievement of food security at the national and household levels, having 158 distribution centers across Sudan with teams that consist of qualified and experienced staff in the field of supervision, after sales service and technical support. Wheata is a leader in Food Safety being the first food manufacturing company in Sudan to achieve FSSC 22000. Wheata also both voluntarily and uniquely adopted the practice of fortification of wheat flour by Iron and Folic Acid (Vitamin B.9) the sole mill currently in Sudan doing so. This is a significant public health strategy which we are pleased to lead.
Creating Better Together Griffith Crown Foods (PTY) Ltd is a global food ingredients supplier based in South Africa, a result of the dynamic partnership between Griffith Foods™ and the Crown Food Group (a division of Bidcorp Food Africa). Proudly contributing to the now 20 years global relationship between Griffith Foods and YUM Brands, we are supplying into Pizza Hut Southern, East and West Africa. We believe in Creating Better Together™ and we live up to this promise by working directly with each franchisee in these markets. If you are in the QSR, food processing or snacks industry and want to learn more about what we can offer within Sub-Sharan Africa – please get in touch. Rohan du Toit, General Manager rohan.dutoit@griffithcrown.co.za Tel: +27 (0)10 271 1637 Building 23, Thornhill Office Park, 94 Bekker Rd, Midrand, 1686 SA We are on LinkedIn, also visit www.griffithfoods.com
Wheata undoubtedly complied with the high international standards that was set by Yum! for food safety and was capable to win the certification and become the sole supplier of the premium flour to Pizza Hut branches in Khartoum, Sudan, being the first Sub-Saharan mill to do so. The development continued in order to close supply chain gaps and Wheata became certified by Yum! For the second time suppling bread for KFC. Currently Wheata is developing a state-of-art high commercial bakery to supply a variety of bread under the brand name Warda. Wheata is part of group of privately-owned companies named Araak which is one of the largest and most successful commercial groups operating in Sudan. It is a diverse conglomerate of Sudanese companies engaged in a wide scope of industrial activities. The company was founded in the 1960s by Mr. Hassan Ibrahim Malik, and grown to become a powerhouse of Food, Engineering and Construction companies including being the sole bottler and distributor of PepsiCo and associated products in Sudan. Araak’s high international reputation was key in being the partner of choice for management and distribution of famous trademarks in Sudan, such as Frito-Lay’s, KraftHeinz and Friesland Campina.
www.araak.com/en/business/index/33/Milling
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THE SECOND COMING
Upon its 2014 return to the South African market, Pizza Hut Africa (under the Yum! Brands Inc umbrella) has carved out a place in many customers’ hearts through innovation, quality of service and being aligned to the expectations of the target market. The adjustments made to the business model seem to be effective. Prior to its 2008 exit, the franchise was popular amongst many South Africans for its large family-friendly sit-in arrangement. The current model focuses on convenience. The franchise has aggressively pursued the omnichannel operating model. Through adding more brick and mortar stores in highly targeted spaces, Pizza Hut has solidified its presence and visibility. Times have changed, and the digital saturation across the country (and the continent) has played into the company’s online opportunities. A wave of popularity for widespread online purchasing across multiple sectors (including the food services industry) has fully engulfed the South African consumer habits. This practice is gaining traction annually within the sub-Saharan market. Paving a way for a trendy and integrated approach for traditional brick and mortar establishments to have a dual presence known as an omnichannel strategy. Physical stores continue to play a critical role in the company’s revised strategy. Through understanding the ever-evolving trends of the food industry, Pizza Hut is able to deliver to both the traditional market and the digitally savvy new-age foodie culture.
was founded on a renewed approach. Eager to learn from previous failures, the company perceived the SA market as a stepping stone towards solidifying its footing in subSahara. The company has since increased its presence in the region, having launched a hundred stores in the highly enticing market. Customers have well received the franchise, certifying the success of the expansion into Africa. The mission to build a presence in 13 sub-Saharan countries and an additional 90 stores in North Africa speaks to the aggressive approach Yum! Brands Inc has undertaken since returning to the region. According to the reports circulated amongst foodservice franchisers, pizza is the 3rd most loved offering in the fastfood sector after chicken and
burgers. Pizza Hut has managed to consolidate this interest from the market through targeted advertising and a tailored experience for customers. Although numerous businesses in the foodservice sector have experienced business lows, with some having to face liquidation and buy-outs, Pizza Hut continues to experience growth along with other food franchises in its stable.
SECRET TO SUCCESS
So, what is behind the success of the pizza franchise? A wellexecuted business model is one of the key elements that need to be credited for the success of Pizza Hut Africa in emerging markets. Despite the franchise going through hard-ships and having a number of stores shut down in developed markets, the
“PIZZA HUT AFRICA HAS MADE VERY IMPRESSIVE STRIDES SINCE ITS RETURN TO THE SOUTH AFRICAN MARKET. THE BRAND STILL AIMS TO CREATE THE BEST CUSTOMER EXPERIENCE EVER.”
TARGET DRIVEN OPERATION
The return of Pizza Hut into the South African market
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PIZZA HUT AFRICA
company is doing extremely well in sub-Sahara. This can be attributed to the strict requirements for potential franchisees. The franchise is looking to continue forming business partnerships with individuals who have a reputable record in the food industry. One of the key requirements for potential franchisees is a proven ability to secure a minimum of 210 Pizza Hut delivery outlets. Potential franchise partners must also have access to verifiable development capital of R25 million. The current franchise partners have
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managed to push the brand to higher benchmarks while navigating a very fragile and competitive foodservice sector.
THE PROOF IS IN THE PIZZA.
One of the reasons that have kept the brand as a firm favourite in the markets it has experienced the most success in is the catalogue of meals on offer. The menu is very enticing, put together in a manner that sets the franchise apart from its competitors in the pizza business. Customers are given an option to create profiles on the website, simplifying the process of placing online orders. Once the profile is created, the customer can sign in, place an order, and opt to have the order delivered or collected from the nearest Pizza Hut location.
The offers range from easy on the pocket meals for one, to deliciously stacked combos known as tribe offers that customers can feast on in groups (ideal for family and workplace lunch meetings). There is a certain intrigue about how the meals on offer are structured. From the specials to sides and kiddies meals, to diversify their offering, Pizza Hut has also upped their game by including sweeter options on the menu. The Cholocate Pizza and Giant Choc Chip Cookies have won the franchise a very loyal following. Pizza Hut Africa has made very impressive strides since its return to the South African market. The brand still aims to create the best customer experience ever.
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Andrei Yosef, PhD, CEO of Sorrel Medical.
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SORREL MEDICAL
SORREL’S WEARABLE DRUG DELIVERY PLATFORM NOT ONLY MAKES TAKING MEDICATIONS SIMPLE AND EASY BUT ALSO PROVIDES A KEY TOOL IN REVOLUTIONISING INPATIENT AND OUTPATIENT CARE.
DELIVERING INNOVATION PROJECT MANAGED BY: JORDAN BOSWELL
Sorrel Medical develops and manufactures innovative solutions for the subcutaneous delivery of large molecule drugs. These fully connected, pre-filled and pre-loaded wearable devices enable patients living with chronic and high burden conditions to selfadminister medication safely and efficiently without interrupting their daily lives.
“T
he patient receives something that resembles a large band-aid. As the device arrives already loaded with medication, the only thing they need to do is remove the liner and attach it to the body,” explains Andrei Yosef, PhD, CEO of Sorrel Medical. “Everything else is automated, controlled and digitised, releasing medication to the patient subcutaneously through a reliable electro-mechanical pumping mechanism, without them having to worry about the treatment they are getting.” Sorrel Medical’s delivery system provides two key selling points, first to the patient, and secondly to pharmaceutical companies looking for a delivery system. “The unique selling point of the device is built on two layers. The first layer is the end customer, the patient, and
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I must honestly say that I start and finish the day thinking about the patient,” Yosef tells us. “Today, in order to receive medications, patients have to go to hospitals (often involving a lengthy car journey), park and then wait in line. If they’re an oncology patient they have to stay in the hospital, which is the last place you want to be with a weakened immune system, even before the COVID pandemic. So, we are telling patients that the whole concept of the hospital as ‘a home for sick people’ is going to change. Their home will be their home – when they are healthy and when they’re sick. The same quality of care will be given at home, delivered with the same safety and even more comfort.” As well as the end-user, Sorrel’s products provide a boon to the pharmaceutical industry.
“Pharma companies naturally want what is best for their patients, so they fully agree with the first selling points. However, for them, the priority is not only for the device to be easy to use, but also to ensure they are not required to make costly and time-consuming changes to their drug products in order to bring them to market,” Yosef explains. “Because our devices are primary container agnostic, we can take a drug in its primary container – either a cartridge or a vial – and build our device around it. Pharma companies won’t have to resubmit to any regulatory body or change their manufacturing line. That’s a big selling point for them.” These selling points are built on two key foundations. “The first is innovation. We have a lot of IP and innovative solutions inside the device. These include multiple smart sensors, as well as a series of internal system checks and indicators to guarantee successful selfadministration,” Yosef says. “The second one comes from what we call the ‘human factor’, a design suited for patients to enable them to have treatment in the comfort of their own home.”
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SORREL MEDICAL
THE CHANGING FACE OF MEDICINE
The advantages of Sorrel’s drug delivery devices are easy to see, but for Yosef, they are also symptomatic of a wider sea change in the field of medicine. “We see that the medical field is going to change. There are modifications, changes, evolutions, and indeed, revolutions going on in the space,” Yosef says. “We are already seeing patient treatment move from the hospital to the comfort of the patient’s home. Relying on hospitals and day care units to help with these kinds of patients will soon be a thing of the past.” If anyone remains unconvinced by Yosef’s argument, they need only look at the consequences of the COVID-19 pandemic. “We saw the switch to home care accelerated by the COVID-19 pandemic, all around the globe but especially in western countries,” Yosef says. “Those patients that normally need to go to the hospital can instead sit at home to receive their treatments. This mandates that drug and device manufacturers bring solutions to the patient that are easy to use and can be managed without the presence of a caregiver or healthcare provider.” The shift towards home care is simultaneously driving and being driven by the other big change in the healthcare sector. “The next big thing that’s going to happen is digital health. We’re currently seeing companies realising the benefits of harnessing big data around patients, medications, and hospitals,” Yosef says.
“THE SAME QUALITY OF CARE WILL BE GIVEN AT HOME, DELIVERED WITH THE SAME SAFETY AND EVEN MORE COMFORT.” “One of the key issues with patients who want treatment at home is how we will track their treatment to maintain their adherence. The advent of the digital health era – from fitness trackers and smartwatches to specific apps and medical devices – has been gamechanging. Our wearable devices, fully connected via
both Bluetooth and near-field communication (NFC), enable the real-time sharing of patient data with healthcare providers. We can show the patient, the pharma company and the caregiver how well the patient is coping with the device and understand how they feel when it’s working.” This evolution in healthcare is not just about applying the latest technology, but thinking about how carers and patients interact with it. “Even small things like giving the patient a thumbs up when they finish an injection go a long way,” Yosef says. “The way we treat patients is constantly improving thanks to the availability of the vast amount of digital data that we are now
Vial-based wearable device configuration.
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able to collect, organise and analyse in order to provide actionable insights.”
PREPARING FOR THE NEXT PANDEMIC
Of course, the COVID-19 pandemic has caused a widespread reassessment of the way the healthcare sector works. “The COVID-19 pandemic has not made life easier for anyone. It had a huge effect on the global market, people are sick, people lost their jobs, whole industries were closed down. This pandemic is tragic,” Yosef says. “But we need to look at how we will come out of the crisis. This came as a warning that we need to be ready for the next pandemic. Being ready means ensuring that healthcare providers can continue to treat patients without them having to risk entering potentially contaminated environments.”
Sorrel pump worn on arm.
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SORREL MEDICAL
Sorrel’s new manufacturing and cleanroom facility.
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The factors COVID-19 has been driving are the same ones that Sorrel has already been pushing for. “In my country, you don’t really go to the doctor, you set up a video meeting. You have tools to measure temperature and blood pressure, and you can digitally send those readings to the care teams,” Yosef says. “Despite the challenges caused by the pandemic, for Sorrel as a company this period has resulted in some very tangible opportunities. We are experiencing unprecedented interest in our solution and no longer need to explain why treatment at home is important or why digital health is the future – the benefits are now obvious – and so it is speeding up the processes. Obviously, we’re not happy with the pandemic, but we understand how the changes that will come from it will help to improve healthcare for all of us.” Indeed, with Sorrel Medical growing rapidly, the company is well placed to help usher in the next stage of healthcare. “When we look to the future, we expect to continue growing at a very fast pace, partnering with increasingly more pharmaceutical companies to deliver combination drug delivery solutions to patients,” Yosef says. “We see ourselves playing an important part of the lives of patients by improving the market and thus the delivery of care. Headquartered in Netanya, Israel, Sorrel operates under the Eitan Group, providing both hospital and home-based drug delivery solutions across the continuum of care. The entire group is growing because of the improved care we can provide through connectivity and user-friendly devices.”
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AQUAPAK POLYMERS
BRITISH AQUAPAK HAS DEVELOPED AN INNOVATIVE NEW POLYMER SOLUTION TO HELP PROMOTE THE CIRCULAR ECONOMY.
THE ANSWER TO
PLASTIC POLLUTION PROJECT MANAGED BY: JORDAN BOSWELL Non-toxic, marine-safe and soluble in warm or hot water, with end-of-life recyclability, anaerobic digestion or compostability - material characteristics that seem almost too good to be true. Still, this is what UK-based Aquapak Polymers has achieved, following years of development. Its research focused on making polyvinyl alcohol (PVA), a well-established polymer that has been part of our everyday lives for decades, thermally processible to enable these characteristics and scale up its production for the packaging industry.
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Mark Lapping, CEO, Aquapak.
AQUAPAK POLYMERS
T
o summarize the company’s core business, CEO Mark Lapping says: “We produce multi-functional polymers that promote ‘good cycling’ and the circular economy. All of our products are designed to eliminate plastic pollution at source as they are water-soluble and biodegrade safely into water, carbon dioxide and mineralised natural biomass.” Aquapak’s innovative polymer resin, called Hydropol™, has been formulated into a standard plastic pellet, which is stable under normal storage conditions. It has excellent
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barrier properties against solvents, petrochemicals, grease, oil and gas, and is UV resistant, printable and sealable. It is marine-safe and non-toxic to marine fauna and can be disposed of safely through anaerobic digestion. It is fully compostable as, by its nature, Hydropol™ is inherently biodegradable and microorganisms will breakdown the polymer under various conditions. Hydropol™ is offered to the market in the form of polymer pellets which manufacturers will be able to process on their existing standard equipment
with the minimum amount of modification and capital outlay. It can be thermally processed into most standard forms that can be used in a wide range of industries.
MADE TO DISAPPEAR
“We started commercialising the product only last year, embarking on a journey to take the product out to industries to primarily address recyclability and end of life,” says Mark Lapping. “The aim is to substitute complex packaging, which is currently completely unrecyclable, with equally
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functional packaging which is fully recyclable, using our Hydropol™ polymer. A good example is with paper packaging. Currently, the plastics used to enhance the functionality of paper and paperboard are almost exclusively non-recoverable and non-recyclable. These can be replaced with Hydropol™, which would dissolve during the recycling process, perfectly supporting the circular economy that we all want to achieve. Hydropol™ is an innovative material that will help significantly reduce the amount of waste that is currently taken to landfills.” Asked about the specific applications, he explains that the company started with a simple product where the combination of a functional
A Leader in Innovative Polymer Solutions
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film and safe disposal at end of life are essential. As it is dissolvable, Hydropol™ makes an ideal material for domestic and industrial laundry bags, for example. As a strong, flexible and highly-effective antiinfection barrier film, it is also an excellent material for making into aprons, gloves as well as speciality applications such as cytotoxic bags. Needless to say, such use during the current pandemic is extremely useful. “The range of applications is wide. Manufacturing brands have come to us where they are looking for a completely biodegradable alternative to their garment bags, and Hydropol™, being clear, is ideally suited for the packaging industry. We are now working with partners that are ready to face the challenge of finding materials for the circular economy and to use Hydropol™ in their products to biodegrade safely, leaving no trace. We also want to collaborate with the waste
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AQUAPAK POLYMERS
management industry to work on increasing recycling rates.” One such partnership has been struck recently with DS Smith, a leading sustainable packaging company aiming to manufacture 100% reusable or recyclable packaging by 2025. “DS Smith is an ideal partner for us. Having just launched their new sustainability strategy with ambitious targets, the company is aware that this can only be achieved with innovative materials. Both our companies are committed to eliminating plastic pollution at the source and by working together we can help speed up the roll-out of recyclable, biodegradable packaging that is designed for the circular economy as well as being safe for land and sea,” says Mark Lapping.
ENVIRONMENTAL IMPACT
While there are many companies trying to address the issue of recyclability and plastic pollution, Aquapak has a unique product. Its intellectual property is based on a range of processable pellets that are dissolvable anywhere up to 80 oC. By varying the hydrolysis level of the base polymers, Hydropol™ can be designed to react to water at controllable temperatures and has a much wider range of potential applications than cold-watersoluble flakes. It can therefore be tailored to the requirements of a specific product application and its end of life. “The key message is that by allowing for separation, Hydropol™ enables materials to be kept in circulation. The product has great functional stability and breaks down, leaving zero trace and zero waste. Its potential in a world, where reducing plastic pollution has become key, is huge,” reflects Mark Lapping.
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Hydropol™ is not only a UK-developed but is also a UK-manufactured product. Aquapak has a purposebuilt, modern 50,000 sq. ft. compounding production facility in Birmingham. The site is designed to have an initial total capacity to produce in excess of 30,000 MT of the specially formulated pelletised resin, but it can be easily increased to 50,000 MT by expanding the same location. The company also has a research laboratory in North Wales and the plan is to ultimately set up new compounding production facilities, close to the point of use of its customers, to serve each
of its main geographical markets in the US, APAC and the EU. “It is exciting to be part of a company creating value for its stakeholders and the environment. We have dedicated a lot of time over the last 8 years developing and proving the technology, and making sure we can substantiate all possible technical and environmental claims for the product. We are now ready to take Hydropol™ to market with our partners, who are key to bringing Hydropol™ to life. We are on a journey and we cannot progress in isolation. With the right innovative collaborations we can make a truly significant environmental impact.”
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DENROY PLASTICS
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DENROY PLASTICS
DENROY, THE WORLD’S LEADING INNOVATOR IN THE DESIGN AND MANUFACTURE OF ENGINEERED POLYMER COMPONENTS AND SOLUTIONS, IS EXPANDING ITS BUSINESS.
LEADER IN POLYMER INNOVATION PROJECT MANAGED BY: NEIL STOWE
Denroy Plastics, based in Bangor, Northern Ireland, is one of the UK’s foremost providers of precision plastic injection mouldings. It is a subsidiary of Denroy Group Limited, which also comprises Denman International, the supplier of the world’s most iconic Denman hairbrushes; and Denman Inc., a regional sales office for the US.
“W
e are the manufacturing member of the Group, specialising in the design and manufacture of custom moulded products, working very closely with Denman and other customers,” says John Irwin, Managing Director, explaining that about a third of the company’s business is generated by Denman, the sister company within the Group, with the larger part accounted for by leading companies from the aerospace, automotive and other sectors.
FLYING HIGH
The company has developed extensive knowledge and expertise in the processing of a diverse range of polymers, from commodity grades such as
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polypropylene to engineering grades like PEEK and PPS prevalent in the aerospace industry. As a specialist in high performance, engineering thermoplastics, Denroy is a partner of choice for companies such as Airbus, Boeing, Spirit and Bombardier, supplying components for various aircraft structures and systems. Denroy currently supplies parts for wings, nacelles, fuselage and propulsion systems. Prior to the Covid-19 pandemic, aerospace represented about 45% of the company’s business, and the sector will remain a key future strategic focus despite its current challenges. “Aerospace was the central focus of our R&D technology pipeline. We
remain active and committed to this strategy. It will ensure we are well-positioned to take advantage of the opportunities that will undoubtedly arise when the aerospace industry recovers,” says Mr Irwin. The company’s track record is impressive. In 2010, Denroy commenced a project with Bombardier Aerospace to develop electrostatically dissipative PEEK brackets for the C-Series platform, now the Airbus A220. These brackets are now used throughout the A220 wing. Denroy has also successfully completed the qualification process to become a Boeing approved supplier. In 2019, Denroy signed a collaborative research agreement with Airbus to work on the Wing of Tomorrow. Denroy is also one of only eight companies in the UK to hold the ADS 21st Century Supply Chains Gold Award, an aerospace and defence continuous programme requiring on-going levels of on-time-infull delivery and quality of 99%+.
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MOULD SUPPLIERS FOR PLASTICS INDUSTRY At UEpro we continuously focus our efforts on providing you the best injection moulds, including engineering and design support. For more than 2 decades, we have been providing moulds for a number of industries, such as Medical, Aeronautical, Electrical, Thin Wall Packaging, Piping, Gardening, Houseware and Automotive. We offer the full service, from initial concept of the product, through to mould manufacture.
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DENROY PLASTICS
“We are well-positioned to remain a valued supplier to leading aerospace players. First, we have a unique manufacturing capability currently unavailable elsewhere, and second, the barriers to entry in this sector are significant. The accreditations and approvals that we hold constitute a competitive advantage, one that we intend to maintain for the future,” says John Irwin.
AT THE FOREFRONT
Denroy’s comprehensive manufacturing facility in Bangor uses state-of-the-art Engel injection moulding equipment using the latest software for process set-up and repeatability. With machines ranging from 5 to 900 tonnes, Denroy can produce components weighing from a few grams up to 4.5 kilos in a wide range of materials. Mr Irwin points out that unlike most other suppliers in aerospace, Denroy is very versatile and agile in accommodating varied customers’ requirements.
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“That diversification has paid off throughout the pandemic,” he says. “Innovation is one of our core company values and we take pride in our ability to quickly respond to changes. That has helped us win new business.” Regarding future developments, he admits that supply chain consolidation seems inevitable. “Unfortunately, it is probably inevitable that there will be some companies in the supply chain with similar or complementary capabilities that will not withstand the current severe economic difficulties. We are a resilient and stable company and we may be able to fulfil any emerging supply chain gaps if they arise.” The company’s own supply chain is an integral part of this future development and
solid, long term relationships with its partners, such as UEpro, the mould supplier, will remain crucial for future projects.
NEW BUSINESS
Denroy works with partners both locally and internationally to collaborate and enable the advancement of thermoplastics and polymer technology and is recognised as an innovator in its field of business. This strong focus on research and development has just won the company a £3.6 million R&D project over a three-year period for a customer from the aerospace sector, the details of which cannot yet be revealed. But that has not been the only success during the pandemic. In response to new needs, the company has established a new brand
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- Denpro - focused on PPE production and supply. “The first product launched was the `Heroshield’a face shield produced by a not-forprofit collaboration of local companies coming together to provide PPE equipment to local NHS workers in Ireland and Northern Ireland, throughout the COVID-19 crisis.” At the same time, the company was busy developing its second product for the public -Bubl: a type II medical-grade barrier face mask equipped with a replaceable eight-hour filtration system, making it 100% reusable. Bubl, now available to buy, is the UK first transparent facemask enabling one to see facial expressions, read visual cues and even lip read. The company is now testing its third product, an FFP3 mask aimed at the UK health sector. “Being fully manufactured in Northern Ireland, the FFP3 mask fits the UK government’s PPE strategy specifying 70%
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self-sufficiency in the UK,” says Mr Irwin. To support the planned new business Denroy, currently employing 170 people, will recruit additional 120 local workers and invest over £3 million in production capacity expansion. “People are the greatest asset of any company and we make sure that we provide the right opportunities and support our employees in their career development,” affirms John Irwin. Praising the workforce, he concludes: “It is also thanks to our staff, hardworking, committed and dedicated to the company’s values and standards, that during the summer Denroy achieved SC21 Gold, an award recognising the highest of standards in quality and delivery, for the 3rd consecutive year. We are the first manufacturer in the UK to have achieved this level of performance and we aim to continue this for many years to come.”
“NOT ONLY DO WE HAVE UNIQUE PROCESSING CAPABILITIES BUT WE PRIDE OURSELVES AS BEING AN INNOVATOR, ABLE TO QUICKLY RESPOND TO CHANGES, AND THAT HAS WON US NEW BUSINESS.”
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DUNDEE PRECIOUS METALS
WE FIND OUT HOW DUNDEE PRECIOUS METALS IS LEADING THE WAY IN THE MINING SECTOR THROUGH INNOVATION, CREATIVITY AND ENVIRONMENTAL RESPONSIBILITY.
SHARING THE
REWARDS PROJECT MANAGED BY: ETHAN THOMPSON
Based in Canada, Dundee Precious Metals Inc. is an international gold mining company engaged in the acquisition, exploration, development, mining and processing of precious metals. It is a company committed to creating value for its shareholders safely and responsibly through an opportunistic, but a disciplined business model.
T
he company has assembled a growing pipeline of mining and processing projects at a variety of stages of development to fuel growth and maximise the value of Dundee Precious Metals’ existing operational assets. It has certainly come a long way from the company’s foundation in 1983, moving through a series of impressive transformations to become the mining operation it is today. For its first 20 years, the business operated as a closed investment fund with a focus on precious metals. However, in 2003 the business began its journey towards becoming an operating mining company. Today the company operates some key subsidiaries. These are Dundee Precious Metals Chelopech, the owner-operator of a gold, copper and silver mine located east of Sofia, Bulgaria; Dundee Precious Metals Krumovgrad, which is developing a gold property
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located in Krumovgrad in southeastern Bulgaria; and Dundee Precious Metals Tsumeb, the operator of Dundee Precious Metals’ concentrate processing facility located in Tsumeb, Namibia. Across all of these divisions of the company, Dundee Precious Metals is generating value by pursuing innovation at every opportunity. It is a founding belief of the company that the mining value chain needs to be transformed through developing, commercialising and applying new and innovative ideas. The company acknowledges that when it comes to adopting digital solutions and information technology the mining industry as a whole has been relatively slow on the uptake. However, Dundee Precious Metals embraces innovation across all of its operations, as we can see in their move to real-time monitoring or control. Dundee Precious Metals call this “Taking
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the lid off the mine”. It ensures a transparent flow of information, making more informed and better decision making possible. The first of Dundee Precious Metals’ operations to introduce these concepts was its Chelopech project. From there the company has continued to innovate its business, using technology to create leaner and more efficient processes wherever it can. The mining company has been slowly but steadily developing a comprehensive framework for innovation, encouraging its people to find new ways of innovating while mitigating risks.
GOLD STANDARDS
Innovation is just one of the values that form the foundation of Dundee Precious Metals.
Drillex International (Drillex) is a leading provider of exploration drilling services, with many years’ experience delivering safe drilling service solutions to mineral exploration and mining companies worldwide. Drillex is an Australian owned – managed private company operating from Europe, we have extensive experience mobilizing and operating in many countries throughout the world. We are passionate about drilling, our management style is hands on, we pride ourselves on our inclusive team approach, our reputation is built on the foundations of quality and reliability, supported by an entrenched safety culture, highly trained personnel and wellmaintained equipment. We focus on working together with our client, our management and employees are highly experienced professionals focused on delivering customized solutions / production outcomes, embracing highest safety standards, with our commitment to being better, the best continuing the journey to excellence.” Address: Rodopski Izvor, 42 Office 4, Borovo, Sofia, Bulgaria Tel: +359 88 726 4193 Email: drillexinternational@gmail.com www.drillexinternational.com
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Over the decades it has shown itself to be a progressive company unlocking and delivering high value not only through innovation but also through strong partnerships with its stakeholders. The company’s mission is to acquire, structure, finance, explore, develop and operate the mining and processing assets it owns, delivering stakeholder value and excellence in its sustainability standards. To achieve that mission, Dundee Precious Metals is guided by several core values, the first of which has always been safety. Dundee places the safety and health of its employees and local communities as paramount, and this priority will never be compromised. Dundee also cares about its people’s respect and dignity, through their well-being, their career development, and their day-to-day working lives. All of Dundee Precious Metals’ staff are treated fairly, their input is listened to and the
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company works with them to find solutions that respect both individual needs and corporate interests. Within the communities where Dundee Precious Metals operates, the mining company works to ensure it leaves them better than when it found them. The firm has a strong belief in the corporate and social responsibility it has to the communities in which it invests. As well as taking responsibility for their staff and local communities, Dundee Precious Metals believe it is important to promote sustainable growth and environmental responsibility. The company is a leader in this field, going beyond legislative compliance to promote pragmatic environmental solutions and practices in all of its operations.
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On all these fronts, Dundee Precious Metals’ involvement is continuous, with the company seeking and executing practices to drive innovation, speed to market, cost-efficiency and overall technical and professional excellence. This is done while upholding the highest ethical standards and business practices, with the company’s dealing with stakeholders, employees, governments and communities being open, honest, and above all, transparent.
VALUES IN PRACTICE
Of course, every company has its own set of “core values”, but with Dundee Precious Metals you can see how those values inform the business’s work in practice. There is no doubt within Dundee that it is their job to find ways to operate
while demonstrating social and environmental responsibility credibly and consistently. Indeed, Dundee Precious Metals shows that these values aren’t something to be balanced with making a profit but are integral to it. This can be seen at the Tsumeb smelter, where Dundee has learned there is a symbiotic relationship between social and environmental responsibility and the hard economics of running a business. Dundee Precious Metals manages this synergy through a strategy with many facets. The company has published an annual report on its sustainability performance since 2011, demonstrating why they are a leader in the field. It’s a report that has announced achievements such as consistently reduced energy and water use, as well as emissions intensity, at the company’s Chelopech operation. This work has been done alongside great strides in developing formidable local workforces at each of Dundee’s sites. Nearly 100% of the company’s workforce is locally sourced, alongside 86% of manager-level and above positions. Dundee Precious Metals continues investing in communities today. Its corporatewide community investment policy focuses on spending on local development informed by dialogue with local leaders. With Dundee’s Krumovgrad Project, the company is now looking to model the very best practice social and environmental management. It’s a project that will serve as yet another demonstration of Dundee Precious Metals’ commitment to social and environmental responsibility.
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RHAM EQUIPMENT
RHAM EQUIPMENT IS A COMPANY THAT HAS EXCELLED IN SOLVING PROBLEMS FACED BY THE MINING INDUSTRY.
EXCITED TO INNOVATE PROJECT MANAGED BY: MALVERN KANDEMWA
For over 35 years Rham Equipment has been producing specialised mining equipment. The company has supplied over 2,000 units to the underground mining industry, in both the hard rock and coal sectors. But what drives the company is the prospect of solving a new engineering challenge.
“W
e consider ourselves to be one of the most innovative companies around the world. We never stop,” says Kevin Reynders, Rham Equipment’s Managing Director. Indeed, while Rham Equipment has shown healthy growth, Reynders confesses the company has grown less quickly than it might have because they are addressing so many projects are once. It’s a problem he’s happy to have. “It’s a typical engineer’s dream company,” he says. “We formulate ideas and develop objects. We welcome innovation and learn through our experiences, enabling us to adapt and offer more effective and suitable solutions to the industry.”
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As well as being keen to get their teeth into any new engineering project, Rham benefits from being a South African company through and through, understanding their clients and their challenges. The company’s thoroughly local outlook gives them the perspective necessary to tailormake products for its clients. The enthusiasm of Rham’s engineers means they can offer quick turnarounds as everyone gets excited by a new project and is keen to get involved. Punching Above Their Weight Every business has to deal with competition, but Rham Equipment is operating in a market occupied by much larger foreign competitors. It’s an environment where Rham’s agility and attention to detail are essential to remaining competitive. The market is dominated by large OEMs, which can make it a challenge for smaller local companies to break into the market. “People tend to believe that established OEMs have been in the business for years build good equipment and are
therefore reluctant to change and consider more effective alternatives,” Reynders says. “But as we say these large OEMs build for the world, we build for each individual mine.” Rham Equipment also has the challenge of funding its work entirely out of its own pocket, where corporate OEMs have greater financial resources to draw on in terms of borrowing money and access to different buying models. However, while the challenges are real, Reynders believes South Africa is undergoing a period of change with regard to procurement. “South Africa is changing, so mining houses have to spend more on local procurements. We’re all moving towards a more circular economy within South Africa,” Reynders explains. South Africa exports much of its production while struggling with high unemployment levels, a situation that Reynders argues can be improved by focusing on locally-sourced content. In terms of selling their own products, Rham has one very simple strategy. Saying “Try it”.
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PIRTEK PIRTEK IS AN ESSENTIAL SERVICE PROVIDER TO RHAM EQUIPMENT Pirtek South Africa proudly supports Rham Equipment at an OEM manufacturing level as well as in the field on various mines. Our service fleet of fully equipped vans and certified technicians enables us to deliver the required service quickly and efficiently. 24 HR MOBILE SERVICE The mobile service fleet ensures fast service, when and where you need it. Fully equipped service vehicles and certified technicians enable us to deliver the required service quickly and efficiently. WORKSHOP SERVICE Each Pirtek Service and Supply Centre is a fully equipped workshop housing core inventory, tools and equipment. The workshop provides a base for the mobile fleet and houses the administrative function of the business. BULK SUPPLY, ASSEMBLIES & KITS Pirtek has the ability to provide the option of pre-made assemblies and bulk supply of hose, fittings and adaptors. On-site personnel have immediate access to essential parts or high usage items which will subsequently minimise labour costs. Alternatively, bulk assemblies or kits are manufactured according to customer specifications and forecasts. This flexibility considerably reduces downtime. ON SITE HOSE ASSEMBLY WORKSHOPS Pirtek nationally manages and supports many remote and on site hose assembly facilities. These programs range from simple supply programs with provision of crimping equipment, small workshops, to complete supply of fully equipped remote site units, encompassing a comprehensive vendor managed stock and site support program. For sales and/or business opportunities visit www.pirtek.co.za
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“The most effective way to change the mind of the enduser is to afford them the opportunity to trial the required machine,” Reynders tells us. “That’s the easiest way to win business, go to a mine and put a machine there.” Rham Equipment regularly offers potential customers equipment to trial for three or four months before successfully transitioning into a rental agreement and eventually, outright equipment purchases. Rham Equipment’s design and manufacturing process considers the conditions in the specific mine where it will be used, giving it an immediate competitive advantage. It’s this hands-on approach, combined with Rham’s enthusiasm for a fresh problem to solve, that gives them the edge. Rham Equipment’s sales process consists of visiting the mine, giving a presentation, identifying the problems that mine is facing
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RHAM EQUIPMENT
and demonstrating how they can modify or build equipment to meet those challenges. Talking to Reynders about the future, it’s clear he believes that the presence of large foreign OEMs in the market is not just a challenge, but an opportunity. While currently, local OEMs have less than 30% of the market share, he believes it is possible for them to take 5060% of the South African market share. “We’re currently standing more and more together to build this model in South Africa,” Reynders says.
“IT’S A TYPICAL ENGINEER’S DREAM COMPANY. WE FORMULATE IDEAS AND DEVELOP OBJECTS. WE WELCOME INNOVATION AND LEARN THROUGH OUR EXPERIENCES, ENABLING US TO ADAPT AND OFFER MORE EFFECTIVE AND SUITABLE SOLUTIONS TO THE INDUSTRY.”
NO TIME FOR CLOCK WATCHING
Of course, finding people with that enthusiasm and putting them in the place where they can do the most good, that is the real challenge. It’s one Rham has embraced with a company culture built around a flat management system and an aversion to hierarchies.
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“You need to create a culture. People don’t work for money, they work for satisfaction,” Reynders reflects. A part of this culture is Rham’s “open” policy that makes it easy for staff to move freely between positions in the company. It’s a policy that has resulted in a dedicated and enthusiastic workforce. “We don’t have clock-watchers. If someone is not satisfied, we will find out what the issue is, move them around until they are comfortable and enjoying what they are doing,” Reynders explains. It’s an approach to recruitment that breeds loyalty. Rham Equipment’s average personnel
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turnover is seven years, but that figure is skewed by the number of graduates and school-leavers brought into the company as part of apprenticeship schemes. While these apprentices will typically stick with the company for three or four years as part of the training process. Rham recruits 12 apprentices every six months, but at the end of their apprenticeship the majority will take their new-found skills elsewhere while three or four are brought in as permanent staff. Beyond those apprentices, the turnover is considerably lower, with the company’s shortest-term director having been part of the Rham Equipment for 13 years.
“IT’S ALL ABOUT INSTILLING A CULTURE AND CREATING AN ENVIRONMENT FOR YOUR PEOPLE TO EXPRESS THEMSELVES AND ACHIEVE FULFILMENT AND SATISFACTION IN KNOWING THEY ARE APPRECIATED AND PART OF A TEAM.” BUSINESSFOCUSMAGAZINE.COM
RHAM EQUIPMENT
“It’s all about instilling a culture and creating an environment for your people to express themselves and achieve fulfilment and satisfaction in knowing they are appreciated and part of a team,” Reynders insists. Indeed, looking at Rham’s drawing board today you will see projects any engineer would be excited to be involved in. Currently, the company is engaged in developing a farm tractor for the South African market. The new product was
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slated to launch this year but has been cancelled due to COVID-19, so it is now scheduled to launch in 2021. Rham is also carrying out development work with battery packs, designing and manufacturing a completely battery-powered land cruiser while at the same time electrifying its existing portfolio of equipment in a complete shift away from diesel. Whatever part of the business you are working in, Rham Equipment’s approach remains the same.
“We have a working formula,” Reynders points out. “We continuously analyse the needs, develop the solutions and assess the effectiveness on relevant challenges in the industry to find a workable solution.”
“YOU NEED TO CREATE A CULTURE. PEOPLE DON’T WORK FOR MONEY, THEY WORK FOR SATISFACTION.”
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FIRST E&P
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FIRST E&P
WE LOOK AT HOW A DIVERSE PORTFOLIO, COMMITTED TEAM AND STRONG LEADERSHIP ARE MAKING THIS EXPLORATION AND PRODUCTION COMPANY THE ONE TO WATCH IN NIGERIA.
A PORTFOLIO OF OPPORTUNITIES
PROJECT MANAGED BY: TREVOR GRETSINGER
FIRST Exploration & Petroleum Development Company Ltd (FIRST E&P) is a deeply technical, commercial and entrepreneurial business that is set to offer full delivery capabilities throughout the entire upstream oil and gas value chain.
S
ince FIRST E&P was established in 2011 and launched its formal business operations in July 2012, the company’s strategic goal has been to establish itself as the most admired independent exploration and production company in the country, contributing to the wellbeing of Nigerians. To achieve this, FIRST E&P has been developing and operating an impressive portfolio of upstream oil and gas assets. That portfolio includes assets that will generate the cashflow and financial stability necessary for a start-up exploration and production company. These assets are 10% of ND Western’s 45% working interest in the producing asset OML 34, a 40% working interest in OML 83 and OML 85, and 15% of West African Exploration and Production Company Limited’s 45% working interest in OML 71 and OML 72.
Ademola Adeyemi-Bero, MD & CEO, First E&P.
FIRST E&P also pursues niche exploration plays, development and appraisal opportunities that will ensure the firm maintains a sustainable pipeline for extended periods, such as a 10% interest in a joint venture with Dangote Industries Limited to build the East-West Offshore Gas Gathering System (EWOGGS) Pipeline. FIRST E&P is recognised by the Federal Ministry of Petroleum Resources as the ‘Most Compliant Nigeria Content Oil Company’ and is poised to deliver a material value of approximately 60,000 barrels of oil equivalent per day within five years. “We sustainably deliver top performance and value through our people; they are a key part of our success journey,” says FIRST E&P’s CEO and Managing Director, Ademola Adeyemi-Bero. “The quality, the talent, the deep technical expertise across the various functions and teams are the foundation of the company, and the leadership of the company promotes professionalism and an entrepreneurial mindset.”
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YINSON HOLDINGS BERHAD GLOBAL ENERGY SOLUTIONS PROVIDER YINSON HAS PLAYED AN IMPORTANT ROLE IN AFRICA’S OFFSHORE PRODUCTION INFRASTRUCTURE FOR OVER 25 YEARS. IN THIS ARTICLE, YINSON ZOOMS INTO THEIR HISTORY IN THE AFRICAN REGION AND SHARES INSIGHTS ON THEIR JOURNEY DELIVERING FPSO ABIGAILJOSEPH FOR CLIENT FIRST E&P – NIGERIA’S FIRST FULLY DEVELOPED GREENFIELD OIL AND GAS PROJECT IN THE SHALLOW OFFSHORE BY AN INDIGENOUS OIL COMPANY. In 1983, Yinson was founded as a humble transport and logistics company in Johor Bahru, Malaysia. Within 20 years, it grew to become one of Malaysia’s biggest transport companies. Eager to expand into a more niche market, Yinson stepped foot into the oil and gas industry in 2012 through a joint venture with PTSC Vietnam to build their first two floating assets. The game changer for Yinson came in 2014, when it acquired an established Norwegian FPSO company, Fred. Olsen Production ASA. This was a bold step for a relatively small, little-known company, but it proved to be a strong strategic move. Through the acquisition, Yinson inherited a strong and experienced team, extensive track record, as well as active contracts for four offshore production assets. Since then, Yinson has been on a trajectory of rapid growth. The Yinson Group currently has a market capitalisation of over USD1.5 billion and has expanded its presence to 11 countries, including the world’s FPSO capital, Brazil. With seven floating production assets in its fleet, Yinson’s orderbook sits at over USD10 billion, making it one of the largest independent FPSO leasing companies globally. In October 2019, Yinson made a strategic move and diversified its business by establishing its Renewables Division. The Group made its first foray into the renewables industry with a 37.5% acquisition of a 140MW Indian solar farm in March 2020, and in recent months entered into an agreement to increase its stake in Rising Sun Energy Private Limited (“RSE”) to 95%. Yinson has a long and rich relationship with the African region, which continues to this very day. Yinson, through Fred Olsen Production, first established their presence in Nigeria in 1995 with the jack-up conversion of the Borgen Dolphin mobile offshore production unit for Mobil Oil. In subsequent years, the company has executed five more offshore production projects in Nigerian waters. Of these five, two are still active - FPSO Adoon is currently operating in the OML 123 Block offshore Nigeria for Addax Petroleum, and the Anyala and Madu fields recently welcomed FPSO AbigailJoseph, for our client FIRST E&P. FPSO Adoon recently achieved 9 years without Lost Time Injuries (“LTI”) on 18 November 2020. This achievement is a testament to Yinson’s commitment to health and safety, and the stringent standards upheld for vessel performance and crew safety. FPSO Abigail-Joseph is a very special project, both to Yinson and Nigeria. She was Nigeria’s first integrated oil and gas greenfield project and was wholly executed by an indigenous oil company. A team of young Nigerian professionals flew down to Singapore to work on the project’s refurbishment and life extension phase in the Keppel Benoi shipyard, through which they gained valuable hands-on project execution experience. The project will also create new job opportunities for the local community. The vessel is a redeployment of Yinson’s FPSO Allan, which previously operated in the Olowi field in Gabon for nearly 10 years. The unique redeployment strategy paid off, as the team was able to bring forward the project schedule and at the same time deliver a more cost-effective solution for FIRST E&P. Repair, life-extension and
modification works were completed safely within seven months – making it one of the world’s fastest deliveries of a FPSO redeployment project. The conversion clocked 1.239 million man hours with zero LTI. On 26 February 2020, the vessel set sail to Nigeria, arriving in Nigeria in late July. FPSO Abigail-Joseph has recently received its First Oil Certificate on 28 October 2020 following successful 72-hour Stabilisation Testing and is now in operation and producing oil for FIRST E&P. “The project execution strategy for FPSO Abigail-Joseph was indeed unique. We had no metrics to lean on for how it should be executed, and the situation was made more complicated by the Covid-19 pandemic,” said Yinson’s CEO Offshore Production, Flemming Grønnegaard. “Nevertheless, through great teamwork and collaboration with our client, subcontractors and vendors, we are pleased to report that FPSO Abigail-Joseph is now already moored at its final location and has begun producing oil recently.” Further commenting on the project, FPSO Abigail-Joseph Project Manager David Hamilton said, “To make the project work, we needed to have a much higher level of communication than what we would see in a 2 to 3-year project. The project management team met every single day. We got to know our strengths and weaknesses, and we talked about the job. I believe many factors made it a success, but communication is one of the key ones.” Yinson also built, and is currently operating, FPSO John Agyekum Kufuor (“FPSO JAK”) for ENI Ghana in the OCTP Block. The asset, capable of exporting up to 210 million cubic feet of gas and producing up to 58,000 barrels of oil per day, is an integral part of the Ghana Sankofa Gas Project, which is backed by the World Bank. It is contracted to supply affordable power to Ghana until 2037, supporting the services, manufacturing and agriculture industries that drives the country’s economy. Aside from Ghana and Nigeria, Yinson’s past track record in the African region also extends to South Africa, Angola and Gabon. “In Africa, we strive to remain as not only the partner of choice to our clients with our unrivalled production uptime and excellent safety performance, but also an employer of choice to the local talent pool by providing various training and talent development opportunities,” said Yinson’s Country Head in Nigeria, Judith Okonta. “We have built up strong local participation, both in terms of employees and suppliers, and will work hard to further this participation progressively.” Yinson has also been active in local community work, efforts of which were recently acknowledged when Yinson was named the winner of three awards at the 2020 Sustainability and Social Investment Awards in Ghana for Best Company in Skills Development Project, Best Company in Supporting Sports Development and Best Company in Youth Mentorship Project. The Awards are endorsed by the Ghanaian government and recognises companies that improve the quality of life in the communities they operate in through social investment projects. The latest CSR initiative Yinson implemented in Ghana is the Yinson Scholar’s Programme, which provides financial assistance to 10 senior high school students annually. Yinson has also contributed to the construction and ongoing support of a welding training centre in the Takoradi Technical Institute as well as providing USD15,000 worth of welding consumables annually. Other CSR initiatives the building of a 1,000-seater community hall, school refurbishment projects and sports sponsorships. “At Yinson, we believe in investing in the future generation by improving access to quality education,” said Yinson’s Country Head in Ghana, Ari Lehtonen. “Our hope is that this will help to break the cycle of poverty for local families, and at the same time enable them to contribute back to their countries’ economic development.”
www.yinson.com
FIRST E&P
ENERGY & PEOPLE
In driving its mission, FIRST E&P is led by a management team with a track record of commercialising and operating upstream oil and gas assets in Nigeria and globally. They are supported by a Board of Directors who share a credible international profile, a wealth of business knowledge and experience. This company’s leadership is dedicated to making FIRST E&P a commercially and technically focused, professional company, yet results cannot be achieved without the trusted expertise of a committed team. At every level, FIRST E&P’s people are delivery-focused, collaborative and are dedicated to continuous improvement necessary to achieve their goals.
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Each FIRST E&P employee takes responsibility for their own development and drives to achieve full potential in their chosen profession. Employees are also expected to demonstrate a commitment to the growth and success of the company, a desire to learn and be the best at what they do. Professionalism, Honesty, Entrepreneurship, Integrity and Safety are some of the key values for FIRST E&P. “FIRST E&P employs staff into the company through a mix of targeting quality staff
in the marketplace for the middle/senior-level jobs, and a graduate recruitment process to recruit an intelligent, inquisitive and diverse (equal male and female) pool of young staff,” explains Adeyemi-Bero. “FIRST E&P’s philosophy is about building the best team with the right complement of staff.” But more than that, it offers a chance to be part of a successful company with purposeful ambitions, committed to growth, with a clear vision, business purpose and direction.
“WE SUSTAINABLY DELIVER TOP PERFORMANCE AND VALUE THROUGH OUR PEOPLE; THEY ARE A KEY PART OF OUR SUCCESS JOURNEY.” BUSINESS FOCUS MAGAZINE | 149
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FIRST E&P creates a supportive culture that enables innovative work practices while being a progressive, proudly Nigerian contributor to national economic development. FIRST E&P’s ethical and value-driven leadership, as well as an ethos that aligns company business success with personal success, means its employees have an employer that nurtures careers and instils a sense of pride while ensuring its employees feel extremely valued.
CONTINUED DEVELOPMENT
To see what FIRST E&P’s team is capable of, its achievement across
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current projects demonstrate its abilities to deliver results. For the ongoing projects in OMLs 83 and 85, located in the shallow waters of the Niger Delta, FIRST E&P operates both blocks, on behalf of the NNPC/FIRST E&P Joint Venture. OML 83 is the location of the Anyala field, which contains three main hydrocarbon compartments, with oil and gas discoveries in multiple-stacked reservoirs. To maximise these resources FIRST E&P has adopted a phased development strategy, starting with five development wells in Anyala West for Phase 1A. In the second and third
quarter of 2019, FIRST E&P successfully drilled two pilot wells here, discovering upsides in hydrocarbon resources as well as additional development opportunities in the area. While these resources are bound to yield exciting results, it’s clear talking to AdeyemiBero that there is something else that he’s excited to talk about. These projects, ultimately, give FIRST E&P the capabilities to push an ambitious Environmental Social Governance agenda. “This is an idea which really excites the company,” Adeyemi-Bero tells us.
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W W W. AQ UAT E R R A E N E R GY.C O M
SEA SWIFT THE MINIMUM FAC I L I T Y O F F S H O R E P L AT F O R M F O R RAPID RETURNS.
PROUD TO SUPPORT FIRST E&P AND NNPC WITH THE DEVELOPMENT OF THE ANYALA AND MADU FIELDS.
AQUATERRA ENERGY In November 2018, Aquaterra Energy, a leader in global offshore engineering solutions in conjunction with Maerlin Nigeria Ltd, it’s local partner, were awarded a contract by FIRST E&P to design, engineer and install two non-identical Sea Swift conductor supported, minimum facility offshore platforms for the Anyala and Madu fields, in the Niger Delta Basin. Aquaterra Energy have worked closely with FIRST E&P, and stateowned Nigerian National Petroleum Corporation (NNPC), throughout this double platform project delivery process. We’ve managed the complete end-to-end project scope for both platforms, with engineering, and onsite fabrication support performed in Nigeria. The work has included the structural and topside engineering, equipment selection, procurement and logistics as well as in-country fabrication, all under Aquaterra Energy and Maerlin’s project management and control. The Sea Swift conductor supported, minimum facility offshore platform is a product of engineering expertise, intelligent thinking, and a flexible approach. It’s a modular system that unites the advantages of a platform, with the rig-run benefits of a subsea development and has been designed specifically for shallow and medium water depths. It helps our E&P partners to not only achieve reduced build costs and lower installation costs, but importantly, it provides a reduced time to first oil to maximise returns and deliver results. Its modular design allows us to create a more bespoke field development solution that takes into account all external factors
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of delivering a safe and successful project solution, including local logistics, supply chain and infrastructure – enabling us to successfully manage all risk and avoid any unforeseen delays or potentially costly surprises. For the water depths and benign environments, like those found offshore West Africa, the Sea Swift platform also reduces maintenance and capital costs by utilising dry trees and enabling access provision by crew boat or helicopter. It also allows all installation operations to be carried out by the infrastructure already available in the field; they can be fully rig-installed, vessel installed, or a mixture of both, removing the need to mobilise other assets and incur additional project costs. These are just some of the features that help to reduce overall associated project costs and the speed at which the offshore platform is delivered, significantly fast-tracking production opportunities and supporting monetisation of the field development. To date, our Sea Swift platform has been deployed six times off the coast of Africa, with another contract in place to deliver a platform offshore Angola. We’ve also successfully delivered platforms in the Gulf of Paria, offshore Trinidad and offshore Peninsular Malaysia. Based on the success of our Sea Swift platform when deployed offshore West Africa, we look forward to offering this as solution for the Nigeria marginal field bid round. For more information about how our Sea Swift platform can support your field development project, get in touch via www.aquaterraenergy.com
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FIRST E&P
WE ARE YOUR LOCAL
CONTENT PARTNER
Nigeria’s Leading Fabrication Company For over two decades, Aveon Offshore limited has been delivering world class engineering and fabrication services to the oil and gas industry, to both local and international clients. We deliver products and services of the highest quality standards.
+234 706 401 9068 info@aveonoffshore.com www.aveonoffshore.com
Our Services Onshore: Engineering, Procurement, Construction and Installation services Offshore Support Services. Logistics Base.
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“Partly in the context of our future IPO, but foremost as we see the ESG agenda driven globally, we need to develop an African narrative urgently otherwise the pool of international finance for Africa will shrink under the weight of ESG requirements which are not (yet) relevant for us. A clear example is that Europe is moving beyond natural gas. Yet, natural gas is the driver of African development for the foreseeable future. We cannot afford not to develop gas! And we need international funds to do so. We therefore must find the right balance for all energy needs globally.” FIRST E&P’s role as an independent, integrated, Nigerian oil and gas company puts it in a unique position to set the agenda.
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FIRST E&P
“As a Nigerian independent integrated oil and gas company, that drives above board in the way we do our business in an ethical and responsible manner, it is great to see the progress we have made as a company, and we look forward to more opportunities to demonstrate that we are able to deliver above and beyond our clear commercial objectives and doing it the right way,” Adeyemi-
Bero says. “It is especially pleasing that we have done so in collaborative partnerships like our senior Joint Venture partner (NNPC), the Nigerian Regulator (DPR), our banks (Sterling Bank, StanbicIBTC/Standard Bank and FSDH) and our service providers, like Yinson, Borr Drilling, Aveon Offshore, NOV, etc. To bring all those capabilities and expertise together as a small but growing E&P company is exciting.”
“AS A NIGERIAN INDEPENDENT INTEGRATED OIL AND GAS COMPANY, THAT DRIVES ABOVE BOARD IN THE WAY WE DO OUR BUSINESS IN AN ETHICAL AND RESPONSIBLE MANNER, IT IS GREAT TO SEE THE PROGRESS WE HAVE MADE AS A COMPANY.”
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MORRIS PACKAGING
MORRIS PACKAGING IS COMMITTED TO REDUCING ITS IMPACT ON THE PLANET BY PROVIDING ECO-FRIENDLY FLEXIBLE PACKAGING SOLUTIONS.
PACKAGING GOING GREEN PROJECT MANAGED BY: TIMOTHY GARWOOD
The number of brands that require high-quality, printed flexible packaging, often made to their unique requirements, is continuously increasing. Illinois-based Morris Packaging has been answering this call.
W
ith its focus on sustainable materials, reduced waste in food distribution, and responsible use of energy, Morris Packaging is leading the packaging industry, working one-on-one with clients to create eco-friendly packaging solutions with fast lead times. In addition to sustainable, flexible packaging solutions, the company offers inventory and logistics management, brand services, and warehousing to companies across an array of industries. Headquartered in Bloomington, Illinois with locations in Plymouth, Minnesota and Jefferson City, Missouri, Morris Packaging is widely respected for its exceptional capabilities in laminating, printing, and converting. Speed to market, quality and the ability to think out of the box to find a solution for its customers have been just some of its competitive advantages.
CONTINUED EXPANSION
The company was established in the summer of 2013, with
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a strong vision to provide a packaging style that reduces environmental impact. Ever since then, the business has grown fast, expanding its capabilities and moving into more diverse markets. The first 30,000 sq. ft. production facility was completed in Jefferson City, Missouri, in 2014, and was gradually extended with new technology and additional lines each year. Last year, the facility underwent another major expansion to 120,000 sq. ft. and is preparing for another 70,000 sq. ft. of additional space in 2021. Morris Packaging today employs some 300 people in the U.S. “The company was sustainability-driven before sustainability became a buzzword. Nobody wants green initiatives and sustainability more than I do, I can assure
Jim Morris, Morris Packaging’s president and owner.
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MORRIS PACKAGING
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When Charter NEX and Next Generation Films combine their forces, they are one of North America’s leading independent producers of specialty films. Together we are committed to bringing the highest quality films to the market so our customers, like Morris Packaging, can continue to push the envelope. When it comes to driving innovation, producing quality sustainable films, responding to customers' needs, and finding A Better Way, no one does it better than Charter NEX and Next Generation Films. Featuring Award Winning GreenArrow ™ Sustainable Films
Sealants ♦ Print Films ♦ PCR Bio-based ♦ Compostable charternex.com 877.411.3456 cnexinfo@charternex.com
CHARTER NEX & NEXT GENERATION FILMS Charter NEX & Next Generation Films are North America’s leading producers of specialty polyolefin films. We serve a broad range of markets including food and flexible packaging, industrial packaging, automotive, and healthcare. Through our unique approach of bringing together deep technical expertise, state-ofthe-art extrusion capabilities, and our relentless focus on quality and performance – we deliver film solutions which consistently exceed our customers expectations. The company operates 11 world-class facilities across the U.S. serving a wide customer base including many of the nation’s top consumer product companies. In 2016, we launched GreenArrow, an award-winning line of sustainable films which are built to power a new generation of flexible packaging. This line of films enables packaging manufacturers and brandowners an unparalleled opportunity to convert mixed material, unrecyclable packaging into formats which are readily recyclable or incorporate post-consumer recycled content. Reach out to us today to learn more at cnexinfo@charternex.com or call us at 877-411-3456.
www.cnginc.com
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you,” says the company’s president and owner Jim Morris, a member of the Cherokee Nation. “My heritage speaks for itself in regard to that. We have the newest, most energyefficient equipment with cuttingedge technology providing the efficiencies needed to become an industry leader.” Morris Packaging has been awarded Safe Quality Food (SQF) 8.1 certification at both plants —the highest level in the SQF program. The certification comes from AIB International, a globally recognized standard for inspection where facilities must meet key requirements and prove that their products are wholesome and safe.
“WE HAVE THE NEWEST, MOST ENERGY-EFFICIENT EQUIPMENT WITH CUTTING-EDGE TECHNOLOGY PROVIDING THE EFFICIENCIES NEEDED TO BECOME AN INDUSTRY LEADER.” BUSINESSFOCUSMAGAZINE.COM
MORRIS PACKAGING
Commenting on the business’s achievements, Jim Morris says: “It’s important to note that through all of this growth and expansion, both in its facilities and in the size of the Morris Packaging team, the company has worked hard to always maintain itself as a firstin-class workplace as it strives to enhance the community it serves. Morris Packaging takes the opportunity to give back to its community and bring jobs to the area.” Coming from a humble background with no obvious pathway to succeed, Jim Morris is grateful to be able to provide pathways to others - he is the major donor to the Morris Family Multicultural Student Center at Kansas State University.
SOLID PARTNERSHIPS
The Morris Packaging team uses its knowledge and technical experience to provide customtailored, high-barrier sealants, laminations and registered coatings, working within the customer’s budget to create the
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most cost-efficient option while optimizing the run rate, filling, pack-out, and shipping. According to the company, some of its most popular choices include Quad Seal Pouches; Stand Up Pouches; Fold and Glued Bottom Bags; Flat Bottom Bags; Rollstock; and many more. “The company’s flexible packaging covers almost any market need but has a strong footing particularly in the pet food and human food markets,” says Mr Morris. “Packaging is important to preserve the products, extend shelf lives and provide the highest integrity of the product, which is key especially now, in times of the global pandemic, and our solutions meet the market needs very well. He reveals that the latest innovation coming from Morris Packaging is a new 50% postconsumer recycled (PCR) pouch which is expected to become an instant hit with customers, helping them to meet their
sustainability goals and reduce landfill occurrence with packaging each and every year. “It is not only the products themselves that set the company apart from its competitors,” says Jim Morris. “We have a great sales team who pride themselves on excellent, personal relationships with customers. We also have short lead times, which is something that is much appreciated, as a result of really strong relationships with our suppliers, supporting a smooth value chain.” Morris Packaging’s personal approach was succinctly summarized in a recent customer review: “The team at Morris Packaging is more than a supplier to us, they provide a partnership to our business. As a fast-moving company, we need suppliers that can match our pace and develop a close working partnership with us to make sure our products are always assembled, tested, packaged and dispatched to a
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MORRIS PACKAGING
high standard and sometimes with a very quick turnaround.”
THE BEST SUPPLIER
To meet increasing demand, the company has recently accomplished another major investment project with the expansion of its plant in Plymouth, Minnesota, adding two 10-colour flexographic printing presses, and thus further enhancing eco-friendly production. Morris Packaging is a plant that has zero waste and reclaims the print solvents, which are distilled and reused. The equipment and technology allow the presses to be free of natural gas usage, with oil-free compressors and economymode saving energy, eliminating hazardous waste and VOCs. All plant scrap is also recycled. For its excellent performance in production, safety and quality the company received the Best Supplier Award by the Pet Sustainability Coalition. Morris Packaging was the first to be named Best-in-Packaging company by PSC. “As packaging is so essential, we are noticing a rise in demand. We are expanding our technology accordingly and new machines will be purchased to support the business growth which we expect to be boosted by a revolutionary innovation that will be launched later this year. With this RevoPack development, we should be in the top 25 converters in 2021,” concludes Mr Morris.
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MORRIS PACKAGING
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ADRIATIC GATE CONTAINER TERMINAL
WE LEARN HOW THE ADRIATIC GATE CONTAINER TERMINAL IS SET TO BECOME A KEY LOGISTICAL HUB.
GATEWAY TO EUROPE PROJECT MANAGED BY: DAVID GARNER
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ADRIATIC GATE CONTAINER TERMINAL
The Adriatic Gate Container Terminal has the concession for the main port of Croatia until 2041. It was originally envisaged as the main deep seaport for the local Croatian market, with a primary focus on the Croatian, Bosnian and Serbian local markets. However, it soon found its focus needed expanding.
“A
need was identified in the market for greater connections to the hinterlands, so we embarked on an intermodal strategy, commissioning two railmounted gantry cranes and over the last two years we’ve had a 50% increase in rail volumes,” says Emmanuel Papagiannakis, CEO of the Adriatic Gate Container Terminal. “We’re broadening our market and changing our focus. Now 70% of all volumes handled are for the non-Croatian market, opening up central Europe, Hungary, Slovak, Serbia and more.”
Adriatic Gate Container Terminal is a subsidiary of ICTSI, which boasts a portfolio of 32 terminals around the world, with the largest ships they encounter at the Croatian port. “2M is calling with 15,000TEU vessels, Ocean Alliance recently deployed a 10,000TEU ship and the majority of new build deliveries in the next two years are in the 18,000-24,000TEU or Neopanamax wide beam 12,500-15,000TEU class. Now part of THE Alliance, HMM recently deployed 24,000TEU vessels into its Asia and Europe services,” Papagiannakis points out. “Larger vessels in Asia-Med and Asia-Adriatic have reduced slot cost similar to those in North Europe, so these vessels are here to stay, we need to ensure we have the ability to accommodate increasing vessel size.”
Emmanuel Papagiannakis, CEO of the Adriatic Gate Container Terminal.
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Services we provide: • Ship chartering and brokerage • Transport logistics allround • General freight forwarding • Project contracting • Small team with 24/7 dedication R&B Global Projects Ltd. Poljanska Cesta 58a, 51414 Ičići, Croatia Email: info@rb-globalprojects.com Phone: +38551704711 www.rb-globalprojects.com
Balkan member of: PLA, ALN, OPCA // BIMCO member.
R&B - WE ALWAYS DO OUR BEST TO DO BEST! We at R&B Global Projects Croatia, as a company, established a trusted reputation in Croatia and around the Balkan, thanks to our love for challenges and quality services. R&B is offering first-class assistance in Croatia, and beyond, for almost 8 years, and we have no plan on stopping. We offer exclusive service to our clients where we always try our hardest to turn wishes into reality - as our website reads: YES WE CAN ! During our years of working in the Balkan, we found like-minded partners in every major spot, and we have teamed-up with transporters who share the same passion for quality service as we do. R&B uses the Adriatic Gate Container Terminal (AGCT) very often because of their exquisite service quality and its crucial position that offers great connections to the EU hinterland. R&B scope of work in the Balkan is growing day by day, and we are constantly presented with new and interesting challenges, often using the services that AGCT can offer to us ! During the last few years, R&B had the honor to arrange more than a few of the biggest transports for the area, both overland, by sea, but also using the inland riversystem, connecting North Europe with the Black Sea, with its port facilities all along throughout the Balkan states. R&B team is also proud of our multiple projects in Serbia with the aim of providing the coppermine industry with everything they desire. On the “general forwarding” side, we at R&B handled a considerable volume of trucks/containerized goods and airfreight imports, from A till Z, till the front doorstep of receivers. Do not be blinded only with our numerous Balkan projects, since we at R&B work globally and no project is too big nor is any destination too remote for us. We have multiple ongoing projects to and from any global corners, we never avoid challenges, and we love to deliver - as we focus on covering all aspects of a project from start to finish. Some of the jobs that R&B team has performed successfully under our umbrella in the last period : • Taken on the responsibility of a month-long project, transporting a heavy scrubber unit from Antwerp to Bosnia, via ship-riverbarge-truck. • Transported a dismantled crawler crane from Romania to Serbia via 9 riverbarges, where it was discharged and carried to its final destination on more than 50 trucks handling oversized loads, amongst which the biggest ever moved in Serbia at that time. On top of this were close to 250 container shipments involved as well. • Conveyorsystem metal structures for EPS (Serbian Government electricity provider), loaded onto trucks at AGCT and transported to Stepojevac. • chartervessel for 150 offshore containers from Xiamen, China to our homeport Rijeka, unloaded at AGCT. As you can read, R&B is ready to handle anything, and we can prove it. R&B is a member of PLA, ALN, OPCA and BIMCO. Greetings from our team! info@rb-globalprojects.com www.rb-globalprojects.com
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ADRIATIC GATE CONTAINER TERMINAL DREDGING UP THE FUTURE
This is why the Adriatic Container Terminal is currently working on an extensive dredging project. “We have only 328 metres with an adequate draft for 15,000TEU vessels which work with some restrictions and we’ve commenced a 100-metre extension, allowing us 428 metres with the required draft and unrestricted access,” says Papagiannakis. It’s an ambitious project, and a challenging one to undertake in an already operating container terminal.
“SOMETHING I’VE GOT TO COMMEND THE TEAM FOR IS WE’VE BUILT UP QUITE A BIT OF EXPERIENCE.” “Apart from the 100 metres dredging extension, we’re upgrading 6,500 square metres on the yard side of the terminal, with a new yard and strengthening berth with new crane rails, but there are two issues,” Papagiannakis says. “Given the loss of 100m and some space for contractors to house equipment, we will have to work with reduced berth length for about a year. So our challenge is mitigating and minimising any operational disruption. We have seven services a week and our focus will be on maintaining service delivery levels.” It is a big project, but fortunately, the Adriatic Gate Container Terminal has a fantastic team to carry it out. “Something I’ve got to commend the team for is we’ve built up quite a bit of experience. We just completed tripling our
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intermodal capacity with a new intermodal yard, so we’ve had some experience in dealing with large scale projects. Even the labour has become accustomed to the terminal being in a state of construction and expansion,” Papagiannakis tells us. “We had one rail line with three reachstackers, now we have four rail lines under 2 RMGs, and also a new shunting tunnel. So I think that experience will help us in planning and focusing on high productivity and completing vessel operations as quickly as possible while maintaining intermodal connections.” Building a team like that is a key challenge in Croatia, where it can be a significant task persuading young people to stay and work in the country. “It’s no secret that a lot of the younger population does leave Croatia for Western Europe and better-paying jobs, so when it comes to sourcing talent we’re still in the local market,” Papagiannakis says. “We have a partnership programme with a local university, bringing people in for work experience. We have a project called
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Project Pandora, selecting students to come in for work experience. We’ve got young engineers who already had some work experience coming in, and we’re getting software engineers from universities. The dockworkers are local and again young people are leaving for better-paid jobs, so retention is important. We support each other, we enjoy some flexible working arrangements and at the same time support our staff with a good working
environment, health and fitness and medical insurance. It’s a good environment to work in.” As well as recruiting and retaining talent, the added challenge this year has been keeping staff safe throughout the pandemic. “I think we had the first wave in April. The challenge was in actually convincing people about the seriousness of the disease,” Papagiannakis recalls. “We put together an emergency response plan. We
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ADRIATIC GATE CONTAINER TERMINAL
have mandatory temperature screening of all employees, and that gets dispatched through contractors as well, ensuring even they’re following the rules. Everything from changing rooms to workstations and desks is checked. We went through all these processes. The potential for disruption is quite high and I think we managed well in terms of people and their safety.”
ADRIATIC GATEWAY
Looking forward, Papagiannakis believes the Adriatic Gateway Container Terminal has huge potential as a pathway into Central Europe as a whole. “I think in general I would say that the Adriatic as a gateway is already established and can only keep growing. Apart from larger vessels, there is MSC as a co-owner of the Trieste terminal and recent announcement from HHLA with a new facility in Trieste, which indicates they accept northern ports such as Hamburg will concede market share to southern ports, as we have already seen with the success of Piraeus and North Adriatic Ports. We will continue highlighting the route as an
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alternative or complementary route to the northern gateways. The market potential is there,” he insists. “We’re linked to the hinterland; we have great potential as a rail terminal. We’re green, we’re focusing on those central European economies with solid fundamentals for economic growth including Hungary, Austria, and Serbia. That’s where I see us moving towards. We will see more focus on this new home market. It’s quite competitive. There’s also an open tender for a new terminal nearby, a separate facility with two expressions of interest from Ningbo Port and Maersk/Enna. A decision on that has been delayed but is expected by the end of the year. It’s going to become even more competitive once it’s up and running in 2025.” Fundamentally, however, the terminal’s priority remains its customers. “It’s just making sure we keep up with customer requirements, investing in equipment, adequate draft and an efficient rail terminal ensuring timely hinterland connections,” Papagiannakis concludes.
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ADRIATIC GATE CONTAINER TERMINAL
“IT’S JUST MAKING SURE WE KEEP UP WITH CUSTOMER REQUIREMENTS, INVESTING IN EQUIPMENT, ADEQUATE DRAFT AND AN EFFICIENT RAIL TERMINAL ENSURING TIMELY HINTERLAND CONNECTION.” BUSINESSFOCUSMAGAZINE.COM
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ANTIGUA AND BARBUDA PORT AUTHORITY
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ANTIGUA AND BARBUDA PORT AUTHORITY
THE ANTIGUA AND BARBUDA PORT AUTHORITY HAS BEEN IN OPERATION FOR NEARLY 50 YEARS, BUT THEY’RE PREPARING FOR THE WAVE OF THE FUTURE.
A DIGITAL PORT OF CALL PROJECT MANAGED BY: GARY SMITH
The Antigua and Barbuda Port Authority was established in 1972 and is responsible for the management of all the harbours and ports in Antigua and Barbuda.
“W
e have responsibility for the management of all port and cargo operations, and the management of all marine traffic,” says Darwin Telemaque, CEO of the Antigua and Barbuda Port authority. “The Port Authority is responsible for managing most of the imports into the country.” It’s hard to overstate how vital the Port Authority’s work is to Antigua and Barbuda. “We’re the only port on the island and so that puts us into a rather unique position from a national perspective. There are no competing elements, and we have to provide all the services ourselves,” Telemaque explains. “However, while we’re unique we still have to ensure we maintain our competitive edge. We recognise that while we may not necessarily have
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any competition, we have to find space within the context of the economic and social realities of Antigua to build out and improve our customers’ experience.” A key part of the Port Authority’s work is to manifest relationships with ship operators, be they oil tankers, cruise ships, container vessels, yachts or other pleasure craft. “Our mission is to ensure they’re met with high-quality service. We recognise the ships can go nowhere else, but we don’t want that to be the basis for our business,” Telemaque says. “So we stay in line with the best possible international standards. We have to ensure the users of the port, whether they are commercial clients or our own citizens, are receiving care of a high standard. We want the public’s experience to be a positive one.”
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TRUSTED OVER THE YEARS BY ANTIGUA BARBUDA PORT AUTHORITY
THE OFFICIAL WHOLESALE DISTRIBUTOR OF VALVOLINE Old Parham Road | St. John’s Antigua | www.facebook.com/AutomotiveArtAntigua Contact: 1-268-460-7211 | 1-268-720-2886 | Email: wholesale@autoartanu.com
VERNON G EDWARDS
Cruise & Cargo Ship Agents • Stevedore Contractors Customs Brokers • Packing Crating • Freight Fowarding • NVOCC Agent
Representing: • Sea Cloud Kreuzfahrten • Premier Cruises Lid. • ISS-Tositti S.R.L. • Inchcape Shipping Services • VOCC/NVOCC • Gunter Shipping Inc. • Eukor Car Carriers Inc. • Montreal Home Services • Ron Watson • AM I. UK • Associated Global System
• PK Freight Services Ltd. • Star Caribbean Inc • Sydney Reliable Shipping Services • SDV LTD • Parceworld Lid (UK) • Tradespan (CDA) NVOCC • XL Worldwide • Seko Worldwide • Amtrans International Transport • Bolloré Logistics
www.dhl.com 1-800-call-dhl
Having reciprocal arrangements with: • Allied Pickfords • G.B. Liners • North America Van Lines • JLB International Ltd. (Jamaica & UK)
Telephone: +1-268-462-2034 or +1-268-462-3959 Fax: +1 268-462-2035 Email: vedwardsjr56@gmail.com • admin@vgedwards.com Address: PO Box 82 Thames St Johns, Antigua
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AUTOMOTIVE ART ANTIGUA VALVOLINE | THE ORIGINAL MOTOR OIL Automotive Art Antigua is the official distributor for Valvoline, trusted in engines for over 150 years. Our relationship with Antigua & Barbuda Port Authority started in 2015 when we submitted a proposal to become their lubricant solution specialist. Meetings involving our Director, their Head Engineer and Port Manager, concluded that Valvoline offers the products required to service the Port’s daily operations.
AMW Welding & Industrial Supplies Ltd. Email: amweld@candw.ag
The Best Brand Name In Tools
The engineer liaised with the manufacturers of the major brands of equipment carried at the Port (Liebherr, Konecranes, CAT) and received positive feedback. Consequently, the Antigua & Barbuda Port Authority team was very excited about making the switch to Valvoline Premium Blue, Hydraulic fluids and heavy-duty greases. The Premium Blue utilized in the Forklifts, Stackers and Crane is of the highest quality and is the only oil in the market to be endorsed by the world’s largest diesel engine manufacturer, Cummins. These machines are used daily around the clock in the toughest of environments and continue to produce consistently. Over the years, we have continued to forge a very close-knit relationship with Antigua & Barbuda Port Authority and members of their team. Quality lubricants and preventative maintenance are the two crucial factors which have heavily contributed to the longevity and efficiency of the equipment at the Port. Automotive Art is proud to be a partner of the Antigua & Barbuda Port Authority and have a hand in keeping the Port’s operation flowing smoothly, which in turn helps to keep our country moving. www.automotiveart.com
Edward Street, Ottos, St. John’s
TEL: (268) 462-4588 FAX: (268) 562-2788
VERNON G EDWARDS When We first Opened our doors in 1959, Our facility was small and our services offered were few. There was little fanfare, but Our Founder – Vernon G. Edwards Sr. was confident his pledge to provide the most unique business house incorporating a Shipping Agency, Customs Brokerage and Freight Forwarders would offer his customers with the best service package ever at a competitive price. Today, that simple pledge has become the distinct difference between Vernon G. Edwards and all other service oriented unincorporated entities. To support this growth, in 1986, we acquired and moved to Our new premises at the above address which is equipped with contemporary communication devices. We are working continuously to be better than the best, and we are fully computerized. As shipping agents, We represent numerous inter-island motor vessels, plying around the Caribbean and Venezuela. We also represent liner services carrying bulk loads mainly for projects. In the seventies, we expanded representing Cruise Lines, namely: Sea Cloud Cruises, Deutsche Stifung Sail Training, Premier Cruises Ltd., Plantours & Partner GmbH and Sail Windjammer. In 2015 we became the port agent for Eukor Car Carriers Inc. More recently, we represent NVOCC’s in the United Kingdom, Canada, and U.S. Mainland. As Customs Brokers, we service most of the major hotel owners and business houses (Merchants, Banks etc.). We are one of Antigua’s largest packers/freight forwarders. We are experienced in handling shipments to all worldwide locations. We hold reciprocal arrangements with North American Van Lines, Allied Pickfords, GB Liners and Mayflower International. Email: admin@vgedwards.com
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ANTIGUA AND BARBUDA PORT AUTHORITY
DRIVEN BY QUALITY
The Port Authority’s mission is not driven by external competitive forces, but the desire to be efficient and productive, delivering services that provide economic and social enhancement for Antigua and Barbuda’s people through social transformation. That said, while the Port Authority has no competitors on its home turf, there are many unique advantages they have over their counterparts elsewhere in the region. “We have a major advantage over other Caribbean ports in that we have a lot of land space, allowing us to engage in a huge port redevelopment plan,” Telemaque tells us. “The port has two distinct features, a container terminal exclusively for container traffic, and a separated warehouse and transit station outside of the port area.”
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Most Caribbean ports were built in the 1960s, with cargo handled through a warehouse situated at the centre of the facility. Antigua and Barbuda is the first port in the region to have a dedicated container terminal to allow for better container traffic leading to a
more attractive position for ships and cargo companies looking for areas to conduct their business. “Just using a warehouse has never been an efficient system, so we’re going to be the first to say we have a dedicated terminal with dedicated trains.
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ANTIGUA AND BARBUDA PORT AUTHORITY
“WE HAVE A MAJOR ADVANTAGE OVER OTHER CARIBBEAN PORTS IN THAT WE HAVE A LOT OF LAND SPACE, ALLOWING US TO ENGAGE IN A HUGE PORT REDEVELOPMENT PLAN,”
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It will be quite an advantage. At the same time our berthing area will also expand,” Telemaque says. “We’re unique regionally in that we also have a separate and dedicated cruise terminal. We also have a clear delineation between cruise traffic and cargo traffic. Ports using cargo terminals for cruise traffic can’t bring ships in during the daytime and in Antigua, we can have five full-size cruise ships and three to four full-size cargo ships operating at the same time, which will certainly make a huge difference in what Antigua can offer.” “Our biggest advantage is space. We’ve not been surrounded by any kind of development. We have a peninsula which is far removed from most of the encumbrance of other markets in the region,” Telemaque points out. “An unencumbered environment
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In an age of the increasing need for mobility, becoming a global citizen has never been more desirable. In response to this market demand, Antigua and Barbuda’s Citizenship by Investment program(CIP) is already proving very popular with investors. Speedy processing and the quality of real estate offerings give the program a serious competitive advantage. With tourism being the main driver of the economy, the government, in considering various options to jumpstart the economy, saw the CIP
Website: www.cip.gov.ag
as the most effective way to re-attract foreign direct investments, renew interest in the real estate market and spur investment in the general economy. Suggest removal The Antigua and Barbuda CIP Act was passed in April 2013. The Citizenship by Investment Unit (CIU), a creature of the legislation, was staffed on August 26, 2013, and opened for business on October 10, 2013. The CIU is responsible for processing applications and for recommending the approval of real estate and business investment options.
Email: info@cip.gov.ag
The first application was received in November of that year with the first citizenship granted in February 2014.
The Citizenship by Investment Unit P.O. Box W2074, Pavilion Drive, Coolidge, St. George’s, Antigua and Barbuda W.I
Tel: 1 (268) 481-8400/1/2
Fax: 1 (268) 562-8431
A BRIGHTER DAY A BETTER FUTURE A.S. Bryden & Sons (ANTIGUA) Limited is the leading distribution company in Antigua and Barbuda. Brydens specializes in dry, chilled and frozen FOOD SERVICE products, FINE WINES, BEER, & SPIRITS, PHARMACEUTICAL needs, PERSONAL CARE items, and commercial & household CLEANING supplies.
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Corner Fort & Anchorage Roads P.O. Box 182, St. John’s, Antigua. W.I. Tel: (268) 462-1810 Email: asbryden@ candw.ag www.brydensantigua.com
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CITIZENSHIP BY INVESTMENT In an age of the increasing need for mobility, becoming a global citizen has never been more desirable. In response to this market demand, Antigua and Barbuda’s Citizenship by Investment program(CIP) is already proving very popular with investors. Speedy processing and the quality of real estate offerings give the program a serious competitive advantage. With tourism being the main driver of the economy, the government, in considering various options to jumpstart the economy, saw the CIP as the most effective way to re-attract foreign direct investments, renew interest in the real estate market and spur investment in the general economy. The Antigua and Barbuda CIP Act was passed in April 2013. The Citizenship by Investment Unit (CIU), a creature of the legislation, was staffed on August 26, 2013, and opened for business on October 10, 2013. The CIU is responsible for processing applications and for recommending the approval of real estate and business investment options. The first application was received in November of that year with the first citizenship granted in February 2014.
www.cip.gov.ag
Enhance your outdoor living area with Pro-Deck Whether it’s a Boardwalk or your Deck, Pro-Deck from DEWS is an excellent all-natural choice. Featuring #1 Prime grade 2x6 Southern Yellow Pine (SYP). Each plank is treated with CA-C for ground contact and is protected from rot, fungal decay and termite damage. What’s more, an in-solution, factory applied water repellent is included for added protection in a marine environment. Pro-Deck is available in 12-,16- and 20-ft increments and supports wide joist spacing. Special orders of larger dimensions can also be accommodated.
Old Parham Road, St.John’s | Antigua Tel: +1 268-462-1210 Email: info@dewspro.com www.dewspro.com
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ANTIGUA AND BARBUDA PORT AUTHORITY
means a unique strategic position because if you expand most regional ports you run into issues of settlements, towns, or highways.”
A PORT FOR THE FUTURE
However, while the port offers high-quality service and key advantages, there are areas Telemaque is keen to improve. “The lack of a robust digital platform is a challenge and will continue to be a challenge as we try to integrate our ideas into the first world technology that we in a small port have difficulty affording,” Telemaque admits. “In addition to the challenges inherent in digitalising the environment, most port systems are being built for mega ports, and we don’t have the throughput necessary for the
Family owned and operated business with main focus on shipping, freight forwarding, stevedore contracting and customs brokerage. We offer:
• Shipping • Cargo • Wolrdwide transport
• Stevedoring • Brokerage • FedEx
Business hours: Mon-Fri 8:00-4:30 Francis Trading Agency LTD. High Street, St. John’s, Antigua & Barbuda Tel: +1 (268) 462-0854 Main +1 (268) 462-3339 FedEX Fax: +1 (268) 462-0849 www.francistrading.com
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infrastructure to create a robust digital network with low-costing systems.” This is an issue the Port Authority is working hard to address, however. Talking to Telemaque, it’s clear he’s particularly proud of the work the Port Authority has put into establishing a Maritime Single Window. This system allows all information required by public authorities in connection with the arrival, stay and departure of ships, people and cargo, to be submitted electronically via a single portal, without duplication. “We’re the only port in the region to have this by the first half of 2019,” Telemaque says. “We’ve worked to put a Maritime Single Window in place through the leadership of the port and the board and cooperation with the country of Norway, the Active Department of Maritime Services and the National Representative on the International Maritime Organisation.”
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ANTIGUA AND BARBUDA PORT AUTHORITY
“WE’RE GOING TO SEE THE WHOLE CARIBBEAN EQUIPPED WITH DIGITAL MARITIME SINGLE WINDOWS. IT WILL ALL BE ABLE TO BE DONE DIGITALLY AND WE’RE VERY PROUD OF THAT.”
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The system that’s been installed is in-line with recommendations by the IMO’s Facilitation Convention, a treaty to reduce administrative burdens and make shipping and trade by sea more efficient. Having established this in Antigua and Barbuda, Telemaque believes the Port Authority is in a position to offer leadership to ports across the region. “The interesting thing about the window is that now Antigua has been able to achieve this we now have the source code that will let us extend this new technology to all of the Caribbean countries to ensure other markets can come on board and be part of that,” Telemaque says. “We’re going to see the whole Caribbean
equipped with digital Maritime Single Windows. It will all be able to be done digitally and we’re very proud of that.” The Maritime Single Window is only one example of the large-scale plans Telemaque has for Antigua and Barbuda’s future, however. “We’re the first port to be redeveloped. We’re very hopeful we can transform that physical construction into a more significant operational, and even psychological change. We don’t just want to have new concrete,” he insists. “We want to have a new mindset and methods of operations. As we explore those options, we want new opportunities to transform the region into a port operation environment.”
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Anders Onarheim, CEO, BW LPG.
BW LPG
BW LPG IS PIONEERING ENVIRONMENTALLY FRIENDLY RETROFITS, REDUCING GREENHOUSE GAS EMISSIONS & SETTING AN EXAMPLE FOR OTHERS TO FOLLOW.
A GREENER WAY FORWARD PROJECT MANAGED BY: GLEN NEWTON
Listed in Norway and with a presence in over five countries, BW LPG is the world’s leading owner and operator of very large gas carriers (VLGCs).
“W
ith more than 80 years in maritime energy transportation and gas infrastructure solutions and over 50 years in the LPG shipping segment, BW LPG has a long-standing reputation as a leading provider of safe, reliable, and efficient liquified petroleum gas (LPG) transportation solutions. This reputation provides an important advantage in building and maintaining strong relationships with leading oil and gas companies,” says CEO Anders Onarheim, who has been involved with the company since 2003 and was appointed to his role last year. Having the world’s largest fleet of VLGCs gives the company the capacity and flexibility to offer timely and reliable services anywhere in the world, providing 24/7 commercial and operational support to its customers.
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The business’s scale, combined with its competence & experience, enables BW LPG to offer its clients innovative logistical solutions, affirms Mr Onarheim. “We have a large pool of experienced employees with extensive industry experience. Our officers and crew, with both in-company and in-industry experience, are a major competitive advantage in a market where charterers require significant experience from the senior crew.”
LEADING THE WAY
Environmentally sustainable operation is an objective that the company has been aiming to achieve for quite some time, investing significant resources in R&D and technology to drive energy efficiency and reduce emissions to air. In pursuing that vision, BW LPG has recently embarked on a ground-breaking project and committed 12 of its vessels for retrofitting with pioneering LPG dual-fuel propulsion technology, an investment of over US$100M. This will give the company the most economical and environmentally friendly vessels in the industry.
Using LPG as a ship fuel results in lower emissions to air, eliminating most sulphur emissions and reducing particulate matter and black carbon emissions. Mr Onarheim explains that the move is an opportunity to invest resources and expertise to launch technology that can be used to push the industry towards decarbonisation without having to order newbuilds. Moreover, LPG installations in a ship may also be suitable for potential zerocarbon fuels such as ammonia, therefore further extending the asset’s life. The company’s first vessel to have this pioneering technology on-board, BW Gemini, sailed in October - a historic milestone for the company, and a core achievement in the pursuit of sustainable development. The retrofitting process was completed at the Yiu Lian Dockyard in Shenzhen, China, took approximately 60 days and is estimated to have emitted 2,060 tons of carbon dioxide. According to the company which cites a report by DNVGL, this is approximately 97 per
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BW LPG
cent lower when compared to ordering a newbuild with similar technology. Mr Onarheim points out that investing in retrofitting the fleet to run on cleaner fuel, LPG, is a big thing for the shipping industry, an industry that is known for over-ordering of new ships. “Today it’s clear that from a sustainability perspective, investing to upgrade existing vessels is at least as important, since the environmental impact both from the building and recycling of ships is substantial.” He admits that so far, there is no other company that has opted for retrofitting their ships. However, more than 50% of new builds last year have been ordered with the new technology, so the industry is slowly following suit.
BEST ON WATER
Despite its historic milestone as well as excellent financial performance over the last two years, BW LPG has like everyone else - serious concerns about the Covid-19 pandemic, and particularly its effect on its workforce, as Mr Onarheim affirms. “From the operational perspective, we are facing a crisis at sea. Travel restrictions have left hundreds of thousands of seafarers stranded, unsure when they will be able to return home. Many are fatigued and weary because their time at sea has been extended for months beyond the maximum stipulated in international conventions.” To raise the awareness of the sacrifice of seafarers and the issues they face, the company has joined in the call from
YOUR TRUSTED PARTNER IN GAS Helping you find the right solution for a sustainable future Wärtsilä Gas Solutions is a market leader with innovative systems and lifecycle solutions for the gas value chain. Our main focus areas are handling of gas in seaborne transport (storage, fuel, transfer and BOG management), gas to power, liquefaction and biogas solutions. We help our customers on the journey towards a sustainable future through focus on lifecycle, innovation and digitalization. Wärtsilä Gas Solutions is proud to be delivering the LPG Fuel Supply System to twelve very large gas carrier vessels owned by Oslo-listed BW LPG, the world’s largest gas shipping company.
WARTSILA.COM
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BW LPG
Safety is non-negotiable at BW LPG. Safety is at the top of our agenda and we strive for Zero Harm.
many shipping companies and urge countries to recognize seafarers as key workers and to provide them with the support, assistance and travel options open to all key workers during the pandemic. With people being the company’s core asset, Mr Onarheim affirms that at BW LPG, safety is non-negotiable. “Zero Harm has been our vision for many years, and the goal of ensuring that the safety of all employees remains at the forefront of all our shipping operations continues to remain a priority. We have a dedicated team within BW LPG that implements regular initiatives to enforce a strong safety culture in our growing family of seafarers & shore-based staff.”
Inclusion and diversity are also core pillars of business growth and central to the company’s identity, and BW LPG promotes a work environment where employees can perform to their fullest potential. In 2019, approximately 49% of its onshore employees were women and 33% of these held leadership positions. Going forward, BW LPG will continue to look at ways to innovate towards becoming more sustainable as a company while further enhancing value for its shareholders, says Mr Onarheim. “We are determined to ensure that we continue to be well-positioned for the future - investing in cleaner energy and accelerating market transformation for the better so that market-led changes
“WE HAVE A DEDICATED TEAM WITHIN BW LPG THAT IMPLEMENTS REGULAR INITIATIVES TO ENFORCE A STRONG SAFETY CULTURE IN OUR GROWING FAMILY OF SEAFARERS & SHORE-BASED STAFF.”
BW Gemini, retrofitted with pioneering LPG dual-fuel propulsion technology.
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BW LPG vessel crew.
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BW LPG
BW Gemini, liquified gas tanker.
“WE ARE DETERMINED TO ENSURE THAT WE CONTINUE TO BE WELL-POSITIONED FOR THE FUTURE, INVESTING IN CLEANER ENERGY AND ACCELERATING MARKET TRANSFORMATION FOR THE BETTER SO THAT MARKET-LED CHANGES WILL ACT AS A FORCE FOR GOOD ON A GLOBAL SCALE.” BUSINESSFOCUSMAGAZINE.COM
will act as a force for good on a global scale.” “We will aim at strengthening our pole position in LPG shipping, delivering best-inclass returns to shareholders through delivering on our vision of “Towards a Better World” and our mission to be best-on-water for all our stakeholders.”
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GOLTENS WORLDWIDE
GOLTENS WORLDWIDE IS LOOKING AT NEW TECHNOLOGIES TO FACE THE UPCOMING CHANGES IN THE MARINE SECTOR.
SOLUTION-DRIVEN PARTNER PROJECT MANAGED BY: GLEN NEWTON
Over the 8 decades of its existence, Goltens has developed its reputation as a reliable and trusted partner focused on minimising asset downtime with highly efficient engine services, in-place machining solutions and environmental compliance retrofits.
“E
stablished during World War II by Norwegian Sigurd Golten, Goltens initially focused on engine repair services for ocean-going vessels from a single location in Brooklyn, New York. Over the subsequent decades, Goltens continued to expand, executing the founders’ vision of establishing a world-wide organisation and network of specialised service stations. Recognising the applicability of its services outside its base marine business, Goltens has successfully diversified and now supports market leaders in the offshore and oil & gas sectors as well as land-based industrial and stationary power sectors. “We are a company focused on providing specialised services and bespoke solutions to our customers, and are the only global independent repair specialist to offer owners, managers and OEMs allinclusive worldwide service,” says Mr Sandeep Seth,
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President of Goltens Worldwide. As an engine specialist, Goltens provides comprehensive mechanical and control services for a wide range of engines, turbines and related equipment. In addition to routine maintenance services, restoration from major engine casualties is one of Goltens’ specialities. Combining its cutting edge inplace machining capabilities with its engine services allows the company to eliminate the unnecessary downtime and expense associated with the disassembly, transportation and reinstallation of machinery. Beyond its specialised mechanical capabilities, Goltens has also broadened its scope to provide non-invasive and cost-efficient engineering and design services to help customers comply with new environmental regulations and even provides turnkey fabrication and installation services for these compliance retrofits.
Mr Sandeep Seth, President of Goltens Worldwide.
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GOLTENS WORLDWIDE
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CASTROL ARE YOU LOOKING TO IMPROVE OPERATIONAL EFFICIENCY? FINDING NEW AND MEASURABLE OPPORTUNITIES THAT KEEP YOUR BUSINESS MOVING FORWARD? Castrol is one of the world’s leading manufacturers of premium lubricating oils, greases, control fluids and related services to automotive, manufacturing, marine, and oil exploration and production customers across the world. Lubricant technology is constantly advancing, our innovative solutions and expert guidance help you keep pace. We believe partnership uncovers efficiencies that are crucial to vessels performance. That’s why we developed an approach called Castrol SmartGains, a unique approach to find improvements at every stage of the lubrication value chain, that when added up, deliver cumulative advantages for your business. Our global teams partner with technical and commercial teams to deliver operational efficiencies and mitigate future risks for marine businesses. There’s no single solution to every challenge. But simple, interconnected interventions can add up to deliver significant value. The lubrication challenges of the marine industry demand high performance products, trusted advice and global availability. That’s where Castrol can make all the difference. Our range of 2020 compatible engine oils, ancillaries and grease can address your challenges and help you meet important environmental legislation. Delivering to more than 820 ports across 82 countries, our global customer services teams will help you get your products to the ports you visit. Find Castrol Marine on LinkedIn for the latest from the Castrol team. Alternatively, explore Castrol’s product and service offering in the Directory of Marine Services on our website. www.castrol.com/marine thelubricantoracle.castrol.com
Leading Manufacturer and Supplier of High-Quality Welding & Hardfacing Alloys, Thermal Spray Systems & Consumables and Prefabricated Wear Parts. With our high-performance solutions, Dura-Metal will not only meet today’s challenges, but also set standards for future joining & wear control applications and technologies. www.durametal-alloy.com
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GOLTENS WORLDWIDE
“GOLTENS IS ONE OF THE LEADING GLOBAL INDEPENDENT PROVIDERS OF END-TO-END-SOLUTIONS THAT OVER 3,000 SHIP-OWNERS, OEMS, SHIPYARDS, INDUSTRIAL PLANTS AND POWER STATIONS RELY ON TO ORGANISE, PLAN AND PERFORM THEIR CRITICAL MAINTENANCE AND EMERGENCY REPAIR WORK.” NEW VISION
“Goltens is one of the leading independent providers of endto-end-solutions that over 3,000 ship-owners, OEMs, shipyards, industrial plants and power stations rely on to organise, plan and perform their critical maintenance and emergency repair work. I have enjoyed developing the business and I
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can see many opportunities for strategic growth and continued expansion of our offerings,” notes Mr Seth. “We are now formalising our vision for the next ten years and beyond. While continuing to be an engineering services company focused on mechanical service and repairs, we are also a leader in environmental compliance solutions.” Although not from a marine background, Mr Seth has the extensive experience of nearly 20 years in the company, serving in positions of progressively increasing responsibility. He was responsible for business restructuring, re-organisation, diversification and development in various parts of the world including the Middle East and Asia, and also a member of a global team focused on diversification and business expansion to new locations prior to being appointed President in 2019. He further notes: “The green focus is one of the core aspects of the Goltens’
business strategy. Goltens’ retrofit expertise is unmatched in the market. Leveraging a proven and repeatable process enables owners to confidently evaluate, design and install the most appropriate solutions to address the environmental regulations with minimal interruption to operations – by avoiding unnecessary downtime.” The company’s track record of nearly a thousand ballast water treatment retrofit projects and sulphur emissions control retrofit projects completed or underway is impressive. Recent projects include two contracts signed in February 2019 with two major clients, NYK Bulk & Projects Carrier Ltd. (NBP), a subsidiary of NYK, Japan’s largest shipping company, and BW LPG, the owner and operator of the world’s largest fleet of Very Large Gas Carriers (VLGCs), to support the retrofit of 37 vessels with ballast water treatment systems.
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GOLTENS WORLDWIDE
While the scrubber retrofits have generally slowed down slightly, BWTS demand is buoyant, says Mr Seth, mentioning another significant contract that was awarded to Goltens Singapore by a wellknown LNG shipowner to execute 3D scanning, design engineering, material supply & installation supervision on one of their vessels. The BWTS installation comprises one of the world’s largest ballast water treatment systems to be installed on-board a vessel to comply with IMO regulations.
NEW SERVICES
Mr Seth affirms that the company’s services towards its customers have continued despite COVID19. During the crisis, all work continued as planned in the company’s many locations in most global ports. “Did the pandemic affect the business? Yes, of course, but not to an extent that would create a significant panic. We could not travel but we started providing services to
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international customers locally by exploring creative solutions. As opposed to travelling to the vessel, we were now waiting for the vessel to call at the port, and I am happy to say that we did not have to significantly reduce staff numbers even though the volumes went down initially. Needless to say, the safety of our workforce was paramount to us.” Not surprisingly, it was the dedication of the workforce that carried the business through the crisis and Goltens values the expertise and the commitment of its people greatly. “Our people are our greatest asset, and their expertise is key. We provide training and development for our existing employees but hiring additional resources with specialised expertise is critical for new service development. These technical and development gurus will ultimately transfer their specialised knowledge to our staff and technicians and allow us to be well equipped to meet the future requirements of a fast-evolving marketplace.”
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GOLTENS WORLDWIDE
He reflected that going forward, technology acceleration is expected in various forms such as the use of data or information technology, augmented reality with remote access, unmanned vessels and drones. “These trends were evident long before Covid-19 but the global pandemic has given this further momentum. And of course, green technology, in particular, will grow in importance.” “All these new developments are reflected in our plans for further business development. Our focus will be on controls, specialised services, new technologies and greener engines to comply with increasing regulatory pressures to improve environmental sustainability by reducing emissions, better managing
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waste and leveraging alternative fuels.” Digitisation, another concept that has become a buzzword today, is also being seriously considered and the company will be looking at analysing data to help companies improve their preventive maintenance. “The technology around engines is going to change very rapidly now, with new alternative fuels coming fast. Over the next ten years, the technical developments and adaptations achieved will be far greater than those of the last seven decades,” says Mr Seth. “By investing in the development of the new services and our resources, we will be ready for the changes, to continue to serve our customers promptly and reliably with the best expertise as Goltens has always done.”
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DSV SOUTH AFRICA
WE LEARN HOW INNOVATION IS HELPING DSV IMPROVE THE SUPPLY CHAIN EVEN THROUGH TURBULENT TIMES.
INNOVATING THE SUPPLY CHAIN PROJECT MANAGED BY: TREVOR GRETSINGER
DSV is a global transport and logistics company providing end-to-end supply chain support across a range of verticals. Since it was established in Europe in 1976 it has grown through successful mergers and acquisitions to achieve a reach and capability that stretches around the globe. 192 | BUSINESS FOCUS MAGAZINE
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DSV SOUTH AFRICA
“I
would say that what makes our value proposition unique is the way we do things, with the key strategic objective being operational excellence. It is through this that we uphold our key value of ‘Customer First’,” says Candice Liebenberg, general manager of DSV. “We strive for the best performance across our whole organisation. And our ownership and initiative drive true collaboration with our customers. In South Africa, one of the things that set us apart is the end to end supply chain capability that enables us to support customers’ supply chains from source, firstmile, through to warehousing,
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middle mile and final delivery to customers, last-mile logistics.” “True collaboration” sounds like the sort of copy you would find in any company brochure, but it’s clear talking to Liebenberg that she takes the concept seriously, not just as a bells and whistles feature, but as the underlying foundation of the business. “I think first and foremost, the foundation of the relationship with the customer has to be built on trust,” she insists. “A value we hold very dear is that every contact point is an opportunity to build trust. No matter how big or small our promises are we keep them - if I say I’ll call you in an hour’s time, I will.”
That trust for Liebenberg is about more than delivering on promises, it’s about ensuring company and customer can work together from the assumption they are on the same side. “It affords both parties the ability to create that collaborative approach, leverage their relationships and sit on the same side of the table to unpack supply chain requirements,” she says. “It means we can understand your business strategy and the supply chain beneath that and once we have a complete view it helps us achieve results together. We prioritise initiatives to deliver the most impact,
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PRĪMX JOINT-LESS, HIGH QUALITY, FUTURE READY CONCRETE FLOORING SOLUTIONS To cope with today’s ever-changing industrial environment, everything must be flexible. The recent global pandemic has shown that dramatic change can happen instantly: production shutdowns due to infected workers, material availability challenges, changes in many processes, and the critical need for facility cleanliness. Robotics and automation are a major disruptive technology force and this trend requires precise, stable structures to support these precise systems. Therefore, every aspect of an industrial facility, including the floors, must be designed and built with adaptability to future challenges in mind. Only jointless, saw-cut-free floors allow the true flexibility: no limitations for racking placement, easy system replacements – allowing for the potential re-usability in the future. PrīmX jointless concrete technology features a high amount of steel fibre reinforcement embedded in superior, zero shrinkage concrete matrix, allowing the creation of ductile, seamless concrete that is so strong it practically does not need traditional steel rebar reinforcement. This allows for several very meaningful benefits for produced concrete floors and construction process as well. Due to controlled material drying shrinkage, PrīmX technology allows to produce slabs with true flatness - i.e. lifetime flat slabs, allowing to maximise benefits of the automated robotic solutions – no slowdowns due to uneven surface or deteriorated or damaged joints etc. Absence of time-consuming traditional reinforcement installation allows for much faster construction - on average PrīmX technology saves 30% of the construction time, providing savings to construction schedules and costs. DSV PLUMBAGO, JOHANNESBURG Project data: The 110’000m2 project specification: cross-dock maximum mezzanine/ sorter load - 192 kN. Main Warehouse maximum rack load - 123 kN btb 246 kN and must span a 5m sinkhole. Client requirement regarding the slab tolerance according to DIN 18202 Tbl 3 line 4 (reach trucks up to 14 m) instead of FM2-TR34 (reach trucks up to 13 m). Challenge: To reduce the total construction cost and further maintenance costs, the fundamental challenge was to produce a high-quality concrete slab in a very limited time. Solution: As the joints are the main part of the maintenance costs – repair works (deteriorated joint edges etc.), damage to equipment, i.e. forklifts and other driving units etc., a jointless concrete flooring solution was implemented. The high-performance jointless steel-fibre-reinforced concrete system based on material chemical compressive pre-stress PrīmX was used to cast 2300m2 jointless panels (areas were limited by day casting capacity, separated by tight joints). Due to the high dosages of the highest quality steel fibres and special material formula, the slab can be built without a traditional reinforcing thus ensuring a shorter construction schedule.
www.primekss.com
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DSV SOUTH AFRICA
whether the goal is boosting sales, increasing availability, or building customer satisfaction levels by reducing transit times. It’s important we understand that and create a willingness to share that information. That’s when true collaboration comes through, and the customer’s real mandate is that whatever solution we put in place helps them achieve their objective. We’re not selling something for the sake of it.”
“WE TRACK GLOBAL AND LOCAL BUSINESS AND TECHNOLOGY TRENDS, TO ENSURE WE FOCUS ON SOLVING THE RIGHT PROBLEMS FOR OUR CUSTOMERS WITH THE APPROPRIATE TECHNOLOGY.” INNOVATION THROUGH CALCULATED RISK
As well as close collaboration, another key facet of DSV’s approach is innovation, which DSV pushes forward hand-inhand with the Africa Innovation Hub and Global Innovation Hub. “We track global and local business and technology trends, to ensure we focus on solving the right problems for our customers with the appropriate technology,” Liebenberg says. DSV’s innovation efforts include Robotic Process Automation to aid in the capture and updating of information from sources that cannot be connected to traditional EDI technology. It allows for a greater level of data accuracy and the ability to update data more frequently, providing greater visibility for customers.
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DSV SOUTH AFRICA
DSV is also investing in the Internet of Things (IoT), collaborating with several technology partners to provide greater real-time visibility to DSV’s customers, including temperature monitoring on temperature-sensitive cargo across the supply chain, and GPS positioning to add an additional layer of security for higher risk cargo. The COVID-19 pandemic has also inspired avenues of investigation including 3-D Printers used to produce contactless door openers, allowing people to open doors with their feet and reducing contact with germ-transmitting doorknobs. DSV has fasttracked the development of a COVID-19 app for monitoring the location and health status of all its employees, allowing
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DSV’s emergency response to target areas of greatest risk while ensuring employees stay healthy and safe when they are required to be in the workplace. Innovation is always to some extent a question of catching lightning in a bottle, but DSV is structured to encourage innovation across the business. “DSV has always had a culture of decentralised decision making, which encourages calculated risktaking to enhance our service offerings in the local markets,” explains Liebenberg. “Together with this, DSV employees have a real passion to deliver great service, which ties into the first, and most important point, that all innovation must be focused on delivering better service or enhanced service offerings to our existing and
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DSV SOUTH AFRICA
future customers. We actively encourage our employees to bring ideas forward and work with the Africa Innovation Hub to rapidly build and test prototypes. A large percentage of these prototypes are destined to fail, but that is not a disincentive as calculated risktaking is the second important aspect of fostering innovation. The Africa Innovation Hub provides a safe space with available expertise to move ideas forward.”
DESIGNING A SMARTER LOCKER
A great demonstration of DSV’s innovation in action is in their
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“INNOVATION AND AGILITY ARE PART OF OUR DNA AND WE WILL CONTINUE TO EXPLORE OPPORTUNITIES TO BETTER SERVICE OUR CUSTOMERS AND GROW OUR BUSINESS.” “smart locker” technology, developed in anticipation of the exponential growth that e-commerce and other directto-consumer services offered. The DSV Locker removes the need for a parcel and customer to be available on the same date, time and place for a successful delivery to occur, adding an additional element of convenience for customers. The locker is integrated into DSV’s business and transport management systems, enabling geolocating parcels at any time, providing customers with click-through links to maps of where the locker with their parcel is located, and messaging customers to alert them when their parcel arrives. By the end of 2020 businesses and private consumers will have access to more than 400 DSV Lockers throughout South Africa. DSV introduced the locker concept into South Africa in 2016, but in the post-COVID era, it’s easy to see how the concept is about to come into its own as coronavirus has led to an explosion in e-commerce. “Covid-19 radically changed the business and the business landscape,” Liebenberg says. The pandemic has also brought many challenges with it, but DSV has risen to those challenges. “We have always had to contend with external challenges,” Liebenberg points out. “The point to remember is we have not only survived them, we have grown our business,
gained new clients and developed new products and services. We have been able to do this because it has always been our policy to invest in our people, our communities and our business – and the most obvious example right now are the new Gauteng and Western Cape HQs which will come on stream in 2021.” Liebenberg makes a compelling case for DSV as a strong and well-organised company, able to adapt quickly to changing circumstances that will protect itself and its people for the longer term. “We are innovating as I talk to you,” she says. “We’re crafting new opportunities in e-commerce and elsewhere to ensure we remain competitive and relevant in our marketplaces. We improvise. We innovate. We use our agility and knowledge to adapt. These characteristics have been the foundation for our success over the years, and they will see us through this pandemic to the other side.” Looking forward, DSV’s mission is clear. “We will continue to adapt to circumstances and remain true to our core objective to grow our business leveraging the synergies we will achieve through our new, consolidated Gauteng and Cape Town facilities,” she tells us. “Innovation and agility are part of our DNA and we will continue to explore opportunities to better service our customers and grow our business.”
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International exhibition and conference on valve and flow control technologies