Endeavour Magazine November 2021

NOVEMBER 2021 www.littlegatepublishing.com

ADRIA SUPERCHARGING

POWER SYSTEMS

SGS GHANA Maintaining Quality UK £4.95 CAN $7.95 USA $7.95 EUR €5.95 SA ZAR 69.00

CHANGE

ERIS PROPERTY Rising High

KENYA PORT AUTHORITY A Port To The World

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EDITOR’S NOTE

N

ovember is a thrilling and decisive time for industry. As businesses continue their postpandemic recoveries, we are starting to get a true view of those that have succeeded in riding out (or even rising above) the storm. Meanwhile, although the world is ‘returning to normal’, the pandemic itself is not yet truly over, and as the Northern Hemisphere heads into winter, we will see how its population are affected and what fallout this could cause. For the countries that celebrate Christmas, too, this is an interesting time of year: which industries will be ready to respond to that boom in business, and how will that boom help the companies that are depending on it? Contrastingly, how will other industries fair as, not long after getting back into the swing of things, the Christmas period slows their trading down?

However, perhaps the most crucial indications of the future will be decided this month in Glasgow, UK, as the COP26 meets to allow the countries of the world to discuss crucial climate action. We hear about climate change so much that some people will roll their eyes, but experts feel that this summit is crucial if we are to achieve real change in time to avoid crisis.

With many global players meeting to pledge and discuss what is to be done, we will soon have a more accurate forecast for the changes in industry that may occur between now and 2030, including the energy industry, automobiles, and so much more.

With this in mind, we were particularly excited to speak with Appia Rare Earths and Minerals, who mine the rare earths needed to manufacture electric vehicles and many of the other electronic advances needed to move away from a fossil-fuel dependent society. Likewise, it was exciting and topical to speak with our cover story, Adria Power Systems, who have made it their mission to revolutionize the mining industry by helping mining companies convert their operations to being electrically powered. When it comes to discussions of sustainability, mining has a bad reputation, but between these two companies, we see the mining that is necessary for this green new world, and also a way to make this mining greener itself.

Alice Instone-Brewer Endeavour Magazine | 3

CONTENTS

Port of Salalah

FEATURES

Appia Rare Earths and Uranium 4 | Endeavour Magazine

15

Staying Shipshape Port of Salalah

23

Supercharging Change Adria Power Systems

35

Digging For The Future Appia Rare Earths and Uranium

41

Maintaining Quality SGS Ghana

49

Rising High Eris Property

55

A Port To The World Kenya Port Authority

63

That’s What We Like Pepsi Jamaica

69

Making It Stick Bharati Cement

75

Digging Deeper Lundin Mining

81

Working Together For Ghana Ghana Chamber of Mines

SGS Ghana

ARTICLES

Business Headlines

6 Asia 7 Africa 8 Americas 10 Middle East 11 Europe

From The Horse’s Mouth

30

The Evolution Of Dressage

Amazing World

46 60

A Lief out of your book Protecting our Amazing World: The COP26 Conference

Pepsi Jamaica Endeavour Magazine | 5

BUSINESS HEADLINES ASIA South Korea’s former president Roh Tae-woo dies at 88 South Korean former president Roh Taewoo, a decorated war veteran who played a pivotal but controversial role in the transition to democratic elections from rule by authoritarian leaders, has died, a Seoul hospital confirmed.

The 88-year-old died on Tuesday October 26th, a Seoul National University Hospital official said, without citing the cause of death.

Roh had been in poor health since 2002 when he received surgery for prostate cancer and was repeatedly hospitalized in recent years.

In the space of a few decades, Roh went from military coup conspirator to South Korea’s first popularly elected president, before ending his political career in ignominy with a jail sentence for treason and corruption.

“I now feel limitlessly shameful for being a former president,” Roh told the public in a tearful televised apology in 1995 for secretly amassing a $654 million slush fund while in office.

Australia pledges net zero emissions by 2050 Leading global coal and gas supplier Australia has pledged to achieve net zero carbon emissions by 2050.

However, Prime Minister Scott Morrison said the plan would not include ending Australia’s fossil fuel sectors.

The nation will also not set ambitious targets for 2030 - an objective of next month’s COP26 global climate summit.

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Australia is one of the worst countries per head in terms of carbon footprint, and is a massive exporter of fossil fuels.

Strategic allies the US and UK have both pledged to cut emissions faster. The UK has pledged that all its electricity will come from renewable sources by 2035, while the US has announced plans to halve its emissions by 2030 compared to 2005 levels.

“We won’t be lectured by others who do not understand Australia,” Mr Morrison responded.

To halt the worst effects of climate change, nations have pledged to limit rising temperatures to 1.5C by 2050.

This requires cutting emissions by 45% by 2030 and reaching net zero by 2050, scientists say. Over 100 nations have committed to carbon neutrality.

Amnesty International to close Hong Kong offices over National Security Law Amnesty International will shut its offices in Hong Kong over a recently-imposed national security law.

The human rights group said the law, imposed

by China, makes it ‘effectively impossible’ for them to operate.

Amnesty has had a presence in Hong Kong for more than 40 years, and now runs two offices there - one focused on the city and another on the wider region.

The local office will close by 31st October, and the regional office will move out by the end of the year.

The broadly worded national security law in Hong Kong ‘criminalises secession, subversion, terrorism and collusion with foreign forces’.

Critics say it is aimed at crushing dissent but China says it is meant to maintain stability.

Anjhula Mya Singh Bais, chair of Amnesty’s international board, said in a statement that a crackdown under the law has forced at least 35 groups to disband this year.

“This decision, made with a heavy heart, has been driven by Hong Kong’s national security law, which has made it effectively impossible for human rights organisations in Hong Kong to work freely and without fear of serious reprisals,” she said.

AFRICA Sudan’s army declares state of emergency, dissolves government On October 25th, Sudan’s top general, Abdel Fattah al-Burhan, declared a state of emergency and dissolved the authorities leading country’s democratic transition. This was followed by soldiers detaining civilian leaders as the general announced the formation of a new government.

The announcement was televised, and is being called a coup by many.

In April 2019, President Omar al-Bashir was ousted from government. Those who were in charge of overseeing a transition to a new government have now been detained by al-Burhan.

In his announcement, the General said: “To rectify the revolution’s course, we have decided to declare a state of emergency nationwide... dissolve the transitional sovereign council, and dissolve the cabinet.”

People took to the streets to protect the move, resulting in soldiers firing live rounds at them. Internet services were cut across the country around dawn and the main roads and bridges into Khartoum shut, before soldiers stormed the headquarters of Sudan’s state broadcaster in the capital’s twin city of Omdurman, the ministry said.

Police say 37 people have been killed since the protests began in June, but a citizens’ group, the Leftu Sonkhe Institute of Strategic Thinking and Development, puts the death toll at around 80.

Crowned in 1986, Mswati III, who has 15 wives and more than 25 children, is questioned by many of his people for his strict rule and rich lifestyle in a country where two-thirds of the population lives below the poverty line.

Mali expels envoy of regional bloc ECOWAS Mali’s transitional government has ordered an envoy of the 15-nation West African regional bloc to leave the country within 72 hours because of actions “incompatible with his status.’’

The Economic Community of West African States (ECOWAS) is pressing Mali’s transitional leader Col. Assimi Goita, who seized power in Eswatini king calls for dialogue a coup in August 2020, to respect his pledge as protests escalate to hold presidential and legislative elections Following violent protests, the king of in February 2022. The group threatens Eswatini has announced a national dialogue in sanctions against Mali if elections are not a bid to end the conflict. held by that date. On October 25th, Goita’s Eswatini, formally known as Swaziland, is government declared that the ECOWAS special Africa’s last remaining total monarchy. The call representative, Hamidou Boly, must leave the for talks came from the king, King Mswati III, country immediately. the day after he was visited by mediators from Mali’s government has not clearly explained southern Africa. the reasons for its decision against Boly, which The talks were proposed to occur after comes a day after the United Nations Security November’s month-long celebration of Incwala Council mission visited Mali and also pressed – a celebration of royalty during which the king for February 2022 elections. does not participate in government.

The statement said that while Boly has been The opposition, including political parties ordered to leave Mali, the government is still and civil society organisations, have rejected open to dialogue with ECOWAS, which has this call for talks, saying; “There can be no calm condemned the 2020 coup and is encouraging or peaceful dialogue while the security forces the country to return to democratic, continue to kill and maim people.” civilian rule.

Endeavour Magazine | 7

AMERICAS Jeff Bezos unveils plans for ‘space business park’ Blue Origin, the space tourism company owned by Amazon founder Jeff Bezos, has announced plans to launch a commercial space station. Bosses said on October 25th that they hope to operate the station, named “Orbital Reef,” by the end of the decade.

Promotional material released by the company claims the station will be a “mixeduse business park” in space and will host up to 10 people. The company will partner with Sierra Space and Boeing to build the outpost.

Blue Origin said the 32,000 sq ft station would provide customers with an ideal location for “film-making in microgravity” or “conducting cutting-edge research” and said it would also include a “space hotel”.

The announcement comes as Nasa searches for proposals to replace the 20-year-old International Space Station. While funding for the station has been guaranteed until at least 2030, the outpost is in desperate need of repairs.

Russian officials have previously warned that its cosmonauts could leave the station by 2025 over fears outdated equipment could trigger a major incident.

In response, Nasa announced plans earlier this year to award $400m in private contracts to space companies to help the agency replace the ageing outpost.

“No child should ever die because of a power cut,” said Raoul de Torcy, Unicef’s deputy representative in Haiti.

“It’s frustrating to see how increased risks of kidnapping and looting in Haiti threaten newborn’s and mothers’ lives, just because the much-needed fuel cannot be delivered to hospitals on the ground amidst mounting insecurity,” said Raoul de Torcy, Unicef’s deputy representative in Haiti.

An NGO reported last week, that nearly 800 kidnappings had been reported in Haiti so far this year. Among those still being held are 17 missionaries from the US and Canada who were kidnapped by a gang as they were returning from a visit to an orphanage. For more information on how to assist these missionaries, visit the Christian Aid Ministries website.

Record high migrant detentions at US-Mexico border The US says more than 1.7 million migrants were detained along its border with Mexico in the past 12 months - the highest number ever recorded. More than one million of them were expelled to Mexico or their native countries, according to data from US Customs and Border Protection. Agents apprehended people from more than 160 countries.

President Joe Biden’s popularity in opinion polls has been sinking, partly as a result of his immigration policy. Mr Biden promised Haiti fuel shortages threaten patients’ lives a more humane immigration policy than his The lives of patients are at risk due to fuel predecessor Donald Trump, but the US-Mexico shortages affecting some of Haiti’s major border has been engulfed in crisis for much of hospitals, the UN children’s agency Unicef the Democrat’s nine-month-old presidency. warns. Supplies have been disrupted for weeks The detention numbers for the 2021 fiscal because lorry drivers are too scared to brave year, which ended in September, are the roads controlled by gangs which engage in highest since 2000. That year, more than 1.6 kidnappings for ransom. million migrants were held at the US-Mexico Roadblocks erected by protesters angry at border. But the number has not reached 1.7 the lack of security have further hampered million since US authorities first began tracking deliveries. Unicef said that due to frequent such entries in the 1960s. power cuts, most hospitals in Haiti relied on Those trying to enter the US illegally were fuel-powered generators to keep patients alive. mainly from Mexico, Guatemala, Honduras and The agency estimates that 300 children, El Salvador.

45 women and 150 Covid patients are at risk unless fuel is delivered by Tuesday.

8 | Endeavour Magazine

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MIDDLE EAST Egypt’s el-Sisi lifts state of emergency in force since 2017 Egyptian President Abdel Fattah el-Sisi has announced the lifting of a years-long nationwide state of emergency.

The measure had been in place since the April 2017 bombings of two Coptic churches by an affiliate of ISIL killed more than 40 people and wounded dozens more. Coptic Christians account for about 10 percent of Egypt’s population of some 100 million.

“Egypt has become, thanks to its great people and its loyal men, an oasis of security and stability in the region,” el-Sisi said on Facebook on the evening of October 25th.

“This is why I decided to cancel the renewal of the state of emergency throughout the country,” he added.

Prominent Egyptian activist Hossam Bahgat welcomed the decision, saying it would stop the use of emergency state security courts, although it would not apply to some highprofile cases already referred to such courts.

Egypt’s state of emergency allowed the authorities to make arrests and search people’s homes without warrants. Constitutional rights such as freedom of speech and assembly were curtailed.

Tensions between the two communities soared in parts of Israel earlier this year during an 11-day conflict between Israel and Palestinian militants in Gaza.

The biggest of the government’s plans includes spending £6.8bn on improving employment opportunities and health services for Israeli Arabs, and investing hitech and housing as well as renovating ageing infrastructure in Arab areas. It places a focus on Israeli Arab women’s health and on making it easier for them to access the job market.

Saudi Arabia commits to net zero emissions by 2060 The world’s biggest oil exporter, Saudi Arabia, has pledged to cut its carbon emissions to net zero by 2060.

Crown Prince Mohammed bin Salman said the Gulf state would invest more than £130bn to reach the goal.

The announcement comes days before the COP26 climate change summit, However, he said the kingdom would continue to produce oil for decades to come.

While China and Russia have plans to reach net zero by 2060, other countries - including the US, the UK and the United Arab Emirates, another major oil producer, aim to achieve the Israeli cabinet backs huge spending plan for goal 10 years earlier.

Arab minority Saudi Arabia has long resisted calls to Israel’s government has approved plans to cut its investment in fossil fuels. This week, spend billions of dollars to improve conditions documents leaked to the BBC revealed Saudi for its large Arab minority, which has long officials asked the UN to play down the need complained of being marginalised. Arabs to rapidly move away from fossil fuels ahead of comprise about one fifth of Israel’s population the COP26 meeting. of 9.3 million.

At the launch of a climate conference in The government will earmark funding to Riyadh, Prince Mohammed said it would reach help sectors including housing, education and the target without affecting the “stability of employment over the next five years. global energy markets”.

Ministers also passed a plan to spend almost He said the country also would cut its £730m to tackle high crime rates in Israeli emissions of methane by 30% by 2030.

Arab areas.

Energy Minister Abdulaziz bin Salman The leader of the Arab Islamist Raam party, said the country would use carbon capture which is in the governing coalition, welcomed technology that extracts CO2 from the air - to the move. help it meet the goal.

Israel’s Arabs often claim that their communities receive less funding per capita from the government than Jewish communities.

10 | Endeavour Magazine

EUROPE Nine EU countries reject calls for market reform to curb energy crunch A group of nine EU countries, led by Germany, have expressed their outright opposition to the growing calls for far-reaching reforms of the bloc’s energy market, a cause championed by Spain and France to tackle the ongoing energy crunch and curb soaring electricity bills.

In a letter released ahead of a meeting of energy ministers, the signatories come out in defense of the free market and reject any “ad hoc reform” that can interfere with the existing rules.

Instead, the nine make the case for “temporary and targeted national actions” to protect vulnerable consumers and struggling companies that can be rolled out throughout the winter and then be gradually phased out in spring, when prices of natural gas are expected to decrease.

Their short-term approach was already proposed earlier in October by the European Commission.

The statement was endorsed by Germany, Luxembourg, Austria, Denmark, Estonia, Finland, Ireland, Latvia and the Netherlands.

The nine nations share the Commission’s analysis that the ongoing situation is mainly caused by basic market dynamics: stronger demand not yet being met by supply.

experts monitoring the trial recommended stopping it early.

An antiviral pill that people could take at home to reduce their symptoms and speed recovery could prove groundbreaking, easing the crushing caseload on hospitals and helping to curb outbreaks in poorer countries with weak health care systems.

Germany’s newly elected Bundestag meets for first time since election Germany’s newly elected parliament has held its first meeting at the Bundestag following September’s election.

The lower house of the German parliament is expected to elect Bärbel Bas of the Social Democrats as its new speaker, succeeding conservative veteran Wolfgang Schäuble.

EU considering authorisation of Merck’s SPD emerged as the strongest party in last anti-COVID pill month’s election and are hoping to form a new The European Medicine Agency has “started government in December. SPD, the Greens and a rolling review of the oral antiviral medicine pro-business party Free Democrats opened molnupiravir” against COVID-19 developed by formal coalition talks earlier this month, but pharmaceutical company Merck, the agency all parties have acknowledged that they face a said October 25th. complex task to form a government.

If given the green light, it would be the German Chancellor Angela Merkel also first treatment for coronavirus that does not attended the meeting despite no longer being need to be administered through needles or an elected lawmaker. intravenous infusions.

German President Frank-Walter Steinmeier Earlier in October, Merck asked the US Food will formally dismiss Merkel and her Cabinet, and Drug Administration to ‘OK’ molnupiravir, though they will be asked to stay on in a and a decision is expected within weeks. caretaker capacity until a new government is The company reported that the pill cut in place. Socialist leader and current vicehospitalisations and deaths by half among chancellor Olaf Scholz is tipped to replace patients with early symptoms of COVID-19. The Merkel and send the centre-right Union bloc results were so strong that independent medical into opposition after 16 years.

Endeavour Magazine | 11

Rail safety on the right track E

ach day, millions of passenger’s criss-cross South Africa by means of rail. They rely on trains to get to work and to return home; to discover new towns or revisit old favourites. Trains move freight from ports to cities, and goods from cities to ports. The Railway Safety Regulator (RSR) is the official body that oversees the safety of South Africa’s huge and complex railway network through appropriate support, monitoring and enforcement, guided by an enabling regulatory framework.

The RSR was established in terms of the National Railway Safety Regulator Act No. 16 of 2002. The organisation is responsible for collecting and disseminating information relating to safe railway operations to the public by means of safety awareness campaigns and monitor and ensure safety compliance by conducting audits, inspections, and occurrence investigations.

Since its promulgation in 2002 and subsequent establishment in 2005, the RSR has experienced tremendous growth, becoming a trusted safety authority in the rail sector. The RSR is bigger and better today, having expanded its footprint to three regions, namely the Western Cape, KwaZulu-Natal and Gauteng, notwithstanding the Head Office also based in Gauteng. Similar to people evolving with age, the RSR has evolved by adopting a completely new corporate identity to reflect its commitment to embracing change which marks a significant milestone in the Regulator’s journey to ensure that “rail safety is on the right track”.

However, with change and success comes obstacles and the RSR, like the rest of the world, has had to figure out ways to overcome the challenges that the COVID-19 pandemic presents.

While battling the pandemic, the South African rail

industry is also finding itself in a state of dismay as vandalism and the destruction of rail infrastructure is becoming a norm.

Studies have revealed that there has been a sharp decline in the number of people who choose to use trains as a mode of transport in South Africa since 2013. Commuters have cited overcrowding, lack of security, train delays and arson as main reasons for opting to use other modes of transport.

This reality reflects that more needs to be done to change people’s negative perceptions about rail, especially during this precarious period which has seen the COVID-19 pandemic impact the movement of trains.

The Regulator has also been focussing on the wellbeing of workers in the rail sector and embarked on a safety campaign titled Siyabavikela (Protecting our rail icons) - a digital campaign that involves

the participation of rail operators, employees, and stakeholders at large to reinforce the compliance that is required from operators as far as social distancing and personal protective equipment is concerned. Furthermore the Regulator promotes the harmonisation of the railway safety regime of South Africa with the Southern African Development Community (SADC) railway operations and promotes improved safety performance to promote the use of rail. A total of 10 076 negative events were reported to the RSR during the 2020/21 reporting period with operational occurrences decreasing by 40 per cent (2 024) since 2019/20. The security related incidents decreased by 19 per cent (8 052) since 2019/20. These figures attest to the fact that we must stay focussed and ensure that through our collective efforts we drive down the number of occurrences and ensure that rail become a trusted mode of transport.

The RSR continues to bolster the rail regulatory framework through the development of determinations, protocols, and guidelines. With the deployment of these tools, the RSR will ensure that we build industry capacity to develop effective safety management approaches as well as the development of an industry safety risk profile to support critical risk mitigation decisions that will result in safer railways.

14 | Endeavour Magazine

STAYING SHIPSHAPE Port of Salalah chevron-square-right www.salalahport.com.om

Ports are never a quiet place to work: no matter how well they are run or how effectively they are built, they are, by definition, hubs of activity. In these recent times, in particular, that activity has come with its challenges, and the greater the port, and greater the challenges that have been presented. Salalah Port – the largest port in Oman – was no exception. We interviewed Mohammed Al Mashani, the Port’s Chief Corporate Affairs Officer, to learn about how a port this established and prolific responded to the Covid pandemic, as well as how it is contributing to Oman’s national vision 2040, thus further evolving the local business ecosystem of Oman.

Written by Alice Instone-Brewer

S

ituated in the Dhofar Governorate on the Arabian Sea, Salalah Port is located at the heart of a trade crossroads between Asia and Europe. This ideal location is one that the Port has embraced. Over 3000 vessel calls dock and depart from the port, sailing to over 50 ports around the world. From here, there are strong trade links to the Indian Subcontinent, East Africa, Red Sea/Levant and the Arabian Gulf and access to key regional markets including Asia and Europe.

We spoke with Mohammed Al Mashani, Chief Corporate Affairs Officer for Port Salalah, about the port and how it rises to meet both the opportunities and responsibilities of its location. He had this to say: “Salalah does not just provide port advantages but an entire suite of opportunities that, when combined, create a true value proposition like none other in the region. Its strategic location has almost zero deviation from the major trade lanes of Asia-Europe, ISC-Europe and Middle East-Europe, which provides our customers with transit times that are better than other competing ports in the Gulf and Indian Ocean. The proximity to these major trade lanes and the rapid growth markets of East Africa and India serve as major leverages Endeavour Magazine | 15

PORT OF SALALAH

for companies looking to take advantage of both markets with one efficient and secure location. The port has been ranked 6th out of 351 operation ports worldwide when it comes to receiving and handling container ships. This is an extremely impressive ranking, awarded based on the Container Ports Performance Index in 2020.

“This is supplemented by the fact that the port’s infrastructure is world-class; we can serve any size or type of vessel, be it container, cargo, crude carriers or even cruise ships. On top of this, the nearby airport provides the current ability for efficient air cargo connectivity globally and, since 2014, upgraded passenger capabilities. Meanwhile, on the airfreight front, our model offers extremely flexible and agile logistical solutions to customers based on their short-term needs. Lastly, our connectivity will further be strengthened by the completion of the GCC rail network, which will make Salalah

16 | Endeavour Magazine

the fastest connection point between the GCC market and the rest of the world.

The GCC Railway development (so named for the Gulf Cooperation Council countries that conceived it) has been a project long in the making: first planned and agreed to in 2000, it was originally set to be complete in 2018,with the current estimated completion date being 2023.

This railway has been planned in many separate parts within the involved, to-be-connected countries, and once complete, it will be a game changer for trade in the region. “If our success as a hub stems from the port’s integration with Oman’s world-class, multimodal (sea-air-road) transport infrastructure,” Mohammed tells us, “Then imagine the growth opportunities likely to emerge after Salalah’s integration with this proposed national rail network.”

In order to prepare for this rise in activity, and to make sure it is providing the very best for its customers in the meantime, the port continually invests in its future by staying on top of its equipment standards, forever making sure to upgrade its equipment to the best that the port can offer. This sort of proactive development has been the key behind Salalah Port staying in the lead in many areas at which it excels: for example, the port is the larger exporter of gypsum in the world, and has been for some years. In 2019, despite the fact that it held the world’s leading position in gypsum export, the port still invested in expanding its capacity further in 2020. Now, its hold on that claim is secure, thanks to the port’s willingness to keep on investing in its strengths.

The GCC Railway is a project shared by the Government of Bahrain, the Government of Kuwait, Etihad Rail, Oman Rail, Qatar Rial and the Saudi Railway Company. It is a multibilliondollar project that, for Oman, will open up huge prospects for freight forwarding through the Port of Salalah, among other advantages.

“When the network comes into service, Salalah has the potential to become a major gateway to the GCC for fast moving consumer goods and other high value commodities. We also anticipate a significant upsizing of our capabilities as a liquid hub serving the markets of East Africa and India.”

FROM OMAN TO THE WORLD

PORT OF SALALAH

These transport links aside, there is another element of Salalah Port’s location that makes it a profitable and enviable destination: the Salalah Free Zone. Free Zones are always an extremely advantageous neighbour to any port; in the case of Salalah, a US-Oman Free Trade Agreement has provided 0% tariffs on over 80% of the goods traded between the two countries, and Oman has further sweetened this by offering additional Free Zone incentives.

Land is available at the lowest rates in the region, with 0% corporate tax for the first 30 years, and 100% foreign ownership possibilities that don’t exist outside of the Zone. This Free Zone has already experienced industrial investments of over US$3.5 billion, with the aim that this figure will reach US$15 billion by 2028.

We asked Mohammed to share where these projected investments would occur: “The Free Zone is focusing on the key areas of Chemicals and Materials Processing, Manufacturing and Assembly, and Logistics and Distribution, and it is poised for further growth with several new ventures. These ventures include a major caustic soda project and an LPG plant, which will inevitably give rise to opportunities in upstream and downstream units, promising further volumes growth.”

“In addition, the Salalah Free Zone has been successful in signing up a major cocoa bean importer and chocolate processor. Such investments, including a proposed grain storage terminal at the port, hold out the promise of an agro-foods industry taking root at the free zone. Studies also point to the potential for investment in cold-chain logistics catering to flowers and agro-products being exported out of Africa.” With hydro-farming revolutionizing both flower and crop farming in African, it is no surprise that these markets are looking to push their export potential.

However, for all this growth and excitement, there have, of course, been recent bumps in the road. For anyone, but for trade hubs in particular, the past 18 months of so have been complicated, and called for swift decision making – especially in an industry that could not afford to halt, and also had such potential for spreading the Covid virus if operations were not handled carefully.

18 | Endeavour Magazine

Mohammed explained to us that it was essential for Port Salalah to keep cargo moving, not only for their own viability, but that of everyone sending and relying on receiving these goods.

However, the port was therefore fast to establish a crisis management committee, whose responsibility it would be to keep the port safe and its personnel protected. One solution was to divide its workforce in half, having employees working in two shifts – on one week, off the next.

Where possible, such as in the case of admin staff, they kept working at home for these ‘off’ weeks. This response was taken by several quick-thinking countries, and was a highly effective response to the crisis: given the virus’ seven-day incubation period, this allowed staff, in the time before tests were readily available, to be regularly isolated for the required seven days for symptoms to show, without the rhythm of the port being affected at all.

STAYING SHIPSHAPE

As it continues to respond to the pandemic, as of 1st September 2021, Salaah Port has announced that it is mandatory to show evidence of being vaccinated before entering the premises. This sort of measure is the subject of discussion and controversy in many places, with debates going back and forth over safety vs people’s medical rights and rights of movement. However, when it comes to a location like a port terminal, with ships entering and leaving from all over the global, stringent levels of caution and safety are extremely important. As a global crossroads, a pandemic puts a pressure on ports, airports and other hubs of trade and travel that is even greater than that put on other locations.

Hand in hand with this, the port also introduced another new measure in 2021, this one geared towards user experience. With heightened measures, processes and concerns during this strange period of time, the port saw fit to create a more direct and dedicated way

for customers’ concerns and questions to be answered and responded to. The port created a case management system with a dedicated team geared solely towards answering these concerns, operating on a ‘single point of contact’ basis, to make a smoother experience for customers and to avoid confusion and frustration for everyone. This is a commendable touch: not only should it greatly improve customer experience of the port and bring far swifter resolutions to questions and concerns, but it also frees up the time of its wider staff, allowing them to focus on the rest of their jobs and thus, by extension, again improving the effectiveness of the port.

All of this should, really, be no surprise, as another stand-out factor about Salalah Port has long been its high standard of security measures. Existing in politically peaceful waters, the port uses this advantage to serve as a hub for an anti-piracy task force. “We also steadfastly adhere to international maritime

Endeavour Magazine | 19

PORT OF SALALAH

safety and cargo security charters, notably the CSI and ISPC codes. Salalah Port has been rated a US government’s Secure Freight Initiative Charter port and Pilot site.”

Even though its assets are mostly angled towards cargo (including eleven speed loaders, nine forklifts, 25 super post panamax cranes, four tugs, almost 200 each of tractors and trailers – you get the idea), the port does also play a role in tourism. It often serves as a stopover for cruise liners as they make their way through the Indian Ocean, and as such, the port has plans to develop its own dedicated cruise terminal – a development that would also open up yet further investment opportunities, this time from small to medium businesses who wanted to open facilities or shops in this vacation hub.

Already, the port offers some small luxuries for those passing through, including a tennis court and swimming club in its hilltop social venue, a bowling alley and a tasty lunch and dinner menu from the Port’s Oasis Club.

Of course, tourism slowed to a halt lately, but it is gradually getting back on its feet, and will undoubtedly soon be back to usual levels, if not an even greater surge as people make up for lost time. In the meantime, despite challenges, the Port of Salalah saw some fantastic positives over the past year. For example, due to the fact that it remained open uninterrupted, the port experienced an increase of 4.3 million in container handling, which was the highest ever in the port’s history. It has even taken this positivity and paid it forwards, continuing its CSR opportunities even in this period of time, including its support of future national talent through its internships program, which did not falter, much like the port itself.

Khimji Ramdas Shipping – Keeping Oman on the Move!

Khimji Ramdas Shipping (KRS) is the shipping arm of the Projects & Logistics Cluster of the Khimji Ramdas group in Oman. KRS offers one-stop services for clients seeking integrated marine and logistics solutions.

With in-depth experience in cargo logistics and maritime services, KRS has developed a vast network of associates across the globe to handle clients from all over the world.

An experienced operations team, well versed with local regulations, ensures smooth and timely handling of client cargo.

A key player in regional logistics since 1985, KRS set up its Salalah operations in 1990 to service the marine and logistics requirements of Salalah Port. The assistance and support provided by Port of Salalah to KRS turned out to be an invaluable learning experience in the later years.

Today with eight offices across all Omani Ports, KRS has always worked towards enhancing business processes to provide continual value to its clientele Trust & Reliability have been the cornerstone of our legacy. This is why some of the world’s leading brands choose to work with Khimji Ramdas Shipping in Oman.

20 | Endeavour Magazine

FROM OMAN TO THE WORLD

22 | Endeavour Magazine

SUPERCHARGING CHANGE Adria Power Systems chevron-square-right https://adria-mfg.ca/EN phone-square 1-819-797-5881

The mining industry has long held a controversial reputation; on the one hand, we reply upon the minerals and resources it provides for us, but on the other hand, it has become synonymous with ideas of pollution and destruction.

We can’t get rid of mining, but we also can’t continue as we are, so what’s to be done? Thankfully, companies such as Adria Power Systems are offering an alternative that allows mining to be cleaner, greener and even safer for the miners themselves. We spoke with Jean-Francois Couillard, Adria’s President and CEO, to find out how.

Written by Alice Instone-Brewer

T

raditionally, the mining industry relies on fossil fuels, consuming diesel, crude oil and coal. It’s no surprise that this heavy reliance on such fuels has led to the mining industry holding a reputation as a ‘dirty’ industry. Whilst progress happens at different stages in different countries and under different companies, as a whole, the industry has been making a visible push to improve in other areas: more emphasis on CSR initiatives to support their local areas, for example, with a more conscientious awareness of mitigating any negative long-term effects of a mine’s existence in an area, for people and the environment.

Some mines still have a way to go, but here at Endeavour, we’ve been amazed at some of the life-changing programs that have been set up by mines for the communities around them.

And yet, for as long as the fuel issue doesn’t change, that reputation remains, as does public concern. Thankfully, there is a way forwards: battery-powered, electrical mining operations.

If mines can ditch the dirty fuels and, alongside this, we can move ever-more firmly towards renewable electricity sources, then we could see a time when mining is a clean industry. This isn’t just a pipe dream: it’s possible now, and Endeavour Magazine | 23

ADRIA POWER SYSTEMS

companies such as Adria Power Systems are making it so.

Adria is based in Rouyn-Noranda in northern Québec, a mining hub area in its own right. The company produces electrical equipment for the mining industry, and in particular, it focuses on power equipment such as portable substations, distribution centers and switchgears. In recent history, companies have viewed a transition onto electric motors and operations with reluctance, due largely to inferior battery technology and high upfront investments with a long road before payback would be seen. Technology improves every year, and now, much as in the automotive industry superior lithium batteries and other technological improvements across the board have made the change changing to electrically powered mining equipment not only viable, but highly advantageous. Jean-Francois explained the benefits to us: “Firstly, there’s a good payback on it , especially for underground mining operations.

It’s efficient; you can have a gain in productivity, because these machines can drive faster and they’re stronger. A mining company will save a lot of money on the cost of ventilation, which is a really high cost of the operation. Technically, the machines cost more, so the initial cost – the CAPEX – is higher, but in the long run, the OPEX is lower. Then, there’s the social side as well: it helps us in the mining industry to have a better image, and it’s a really good thing to be able to do, to do one’s part if you can.”

This moral side addresses more than environmental concerns, which are in and of themselves extremely important – especially as, at the time of writing this, COP26 prepares to meet. However, this benefit is also more direct and much closer to home for mining companies, as electrical power also benefits the safety and health of their miners. “Combustion engines generate toxic emissions,” JeanFrancois explains for us, “So when using them underground, these emissions needs to be extracted. This is the cause of high ventilation costs, which you save on with electric power.

Yet even when you do you extract these 24 | Endeavour Magazine

contaminants with an expensive ventilation system, the workers that are present still breathe in some of this gas and pollutant, and it has been proven recently that these emissions are a known source of cancer.”

That, if anything is a direct motive to move over to a cleaner, safer alternative. Yet, it still seems to be early days in terms of mines adopting this technology. We asked JeanFrancois about current response and uptake for the technology: “Nowadays, I think everyone sees the appeal, but five or six years ago, it was different.

Some people needed to be convinced. It’s like the automotive industry – it started slowly, and now it’s ramping up. You need time for people to adapt and trust the technology. Today, I don’t encounter anyone with no interest.” Whilst interest seems to be universal, this doesn’t mean that all mines are converting: there are numerous factors, from the cost and time to how established the mine already is, and how much its infrastructure would require adaption.

There is also, Jean-Francois explained to us, the fact that for many mining companies, operations themselves are still a fact of the future: “The mining companies and projects themselves are at a lot of different levels; some are still studying and exploring, some are planning, some have implemented their plans – it’s really varied.”

For the most part, companies making this move over to cleaner energy are doing so in new mines, as it is easier to design a mine and its infrastructure around the need from scratch, rather than adapting one system into another.

That said, some existing mines are doing just this, and whilst Jean-Francois cautioned that such conversations need to be approached on a case-base-case basis, in order to assess their viability and cost, he predicts that such transitions will only increase as governments continue to incentivize companies to make these moves. In time, he anticipates that legislation may even insist upon a ditching of fossil fuels.

“In another five-six years, I would say that you will see a lot more mining projects using

SUPERCHARGING CHANGE

Adria offers several types of load connections and communications protocols

ADRIA POWER SYSTEMS

these machines – it will be closer to the norm.

In 15 years or so, there will be no more diesel machines that will be used, except maybe in some very specific cases.”

On Adria’s side, the challenges of these installations or conversions come from the varied conditions of the mines they service – dust levels, temperature, humidity, etc. This all calls for differences in the technology to make sure that it runs optimally. For the companies, however, whilst time and cost are a factor, JeanFrancois tells us that the largest concern is a retraining of staff, and even here, Jean-Francois was able to share some of the advantages of an electrical system over traditional methods: “Operators really like to work with battery operated machine, because they can have 100% of the torque at zero speed - it offers a very high performance. They also don’t typically require the same amount of maintenance as a diesel-powered machine. It’s a win on almost every side.”

Several studies show that certain charging systems can generate harmonic rates exceeding 50% 26 | Endeavour Magazine

Adria Power Systems has been creating electrical equipment for more than 25 years, and its involvement with electric mining began in 2012 when it built the world’s first mining duty charger. It created this charger for Kirkland Lake Gold, which was the first mine to transition some of its operations over to electrical power. The mine initially made this move out of necessity, due to a set of specific circumstances that meant it could not have one of its machines run from diesel. This initial collaboration led to an entire set of operations for Adria, and now, the company is involved in a new collaboration: the Innovative Vehicle Institute, Propulsion Québec and the National Research Council of Canada, just to name a few, are collaborating with Adria Power Systems and others to develop the technology surrounding electric heavy vehicles used in open-pit mining, and Adria was tasked with providing the charging system. The system deployed is a 1MW unit specifically designed and built for

SUPERCHARGING CHANGE

the mining industry. Making it another world’s first. This is an exciting project that has allowed Adria to take its current abilities further, with what should be a massive impact on the mining industry’s electric potential, and Jean-Francois feels that it is securely within Adria’s skills: “We have been supplying electrical equipment for more than 25 years already, so this knowledge is already there. I would say it’s still within in our comfort zone, even if it’s a new technology, because the environments and challenges are the same, and we’ve mastered our environment very well.”

A major goal of this work is the provision of a charging station for electric mining vehicles and machines that serves with universal compatibility; at present, there is no set standard between the companies that produce these vehicles and machines, so almost every company’s products come with their own charger. If this is vexing enough when it comes to your phone or laptop, imagine it for a fleet

of heavy machining, with a truck sometimes costing around $2million. “For a mine, that means you have to attach to this one OEM for the entire mine life. That’s a challenging thing in the mining industry, having to commit for a lifetime with one company. So, what we offer is a charger that has a high performance and efficiency, and is also able to be compatible with any kind of OEM, any kind of communication protocol or charging protocol.” Jean-Francois told us that sometimes, a mine must double up their charging infrastructure just to allow them to own and operate machines from two different companies. This is a huge and unnecessary cost. “With our charging stations, they are not in a dependent position – they are in control of their own infrastructure.”

Providing this charging station, which Adria created at one megawatt, allowed the company to do further testing and development on its charging technology in general, which has allowed it to further tackle what it identifies

Typical portable substation produced by Adria Endeavour Magazine | 27

ADRIA POWER SYSTEMS as an important issue within the industry: the quality of charging signal. Many of the chargers currently on the market produce harmonics and distortion – an issue that hardly shows up if you test one or two chargers, but can become a huge disruption to efficiency and network reliability once you have a full-scale operation of 50-100 units. In tightening up on this issue, Adria provides chargers that won’t lose companies money through the cracks of this overlooked problem.

Jean-Francois is currently Adria’s President and CEO, and he has been with the company a long time. “My journey started in 1999.

Personally, I have always been #attracted to electricity systems, and also to adapting solutions to the needs of customers rather than offering something that doesn’t necessarily answer all of their needs. Both as a person and a company, you get more value if you are able to challenge yourself, find solutions to problems and improve people’s working conditions.”

1 MW Charging System GUI Overview 28 | Endeavour Magazine

Having grown up in Canada, mining was a natural industry to end up working in, and as a way of life that is close to his heart, JeanFrancois did not simply want to be a part of this industry, but a part of helping it to improve, thus safeguarding it and those within it as we work towards a greener future. “Canada is a resource country: mining industry in Canada is an important chunk of the economy, and it’s also an important part of our culture. Where we’re located, in Rouyn-Noranda, I would challenge you to find one person who does not know at least five people who work in a mine. It really is a part of our culture, so for us, it’s natural to work with these industries and to try to develop them.”

Naturally, we asked Jean-Francois about the past 18 months, and amazingly, it sounds as though the recent pandemic period has had a golden lining, at least for the mining industry and those involved. “The mining industry is booming. We saw that at the beginning – I

SUPERCHARGING CHANGE

1MW charging system for surface and underground mining use, including configuration allowing it to be powered directly from the mine’s medium voltage power grid

was following the price of gold. It has the ‘safe haven’ value, you know? If there’s insecurity, globally, then usually, the gold price is going up. In this case, over the last five years, the trend was already headed that way, which means the upward boom is every greater. This demand is coming for other materials, as well: the demand for copper is rising, and you have a lot of demand for rare earth minerals, so I think the forecast for mining for the next ten years is going to be very good. Even just around us, in a 100km radius, there are a lot of big projects coming in - we’re talking projects with over $1billion budget. It’s very interesting.”

The pandemic period wasn’t without its cost, of course, and for Jean-Francois, it was the human impact that mattered most.

“The human factor is the most important of everything. We can talk about the industry, technology, but at the end of it, everything is driven by humans, and humans – we’re driven by flesh, bones and emotions. When you have a period of instability like that, you need to take care of your people, you need to be close to them, and that’s what we did.” As well as regular calls to check in on employees whilst they were stuck at home during the first month of the

pandemic, the company invested in creating a daycare centre for staff with a capacity for 44 children to allow their staff to return to work – a response to the number of daycare centres that went out of business during the lockdown period.

So, after exciting ventures and within a profitable market, what does the future hold for Adria Power systems? The company is looking to continue down these avenues it has developed, passionate about seeing the mining industry grow cleaner and safer, and it is also looking at spreading this benefit further: “We’re soon bringing another product line to the market – distribution of energy products that are still applicable to the mining industry, but are more focused on commercial and industrial application. These will come to the market in the new couple of months; the mining industry is looking positive and will continue to be so, but entering other markets would be good diversification.”

“Clean electric energy is a game changer that can bring improvements on every side of the business. It protects everyone – the environment, the worker, the company, and the future of the mining industry.”

Endeavour Magazine | 29

FROM THE HORSE’S MOUTH

THE EVOLUTION OF DRESSAGE

Fighting on Horseback In its early day in England, haute ecole, or High School, was the preserve of the aristocracy.

It formed the basis of hand to hand fighting in war. Expensive hot-blood horses were imported from Italy, Spain and Portugal since they were faster, lighter and more trainable than the heavier cold-blood horses of Britain, France and Germany, and only the rich could afford them.

How things have changed!

The Thoroughbred was derived from Arabian blood and first introduced by Oliver Cromwell.

As hunting gave way to racing and jumping, times have evolved and so, once again, have the horses. No longer required in battle, today’s German Warmblood is a mixture of hot blood and cold-blood and with the strengths of both types of horse - it has become a most versatile and talented mount.

As regards the riders of modern times, for those who wish to event, there are three different sections to master - dressage, crosscountry and show jumping. Others may specialise in showing, carriage driving, hunting 30 | Endeavour Magazine

by Sylvia Loch or polo as an alternative, all of which require months of practice or training to prepare a horse for the big day. From small county shows to the great names of Badminton, Windsor or Cowdray Park, equestrianism has evolved in every corner of the country and overseas – often becoming a discipline for life.

In its finest form and over the last sixty years, when competition took off, the dressage of yester-year has become more and more popular. Riding a test, even at its lowest level, requires real discipline and practice. There is Low School and there is High School, and the cradle of the latter is still practised at The Spanish Riding School of Vienna and in Portugal and Spain. It can take many years for a rider to train a horse to advanced levels and even more to exhibit.

Dressage Competition There was a time when the average dressage competitor practised all their work at home alone. Nowadays, trainers are brought into a private yard to advise and monitor even a basic-level test. A large number of competitors

will spend several weeks training for just one competition or one test.

Tests are pre-set by the governing bodies – British Dressage, the Pony Club, and Riding Club Association. The rules are set up under the jurisdiction of the Federation Equestre Internationale, known in each country as the FEI. In the UK, this comes under the discipline of British Dressage, and for any rider to compete under laid-down rules, they must of course register themselves and their horse with the national body.

There are also unaffiliated competitions for riders who are not necessarily concerned about their status or the gaining of points. These are generally run by local riding clubs under the same rules as the national body, but with more lee-way as regards how one should present one’s horse.

Dress is important and a horse which has been incorrectly bridled up – certain bits and nosebands are prohibited – will be eliminated from the class.

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The Point System The level of each class depends upon the experience of each horse and rider. There is a point system and, as in the discipline of music, for example, Prelim is at the bottom. The next level is Novice, then Elementary and so on.

Grand Prix – as ridden in the Olympics – is at the top. If a rider has a young horse, they will generally work themselves up the levels throughout the horse’s career. Many will be very happy to reach Medium or even Advanced level – quite a feat for an ‘ordinary’ horse – but for most, Grand Prix would be very much a step too far.

If a rider has very high hopes and is aiming for international competition, they will normally buy a horse that has been specially bred for this. Your average hack, pony or cob is less likely to compete at top level, although there have been a few exceptions. It is certainly refreshing when we see a ‘quite ordinary’ horse reaching Advanced or even Prix St Georges level, although this is rare. At Grand Prix, the animals involved are generally larger than

average and will be highly athletic, with real flare and presence about them.

As for those horses we see on television competing at the Olympics, many are purposebred, having descended from a long line of excellent winning animals, produced over several generations for the sole purpose of competing at the highest levels.

Big Movers The Warmblood was originally derived from large, mainly German artillery horses such as the Holstein and Oldenburg. Their pulling power was immense, but after the war, it became clear that although athletic, they were not altogether ideal for pleasure riding. As these horses spread into Western Europe, breeders began to introduce a modicum of English Thoroughbred or Arab blood to produce a lighter, more versatile mount. Denmark, Sweden and Holland took up the cause and today these Warmbloods have become so popular and numerous that Warmbloods have given way to more Warmbloods and, with good selection procedures, are bred all over the world. The best wherever they may be bred have turned into excellent competition performers.

Top Riders But no matter how good the horse, being placed in competition must ultimately be about its rider and their trainer. Our own bronze medallist in this year’s Tokyo Olympics is Charlotte Dujardin. With her beautiful horse Gio – known at home as Pumpkin – the pair have been trained over many years by top British trainer Carl Hester. As a highly successful Olympic rider and medallist himself, Carl understands the pressures. He is recognised as one of the most talented dressage trainers in the world today, and his love of horses and of correct riding procedures is plain to see. Not all trainers have his sympathy and patience, and his work is a refreshing change from some of the sights that still jar the knowledgeable spectator.

If I had my way, Carl Hester should end up with a Knighthood for all he has done; not only

32 | Endeavour Magazine

to establish the medal-winning Charlotte but as an exemplary rider and trainer himself. Having had the pleasure to know and observe him over many years, I can honestly say how much we admire his kindness and understanding of that wonderful animal – the horse.

Sylvia’s Tip of the Month To ensure depth of seat and stability, first pause a moment when you get on your horse. Now think about a deep, close, allembracing seat, with your thighs almost cladding the horse. Then allow your lower legs to fall away from you before taking up the stirrups. With relaxed thighs and your knees pointing forward, sit up proud and straight. You should now feel you are sitting on three points - the two seat-bones and the crotch. However obvious, remind yourself that you are not sitting on a chair – rather, in the words of Xenophon in 400 BC, ‘as though you are standing with both feet on the ground’.

Endeavour Magazine | 33

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DIGGING FOR THE FUTURE Appia Rare Earths and Uranium chevron-square-right www.appiaenergy.ca phone-square (416) 546-2707

‘Technology metals’ are needed now more than ever.

Moving from an industrial mode of living to an electronic one may reduce our use of fossil fuels, but there are other demands that our computers and even our green energy technology make, and these essential metals are what Appia Rare Earths & Uranium Corp. seeks out. We spoke with Frederick Kozak, the company’s new President, to learn more about this industry and how Appia is striving to set itself apart as it answers this need.

Written by Alice Instone-Brewer

“T

he global drive to convert an internal combustion engine world to an electric-powered world (to mitigate or reduce climate change) has resulted in a forecast for massive growth in electric motors,” Frederick tells us. These motors are for much more than just cars: “Uses include windmills and transportation, but there is no visible way to meet the demand growth that has been forecast. Clean renewable energy and electric vehicles will possibly be the biggest disruption of this decade.”

This is exciting news for the green movement, but what does it mean for mining exploration companies such as Appia?

“There are a number of companies exploring for rare earths; the world needs every single rare earth deposit that can be economically developed. Rare earths are not actually all that rare – but economically recoverable rare earths deposits are the issue. There are a number of producing rare earths deposits around the world, but these only satisfy current demand and cannot even come close to meeting estimated future demand.”

We’re so used to horror headlines these days that at a glance, it seems like Frederick is describing another crisis for us all to Endeavour Magazine | 35

APPIA RARE EARTHS AND URANIUM

worry about, but that isn’t the case. These ‘technology metals’ are out there, but like all mined materials, they need to be found, and this creates an exciting and lucrative need for mining exploration companies who are willing to turn their hands to the task.

One of the reasons that companies such as Appia are feeling a fire under their feet from the technology industry is that currently, the rare earths industry is heavily dominated by China, almost to the point of monopoly. “China has dominated the rare earths industry for more than a decade and controls 90+% of the product supply,” Frederick tells us. “This is particularly unpalatable, as it means that rare earths/critical materials that are used in everyday life, including key military applications, are controlled by one country that is not necessarily ‘friendly’ to Western interests.” Currently, we pretty much rely on China not only for the materials needed to make our computers and smartphones, but our green energy systems and, worryingly,

36 | Endeavour Magazine

much of our military equipment. As we’ve all unfortunately lived through far too recently, tensions over resources can lead to military action from our governments, but thankfully, it doesn’t look like the West is planning to repeat its history. Instead, companies are simply searching to find supply of its own and to open up the rare earths market, to global benefit.

“Simply put,” Frederick explains, “Forecasted demand does not currently have sufficient supply to satisfy it.” However, that’s where exploration companies like Appia come in. “It is Appia’s goal to become a major producer of critical rare earths in North America and to become part of the supply chain being developed by Western nations to minimize the reliance on China for these materials.“ Focusing both on rare earths and uranium, the Canadian mineral exploration company is exploring in the Athabasca Basin area of northern Saskatchewan, one of the best mining jurisdictions in the world, and it owns a 100% interest in the historic uranium mining camp at Elliot Lake, Ontario. More than 300 million pounds of U3O8 have been produced and it is the only area in Canada with historic rare earths production (yttrium). These Canadian-only sites look to make the most of Canada’s ongoing rich mining potential, and to ensure that the potential it discovers remains in Canadian hands. “That said,” Frederick adds, “While resource extraction is in Canada, potential buyers could be domestic or international.”

Appia’s flagship exploration venture is a rare earths property at Alces Lake, northern Saskatchewan. It first began exploring this site in 2017, and after the results revealed by the company’s drilling, has been described as one of the world’s best rare earths prospects . That’s not a bad property to have in your pipeline!

This particular deposit is entirely made up of monazite, a rare phosphate mineral that is an important source of thorium, cerium, and other critical rare earth elements.

Unusual for a monazite deposit, exploration identified high grade Total Rare Earth Oxide with up to 49 wt% TREO (average grades of 16.65 wt% TREO and 3.85 wt% CREO) on or

DIGGING FOR THE FUTURE

Frederick Kozak

Endeavour Magazine | 37

APPIA RARE EARTHS AND URANIUM

near the surface of the future mine site. This vast concentration of the material being found at the surface is as uncommon as it is fortuitous for Appia. On top of this good fortune, gallium has also been identified within the monazite, which is a second valuable critical metal itself.

This site’s fortune seems to just keep on growing: “The Alces Lake project is located in Saskatchewan, where the only rare earths processing facility in Canada is currently under construction by the Saskatchewan Research Council,” Frederick told us regarding the flagship. “The first phase of the SRC facility is scheduled for start-up in early 2023. Given the proximity to Appia’s property, this is a distinct economic and competitive advantage.”

All in all, this is a property that a company would want in their portfolio, and it isn’t the only one Appia is exploring. The company is also carrying out a uranium search in the eastern Athabasca Basin area, where it has identified potential for targeting at or near-surface, high

Sweet Chili Heat drilling

38 | Endeavour Magazine

grade uranium and its associated mineral system. Again, these sites seem to be extremely well placed, all of them on properties that are near existing infrastructure. This result is partly good luck, and partly intelligent planning and investment from Appia.

Frederick Kozak only joined Appia Rare Earths & Uranium Corp. as its President recently, in March this year. Mid-pandemic, or at the very least, in the early months of emerging from such, he chose an interesting time to join the team! “I joined Appia from outside the company. I come from a 40-year career in the resources extraction industry as well as the capital markets, where I was a globally-recognized equities analyst as well as an industry senior executive.” As such, he had an excellent insight into which companies were the most promising and viable within the resource sectors, and Appia stood out to him. “I was attracted to Appia after being involved in the rare earths sector for a period

DIGGING FOR THE FUTURE

of time. I was doing extensive research analysis and commentary on the best rare earths companies in the world and was fortunate to have the opportunity to join Appia, which I had previously identified in the top ten exploration companies globally.”

Appia is a small company, in terms of its personnel, as is always the case with exploration companies. However, the potential of its properties is huge, and yet it is this small and dedicated body of people that Frederick sees as the company’s greatest resource. ““I am a student of best practises in leadership having worked in both effective and ineffective organizations as my career advanced. Simply put, I value people, every day. In decisionmaking or problem-solving meetings, I listen to everyone first.”

Although Frederick came in from the outside, Appia favours internal promotion where possible, and recently saw its Alces Lake

Project Manager, Nicolas Guest, be promoted up to Vice President of Exploration.

“Our people are our best asset. Great people with good leadership will be the most successful teams. Combine this with world-class assets and you have a company that should be one of the best in the world. That is my vision for Appia Rare Earths & Uranium Corp.”

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MAINTAINING QUALITY SGS Ghana chevron-square-right www.sgs-ghana.com phone-square +233 302 77 39 94 / 95

In industry, you can never be too careful. Employee and customer safety, environmental fallout, heavy machinery and volatile materials, partner investment and profit margins: because of the inherent risks and variables, companies do all they can from the planning stages onwards to ensure efficiency, integrity and safety at every step of their operations. Fortunately, SGS is here to help.

Whatever the industry, wherever in the world, this company can verify and protect your operations.

Written by Alice Instone-Brewer

F

ormerly known as the Société Générale de Surveillance, SGS is a global company headquartered in Switzerland, offering inspection, verification, testing and certification services across industries and around the world. With almost 100,000 employees, SGS’s reach is vast, and with a history almost a century and a half old, this company has a depth of experience behind it. Founded in 1878, SGS has seen innumerable changes in precautionary measures, standard industry practices, and even our understanding of science and safety. SGS has truly stood the test of time: to maintain its status and success through so many changes, the company needed a secure foundation, to keep an eye on the tide of the times, and to adapt to these changes whilst always maintaining its reputation for reliability – a reputation that lasts to this day.

SGS’s key services offered include the inspection and verification of product quantities, weight and quality, as well as testing not only products, but services and operational practices, against various health and safety measures and government requirements. These tests and checks are essential, and we can all Endeavour Magazine | 41

SGS GHANA

rest easy knowing that they are meticulously carried out.

SGS is a vast enterprise, so in order to deep dive into what the company offers, we focused in on one of its entities: SGS Mineral Services Ghana. Founded in 1963, SGS Ghana Limited has since been added to by several other SGS companies within the country: Laboratory Services Ghana Limited, SGS Inspection and Testing Services Limited, and TMP Ghana Limited. Like its global operations, SGS’s presence in Ghana is equipped to tackle a wide range of industries, offering expert-level testing and inspections in minerals; environmental health and safety; agriculture; food and life sciences; industrial services; transport services; government and institution services; oil, gas and chemicals; certification and business enhancement, and electronic cargo tracking.

Every one of these operations has its own dedicated body; for example, SGS Mineral Services Ghana. This company delivers quality analytical services as a technical advisor

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and strategic partner to its clients. It works alongside entities such as mines, opening on-site labs to monitor samples as and when they’re taken. Some of these mine laboratories include one for Newmont at Ahafo, one for Newmont at Akyem and one for Goldfields at Damang. As well as this, it has a commercial facility in Tarkwa, where it offers the following tests: determination of gold by fire assay, screen fire assay, aqua-regia and various bottle roll techniques; of total Sulphur and carbon by LECO; of gold in solution and in carbon; of base metals by aqua-regia digest; of specific gravity and bulk density; of the percentage of gold in bullion; of carbon activity; of moisture content, and other special test work as requested by clients.

That’s a long list to take in! This shows the range of tests possible for SGS Minerals Services Ghana to carry out, with its mine facilities offering similar but further specialised tests for the operation in question. Overall, SGS Minerals Services Ghana serves clients with a need for exploration grade analyses (a largescale exploration program, generating rock or soil samples with low metal contents), ore grade analyses (producing rock or core samples with which to analyse medium to high grade minerals) or control grade analyses (a largescale exploration program, generating rock or soil samples with low metal contents).

It not only delivers analytical services to local clients, but also to clients from the West Africa region (Nigeria, Liberia, Sierra Leone, Côte

AMIS is a leading international manufacturer and supplier of a wide range of Matrix Certified Reference Materials (CRMs).

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AMIS’S SERVICE OFFERINGS INCLUDE: • A free independent and confidential interlaboratory Proficiency Testing Scheme • Wide range of mineral CRMs of various commodities, matrices, groups and grades • High quality multi element CRMs • Strong technical support • Dedicated customer service • Minimal turnaround times on all requests and queries • Custom made products • Varied packaging sizes • Comprehensive certificates and reports Visit our website at www.amis.co.za for more details and information, or contact Jumien Peceur at jumien@amis.co.za to further assist you.

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EXPLORING SOLUTIONS, TOGETHER.

SGS GHANA

d’Ivoire, Mali, Burkina Faso and Cameroon).

Just as the company’s Ghana-based branch is able to offer services to wider Africa, it is also able to call on a global network of experts as needed. These experts are the wider SGS team: overall, SGS operates a global network of over 1,650 offices and laboratories in more than 300 countries. The company’s presence in Ghana is also heavy on the ground, allowing detailed operations and support on a local level: they have offices and laboratories throughout the country, including Accra, Tema, Takoradi, Tarkwa, Damang, Ahafo, Akyem and Obuasi, making it easy for clients to reach them and vice versa.

The SGS business is growing in Ghana and worldwide, despite the presence of strong competition in the market. It also faces challenges that are inherent to maintaining its reputation – after all, to reliably test the operations of others, it must hold itself flawlessly to the same standards.

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SGS Minerals Ghana’s current short-term objective is to continue to grow the business and maintain its improvement strategies with passion and integrity. Last year, it won a new on-site contract with Newmont Ahafo, and its Tarkwa facility has secured an analytical services contract from Nzema Mine. Work continues to expand the services available at this facility, as did the delivery of an MP-AES (Microwave Plasma Atomic Emission Spectroscopy), which was a first in West Africa.

From every minor department to the wide-reaching whole, SGS keeps the safety and standards of industry in check. Whilst government bodies have the final word in such checks, SGS is here to assist any company that wants to make sure, carefully and precisely, that it is up to snuff, with just about every test and measure you could possibly want available somewhere within the Group’s vast armoury.

CAPACITY SGL has experienced Well Engineers that provides Drilling & Production services and Technical Consultancy SGL provides Custody Transfer Inspection in respect of crude oil cargo handling as well as QA/QC Surveillance and downhole tool Inspection Services to the upstream sector SGL ensures that customer and applicable statutory/ regulatory requirements are consistently met.

SGL is in a Joint Venture Partnership with SGS Ghana Ltd (SGS SOLUSERV LTD) to provide Laboratory support services to the Mining sector

CONTACT US +233 30 222 83 85 | info@soluservgh.com No. 6 Agbon Boi Road, Bubiashie, Accra, GA-311-9991 | www.soluservgh.com

PROFILE

SGL is 100% locally owned Ghanaian independent upstream oil and gas service company registered with Petroleum Commission in Ghana

ISO INTEGRATED MANAGEMENT SYSTEMS

CERTIFIED ISO 9001:2015, ISO 14001:2018 & ISO 45001:2015 (MANAGEMENT SYSTEMS).

AMAZING WORLD

A LIEF OUT OF YOUR BOOK

On 11th October 2021, the United States of America celebrated the first Indigenous Peoples’ Day formally recognized by the state.

On the same day, President Joe Biden signed a presidential proclamation that finally confirmed that this national holiday, formally known as Columbus Day in the USA, now celebrates and recognizes the accomplishments of the Indigenous groups who inhabited North America thousands of years before Christopher Columbus set sail.

The celebration of Columbus Day by US citizens, however, has always been a fallacy.

When Columbus set sail from Europe in 1492, he never stepped foot anywhere near his namesake in the District of Columbus (Washington DC), let alone on the North American continent.

Instead, he and his crew are credited with the ‘discovery’ of the Bahamas, Cuba, and the island of Hispaniola, which houses the countries of Haiti and the Dominican Republic. So, who was the first person from Europe to ‘discover’ North America? An Italian named Giovanni Caboto (anglicized by the English as John Cabot), has long been recognized as the first European to encounter the North American continent. It is believed that he landed near the Canadian 46 | Endeavour Magazine

island of Newfoundland in 1497, but it has now been officially confirmed that he was beaten to it by almost 500 years! Sorry, John.

Recent innovations in scientific dating techniques have confirmed that it was in fact Vikings who tamed the Atlantic Ocean and made the first successful voyages to North America. Prior to the recent confirmation, this hypothesis has been lingering about for half a century. In 1960, a significant archeological discovery was made at L’Anse aux Meadows in Newfoundland.

Norse buildings made from timber were discovered in the region. These were discovered because written Viking histories, known as the Icelandic Sagas, tell a story that alludes to Leif Erikson leading a voyage to a far-off land in the west named ‘Vinland’. Though the region is not particularly famous for it, grapes can grow in the North-East regions of North America: this is what the Vikings named their settlement after, and according to the sagas, they were making (and consuming) copious amounts of wine!

Until now, the archeological site at L’Anse aux Meadows has been up for debate. Some dismissive critics initially believed the site was ‘just an old Native American camp’. However,

America were merely believed to be a thing of myth and legend.

It is thought that the initial voyages west by the Vikings were to find untapped sources of timber to construct buildings in the then newly founded Viking colony in Greenland. In the Icelandic Sagas it is suggested that another Viking, a merchant named Bjarni Herjólfsson, actually made the first sighting of North America when he was blown off course away from Greenland, and Erikson capitalized off his sighting and claimed the discovery for himself.

Unfortunately, the name Bjarni Herjólfsson doesn’t roll off the tongue as well as Leif Erikson, and just like his discovery, Bjarni’s thunder had been stolen.

In the year 2000, President Bill Clinton signed a presidential proclamation that stated that the 9th October 2000 would be Leif Erikson day. Though this reaffirmed that his legacy has been recognized, it hasn’t achieved the same emphasis as the holiday that falls two days later – the day that was, until recently, Columbus Day. the style of the buildings and the tools used to However, Leif or Columbus, these tales and make them are suggestive of Viking origin. The new realisations shouldn’t usurp the most way that the timber was cut provides evidence important aspect of USA history that should of metal tools being used, and it is well be remembered, memorialized, and taught established that Indigenous peoples weren’t in schools across the States. Erikson and using and manufacturing these metal tools in Columbus only discovered the Americas from the area at the time. a Eurocentric point of view: 40,000 years ago, The official confirmation of when these humans traversed the Beringia land bridge buildings were erected was finally established between eastern Siberia and western Alaska to by radiocarbon dating. A solar storm occurred settle on the American continent. Thousands in the year 993, and this storm emitted a huge of cultures thrived from the Northern-most tip amount of radiation that would have been of Canada down to the Southern-most tip of absorbed by the trees growing at the time. Argentina.

Growth rings in the timber found at L’Anse aux There were the Navajos, the Aztecs and the Meadows show evidence of the solar storm, Incas, to name but a few. Today in the United and counting the rings in the timber after this States, there are around 645 different tribes, radioactive anomaly therefore confirms that 574 which are federally recognized as of 2021. the logs were cut exactly in the year 1021. This These peoples have been there and remain date aligns perfectly with the stories of Vinland there to this day. There are rich histories to be and Leif Erikson chronicled in the Icelandic told, repatriations that need to be made, and Sagas. lands that need to be recognized as sovereign Leif Erikson and his voyages to Vinland have to the First Nations. Thanks to President Biden’s maintained notoriety ever since the Icelandic recent proclamation, hopefully these stories of Sagas were written down, and have been Indigeneity throughout history will become as passed on from generation to generation. famous and globally recognized as those of However, until the evidence of Vinland was the expeditions of Christopher Columbus and uncovered in 1960, the early Viking voyages to Leif Erikson.

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RISING HIGH Eris Property chevron-square-right www.eris.co.za

Seeing any project come to completion is a fantastic feeling, but there must be a special kind of pride that comes from looking at a finished building and knowing that you helped to make it happen. Whether you designed it, orchestrated the project or laid bricks within it, that building is a testament to your hard work, and when it’s a visually striking building like some of those in Eris Property’s portfolio, all the better.

Written by Alice Instone-Brewer

F

ounded in 2008 and elevated by a significant merger with Momentum Metropolitan Holdings in 2012, Eris Property Group is a property development company that project manages primarily commercial builds in the South African and sub-Saharan African markets. In fact, that’s only a fraction of what it does – in fact, Eric is a fully integrated property development and services group that can not only manage a build, but manage a building.

To start off by focusing on its property development side, the Group undertakes a mix of projects – those for itself and those for a third party. It focuses its expertise in on green and brown fields projects, including refurbishments and development consulting where needed.

In the words of the company, “Eris strives to be market leaders in our industry by applying our core values of professionalism, integrity, staff excellence, innovation and equity. We aim to add value to our clients as a multiple of our earnings.” This is all well and good to say, but the same is said by every company there is. However, the proof of quality is in the fruits of their labour. As they go on to say, “The Eris development team has proven itself to be amongst the best in the country with a Endeavour Magazine | 49

ERIS PROPERTY

track record to be proud of.” With a number of large-scale developments across Africa, and Southern Africa in particular, there is a range of properties to examine, but the one that caught our eye was one of the company’s most recent achievements: the MARC building.

The MARC, completed in February 2019 in was R2 Billion project that stands 75 476 m2 in size. Its full name is the Maude and Rivonia Corner, which is the corner it stands on in Sandton, Johannesburg. The exterior is described by some as having a “jewel” façade; interplaying brass-coloured triangles cover a curved exterior, giving it a rich and impossibleseeming appearance. It’s one of those buildings that ends up defining a view or skyline. Inside, the striking building is divided between office and retail space, and is an enviable place to have either. The main, curved central building serves as the hub for this retail space, whilst the two towers that rise on either side of it actually form the office spaces. Visually, all three have

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a metallic opulence without over-extending taste: attending a restaurant or holding an office here would be an experience to relish.

Within these towers, the first consists of 12 floors, providing a total of 35,000 sqm of floor space, and is owned by MMI Holdings, who also own 73.75% of the Eris Property Group (the other 26.25% being held by Employee Trust and Management.) The second, taller tower consists of 16 floors, providing a total of 27,000 sqm of floor space. The tower is multi-tenanted with ENS Africa, occupying 12 floors, 4 floors shared

by Mitsui, State and Elinjical. The MARC itself offers 6.5 basement parking floors offering a total of 3 462 parking bays.

As well as looking striking and proving Eric Property’s ability to coordinate a challenging build, MARC was designed and constructed to be environmentally sustainable. The development has a 5-star Green Rating, which is an independent standard awarded by the Green Building Council SA for the environmental

RISING HIGH

sustainability of the design, construction and management of the building.

This last element takes us on to the other side of Eris’ operations. As the Group says of its property management side: “Eris Property Management prides itself in service excellence.

Our team consists of highly trained, experienced and motivated property professionals capable of making strategic recommendations on the spot. Eris implements a hands-on approach, taking into account each property’s unique requirement. Unlocking the potential of a property requires a combination of experience, expertise and vision.”

Of its many projects and initiatives, one of Eris’ most challenging also has the potential to be one of its most impactful. This is its SA Student Accommodation Impact Investments.

The company identified what it described as a “significant gap” in the student accommodation market, but initially did not think that it would be able to bring together what it needed to

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ERIS PROPERTY

enter this space, but it refused to be deterred.

Instead, it rose to the challenge. As the company states; “We have realised that the development pipeline is substantial, and to serve it, we needed to raise more capital. South Africa Student Accommodation Impact Investments was created to add more beds to boost supply.”

The newly formed company set a target of R2 billion in raised equity capital, and incredibly, it has already achieved almost half of this target. As of October 2021, it has managed to raise R865 million in capital, the funds coming from both domestic and foreign investors, including Momentum Metropolitan Life, the Eskom Pension and Provident Fund, the International Finance Corporation and the Danish Sustainable Development Goals Investment Fund, managed by IFU. Using these funds, Eric Property Group has been able to construct and invest in a number of student accommodation properties. The first of these recently saw completion and even its

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first intake: Units on Park, Hatfield, a 988-bed student accommodation property. With this and all such properties, Eris aims to offer at least 70% of the beds at NSFAS (National Student Financial Aid Scheme) rates or below, whilst making sure that the rooms hit the correct standard for comfortable, amenity-accessing living. As the company says of the project; “The South Africa Student Accommodation Impact Investments is a way for investors to realise a financial return while contributing to social solutions that will benefit South Africa’s youth as they seek to attain an education. SASAII is targeting a 14% internal rate of return after tax (CPI plus 8%), so we believe our investment proposition is very attractive over the long term.”

RISING HIGH

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A PORT TO THE WORLD Kenya Port Authority chevron-square-right www.kpa.co.ke

The Port of Mombasa is more than just a port for Kenya: this essential port provides a gateway to East and Central Africa, and is one of the busiest ports along the East African coastline. If you want to reach Uganda, Rwanda, Burundi, Eastern Democratic Republic of Congo, Northern Tanzania, Southern Sudan, Somalia or Ethiopia, you will be docking at the Port of Mombasa. This is why Kenya’s main port connects to over 80 bustling ports worldwide.

Written by Alice Instone-Brewer

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he Kenyan Ports Authority (KPA), therefore, has a vast and greatly important task to carry out. However, whilst the the KPA was formed in 1978, the Port of Mombasa’s history actually goes all the way back to the 18th century, in the early days of the Old Port, when Portuguese and Arabic traders came to the East African shores to exploit the spice and slave trades. Look ahead to 1890, after the emancipation of slaves, and Mombasa had earned a name in its own right as ‘the city of merchants’. Located near Fort Jesus at Mombasa Old Town, this port was busy with dhows - traditional sailing boats common to the Red Sea and Indian Ocean region - carrying trade between the East Coast of Africa and the Far East, including India and the Arabian Gulf.

It was in 1890, under Imperial Britain, that the Old Port began its transformation into what Kenya knows as its New Port today. The transformation began not with the port itself, but with railways: between 1895 – 1902, the Kenya-Uganda Railway was constructed, and to create enough space for this work, 9n 1896, Kenya’s main port was moved from its current location to Kilindini Harbor, west of Mombasa Island. The first jetty built was used in aiding the railway construction work, and from there, Endeavour Magazine | 55

KENYA PORT AUTHORITY

the port grew and flourished into the trading hub it is today, boosted greatly by its strategic location between South Africa and the Gulf of Aden, and its use as an access point for many landlocked countries, thanks to this railway and road system that efficiently connects them.

Today, the Port of Mombasa is one of the largest and oldest surviving ports on the continent. Established in January 1978 under an Act of Parliament, the Kenya Ports Authority was created and tasked with managing and operating the Port of Mombasa and all inland waterways, inland container deports, and of course, the scheduled seaports along Kenya’s coastline, including Lamu, Malindi, Kilifi, Mtwapa, Kiunga, Shimoni, Funzi and Vanga.

As you might expect of a quasi-governmental body which has overseen the maintenance, operations, and continued improvement of one of the African continent’s most important ports, KPA has learned a thing or two about what it takes to operate at an elite level,

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keeping the port modernised and ready to respond to any and all day-to-day challenges.

As the company states; “The Port of Mombasa is the biggest asset in Mombasa County and is of great historical importance. It offers essential international maritime linkage for Kenya and the landlocked East and Central African countries, so it is important that we implement the right development programmes with the ultimate aim of making the Port of Mombasa among the best ports in the world.”

The past decade and a half saw the East African region boast its annual GDP growth rates until they surpassed even those of the roaring South-East Asian economies, and naturally, this led to a significant increase in traffic volumes. This is good for business, but equally, it placed an increasing strain on the facilities and infrastructure of Port of Mombasa, which were not originally designed to handle such heavy cargo traffic. This traffic has been (until the recent year and a half threw off usual

A PORT TO THE WORLD

statistics for many of us) growing at a regular rate of 11%; in response, KPA has overseen vast investments being continually made into the port, both with a view to physical expansions, and also to keepings its IT and other processes continuously updated in order to keep pace.

“KPA’s IT strategy is driven by its vision to achieve the Port of Mombasa a rating among the top 20 ports in the world in terms of reputation and performance. To achieve this, we have adopted a fully-integrated IT strategy that encompasses enterprise resource planning systems, a water front system and communitybased system, all available online.” Additionally, as it bids to deliver an improved customer experience via improvements to interaction and customer response times, KPA has taken the decision to offer a 24-hour service at the Port of Mombasa, “in order to ensure superior levels of service, and help ensure KPA can keep handle more traffic, maintain better

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KENYA PORT AUTHORITY

longstanding relationships with customers, and keep abreast of global shipping trends and.”

Of course, there is only so much that can be done and only so much that can be spent to improve a site, and in the case of Port of Mombasa, it is becoming unfeasible to invest in and expand the seaport any further. With the looming threat of a giant new neighbouring seaport hanging over it, KPA opted to take drastic action to maintain Kenya’s maritime economic dominance by announcing plans to build a second seaport, the Port of Lamu – a new facility which, upon its completion, will rival the Port of Mombasa in terms of size and scale.

Part of the Kenyan Government’s ‘Kenya Vision 2030’, the Port of Lamu, is being built by China Communications Construction Company (CCCC), following the signing of an agreement with KPA back in August 2014 to complete the multi-billion-dollar project. The new seaport was originally expected to enter operation in

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2020, but as with many projects, recent global events – we all know which ones – have seen the project slow. Once complete, this proposed port will form a key part of the country’s larger ‘Lamu Port Southern Sudan-Ethiopia Transport Corridor’ (LAPSSET) project.

With Kenya’s economy expected to continue posting high rates of 5-7% growth over the years to come, it is clear that these are exciting times for the country, and indeed the wider East African region. The Northern Corridor will continue to function as the artery through which cargo shipping enters into East Africa before returning to the busy sea-lanes to continue their journeys. The throngs of ships that enter the Port of Mombasa, along with the development of the highly-promising Port of Lamu facility, are certainly signs that as the world’s advanced economies splutter and stagnate, Africa is a future engine of global economic growth in the making.

A PORT TO THE WORLD

AMAZING WORLD

PROTECTING OUR AMAZING WORLD: THE COP26 CONFERENCE

In November, the UK, together with its partners in Italy, will host an event many believe to be the world’s best last chance to get runaway climate change under control.

For nearly three decades the UN has been bringing together almost every country for global climate summits – called COPs – which stands for ‘Conference of the Parties’. In that time, climate change has gone from being a fringe issue to a global priority. This year will be the 26th annual summit – giving it the name COP26. With the UK as President this year, COP26 takes place in Glasgow.

In the run-up to COP26, the UK is working with every nation to reach agreement on how to tackle climate change. World leaders will arrive in Scotland, alongside tens of thousands of negotiators, government representatives, businesses and citizens for twelve days of talks. Not only is it a huge task, but it is also not just yet another international summit. Most 60 | Endeavour Magazine

Text from ukcop26.org experts believe COP26 has a unique urgency.

To understand why, it’s necessary to look back to another COP. The importance of the Paris Agreement COP21 took place in Paris in 2015. For the first time ever, something momentous happened: every country agreed to work together to limit global warming to well below 2 degrees and aim for 1.5 degrees, to adapt to the impacts of a changing climate and to make money available to deliver on these aims.

The Paris Agreement was born. The commitment to aim for 1.5 degrees is important because every fraction of a degree of warming will result in many more lives lost and livelihoods damaged.

Under the Paris Agreement, countries committed to bring forward national plans setting out how much they would reduce their

The COP26 describes its goals as the following: 1. Secure global net zero by mid-century and keep 1.5 degrees within reach Countries are being asked to come forward with ambitious 2030 emissions reductions targets that align with reaching net zero by the middle of the century. To deliver on these stretching targets, countries will need to: • accelerate the phase-out of coal • curtail deforestation • speed up the switch to electric vehicles • encourage investment in renewables.

2. Adapt to protect communities and natural habitats The climate is already changing and it will continue to change even as we reduce emissions, with devastating effects. At COP26 we need to work together to enable and encourage countries affected by climate change to: • protect and restore ecosystems • build defenses, warning systems and resilient infrastructure and agriculture • to avoid loss of homes, livelihoods and even lives emissions – known as Nationally Determined Contributions, or ‘NDCs’. They agreed that every five years they would come back with an updated plan that would reflect their highest possible ambition at that time.

Glasgow is the moment for countries to update their plans The run up to this year’s summit in Glasgow is the moment (delayed by a year due to the pandemic) when countries update their plans for reducing emissions. But that’s not all. The commitments laid out in Paris did not come close to limiting global warming to 1.5 degrees, and the window for achieving this is closing.

The decade out to 2030 will be crucial. So, as momentous as Paris was, countries must go much further than they did even at that historic summit in order to keep the hope of holding temperature rises to 1.5 alive. COP26 needs to be decisive.

3. Mobilise finance To deliver on our first two goals, developed countries must make good on their promise to mobilise at least $100bn in climate finance per year. International financial institutions must play their part and we need work towards unleashing the trillions in private and public sector finance required to secure global net zero.

4. Work together to deliver We can only rise to the challenges of the climate crisis by working together. At COP26 we must: • finalise the Paris Rulebook (the detailed rules that make the Paris Agreement operational) • accelerate action to tackle the climate crisis through collaboration between governments, businesses and civil society.

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THAT’S WHAT WE LIKE Pepsi Jamaica chevron-square-right www.pepsico.com phone-square 876 757-3839 As one of the largest, oldest, and most prestigious beverages brands in the world, PepsiCo is a company that needs no introduction.

This mega-company has annual sales above 65 billion dollars and a portfolio of leading global brands such as Pepsi, Gatorade, 7up, Lipton, Frito Lay and Quaker. In terms of strength and brand recognition, Pepsi is a global A-lister, standing shoulderto-shoulder with the likes of McDonalds, Coca-Cola, Microsoft and Google. In terms of flavour… well, it’s for good reason that Pepsi carbonated soft drinks are enjoyed by millions, if not billions of people in every corner of the world.

Written by Alice Instone-Brewer

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ince the Pepsi-Cola name first appeared on the shelves of stores and restaurants on August 28th 1898, the company has gone from strength-to-strength, providing consumers with refreshing beverages for any occasion. However, as industry global giants like Pepsi have found, the matter of producing, bottling, and distributing its products in sufficient quantity to reach its customers in 200 countries is an impossibility. Bearing in mind that Pepsi sells an estimated 1,000,000 cans and bottles of Pepsi products each day in the US alone – a number which must surely leap to the hundreds of millions sold globally – even a world-class company of Pepsi’s calibre cannot operate successfully using a centralised production and distribution model. At best it would be woefully inefficient, at its worst a disaster.

To ensure that customer demand for Pepsi products is satisfied, responsibility for the bottling and distribution of Pepsi drinks falls to specialist regional bottling companies, whose commercial purpose is centred specifically around achieving the production and output needed to meet demand for Pepsi products within its sphere of influence, and expand market share where possible – a franchise operation, in other words, that puts Pepsi out Endeavour Magazine | 63

PEPSI JAMAICA at the front, wherever they are in the world.

And make no mistake about it – whatever the country and whatever the state of the marketplace, Pepsi’s regional bottling operators lead the field.

Take the Caribbean island of Jamaica, for example: here, Pepsi’s regional bottling subsidiary, Pepsi Jamaica, boasts a 61% share of the country’s bottled soft drinks market.

Following three years of successive growth, it would be no exaggeration to say that Pepsi Jamaica, owned by the Latin American beverages giant, Continental Beverage Corporation (CBC) of Guatemala, has hit a purple patch which shows no sign fading.

It is no coincidence that the company’s recent growth spurt has come about following a period of heavy investment in its bottling lines and production facilities. In-line with the company’s intention to boost growth by a further 25% over the coming three to four years, Pepsi Bottling Company Jamaica has invested US$10 million on a new bottling line, alongside

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a further $1.5 million spend to increase the number of Pepsi drink dispensers, soda fountains, and coolers deployed throughout shops, wholesalers, and other retail outlets and channels across the island.

The successful roll-out of an ambitious and aggressive growth strategy designed to consolidate Pepsi Jamaica’s positioning as the island’s market leader has quite literally borne fruit, following, its acquisition of all grapefruit supplies in Jamaica and Belize – a move that has provided the company with the ingredients needed to drastically boost output and sales of Ting, and achieved a threefold growth in sales since 2013 as a result. Pepsi Jamaica has also introduced 17 new products, including a flavoured water called Splash, and a grapeflavoured Tropicana that is outperforming expectations. Since Splash’s market entry in 2012, the drink has scored 20% of the flavoured water market.

With a surge of upstart new entrants into the market such as iCool and CranWata, along with

Willie’s Trucking Co. Ltd. lauds the owners and management team of Pepsi Jamaica for their visionary and transformational leadership in making Pepsi an exemplary company and brand.

has a fleet of GPS monitored tractor heads, shipping containers, chassis ranging from 20 to 48 feet, flatbeds, lowboys, and forklifts. Our electronic communication system and strategic locations with the ports ensure prompt and efficient haulage services.

Willie’s Trucking is proud of its long-standing business partnership with Pepsi Jamaica commencing in 1993.

Willie’s Trucking, incorporated in 1992, specializes in container and heavy haulage services and is registered with global credit reporting agency Dun & Bradstreet. Willie’s Trucking

Willie’s Trucking remains dedicated to its commitment to deliver exceptional service with integrity.

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THAT’S WHAT WE LIKE

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A valued partner of Pepsi Cola Jamaica Limited since 1993 Committed to superior quality service in container haulage, heavy equipment and equipment rental.

“Equipment you can count on.

People you can trust.”

Driven with Integrity Willie’s Trucking Company Limited 22 First Street, Newport West, Kingston 13, Jamaica

Specializing In Container Haulage From Port Bustamante

(876) 937- 3553, (876) 901-3667, (876) 276-7920 williestruckingcompanylimited@gmail.com

“Haulage At Its Best”

PEPSI JAMAICA

the threat posed by Pepsi’s long-time archrival, Coca Cola, such ruthlessness has been a necessary measure taken with long-term selfpreservation in mind. When you’ve been at the top as long as Pepsi Jamaica Bottling CompanyCBC has, you learn how to stay there.

PepsiCo’s operations in Jamaica and Central America are representative of the company’s long and prestigious heritage in the region. In 1942, PepsiCo issued CBC its first production and commercialisation franchise for Guatemala, marking the beginning of a 70-year strategic alliance. It is telling that CBC are the oldest bottlers of PepsiCo outside the United States of America, and this close relationship has continued to grow and evolve over the years. Today, CBC is now anchor bottler for nine markets within Latin America and The Caribbean: Jamaica, Guatemala, El Salvador, Honduras, Nicaragua, Puerto Rico, Ecuador and Peru – a list of countries which will continue to grow as the PepsiCo-CBC partnership expands

further into new territories. In recognition of CBC’s operative excellence, PepsiCo has named CBC and Pepsi Jamaica Bottling Company as “Latin American Bottler of the Year” several times and “Worldwide Bottler of the Year” in 2012 – an accolade that understandably generates much pride in the business.

Understandably, there is much optimism at Pepsi Jamaica because looking ahead there is a huge amount for the company to be optimistic about. Following the signing of a strategic alliance between Pepsi Jamaica and global beer brand, Red Stripe in 2013 – one of the world’s best-loved beer brands, now part of Diageo, together, the two companies have gone on to vastly improve their distribution infrastructure in unison and develop synergies that have allowed them to develop their product portfolio even further. All in all, it is clear that Pepsi Jamaica Bottling Company is only going one way – up. In the words of their 2020 slogan, that’s what we like!

Pérez y Cía Group More than 150 years in shipping

Perez y Cia extends heartiest Congratulations to Pepsi Jamaica, as you move forward with the next stage of developing the business. We look forward to the announcement of new projects and the future development of the company brands. As we continue to provide services in shipping Logistics and supply chain management, we look forward to our continued partnership as we strive to serve you better.

Offering a full range of services from booking acceptance, shipping, clearance, delivery, project management and solutions to meet every shipping need.

“ PEREZ Y CIA is the answer !”

Pérez y Cía Jamaica Ltd. 6-12, Newport Boulevard Newport Centre, Kingston 13 Jamaica, W.I. Ph: ( 876 ) 618 1209, 901 6480 Fax: (876) 757 77 37

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MAKING IT STICK Bharati Cement chevron-square-right www.bharathicement.com phone-square 91 40 3000 6999

Bharathi Cement Corporation Private Limited (BCCPL) is an Indian producer of superior quality cement that has set new standards in the industry. It is a joint venture of the French Vicat Group, themselves true pioneers in artificial cement. We took a look at Bharathi to see how they have changed since Vicat purchased a 51% majority stake in the company, and made it the Group’s flagship India-based operation.

Written by Alice Instone-Brewer

T

o understand the expertise that Bharathi brings to the table, once must first understand the almost 200-year-old heritage and legacy that it is a part of. Vicat has been a pioneer in cement manufacturing since it was founded by Louis Vicat in 1817. Today, the Vicat Group is a global organisation with offices in 11 countries and a global turnover of €2,292 billion; its main business interests are cement, ready-mixed concrete, concrete products (precast) and aggregates, with three verticals within the company organising these operations into cements, aggregates and polymers. Each vertical has a team of over 850 professionals, with their operations spreading out across seven states in India.

Louis Vicat was not only the founder of the Vicat Group – he invented artificial cement.

This is how cutting-edge the Vicat Group’s beginnings were. In 1853, Louis’ son Joseph Vicat established the first cement factory.

Today, the company is present in France, the US, Turkey, Senegal, Switzerland, Egypt, Italy, Mali, Kazakhstan, Mauretania and India, with more than a 30 million tonne cement capacity and over 7,700 team members across the globe.

Over the last decade, the group commissioned multiple new plants, including its entry into the Endeavour Magazine | 69

BHARATI CEMENT

Indian cement industry in 2008 with a joint venture, followed by its acquisition of a major stake in Bharathi Cement in 2010.

As for Bharathi Cement itself, the company has a two state-of-the-art production lines with a total capacity of five MTPA. This facility in Nallalingayapalli, in the Kadapa district of Andhra Pradesh. The company was established on 25th October 2006, after taking over from Raghuram Cements Private Limited. Eventually, the company’s ownership changed and Raghuram Cements was renamed Bharathi Cement Corporation Private Limited on 6th August 2008, two years before its majority share was acquired by the Vicat Group.

On its founding in 2006, the company started the construction of its first production line, with a capacity of 2.25 MTPA, at Nallalingayapalli.

The company selected leading German and Danish technology for their production line in order to strive for the highest quality they could.

Additionally, to avoid human error, the facility

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was given a robotics lab that analyses raw materials remotely, taking corrective measures if required to avoid human errors and deliver the best quality of cement.

On 4th February 2011, the company’s second production line of 2.75 MTPA was added, and in 2015, a 30MW Captive Power Plant was set up to allow the company to supply its own power needs. Finally, the facility was given a supporting back-end rail and road transport system ensuring the delivery of cement within 24 hours of placing an order.

The ability to support Bharathi’s operations with such hefty infrastructure was a boon that came from Vicat’s involvement, and the boost that it allowed Bharathi eventually also allows the establishment of its own subsidiaries: a laminated PP bag manufacturing unit called Bharathi Polymers India Private Limited, and an aggregates division called Bharathi Rock Products India Private Limited.

Even within Bharathi Cement itself, the company offers more than the manufacture and supply of cement alone. For example, the company’s Mobile Construction Advisor offers laboratory testing facilities of concrete at your doorstep, providing portable lab conditions for concrete testing, with test certificates issued.

These tests can be performed on fresh or hardened concrete using non-destructive test facilities.

Other services and facilities offered by Bharathi’s Mobile Construction Advisor include demonstrations and tips on good construction practices, informative lectures and on-site video presentations, on-site training for masons and site supervisors, and advice on concrete mix proportions.

The company also offers Help@Bharathi out of their Pune and Hyderabad offices, with a view to expanding this service further. The aim of this service is to work with Bharathi’s stakeholders by educating and empowering their end-users and influencers (civil engineers, consultants and architects) by providing them with onsite advice on good construction practices, as well as value added services for building strong structures. They also provide education and certification for unskilled or semiskilled masons

MAKING IT STICK

BHARATI CEMENT

and contractors, and information on materials and the latest technology used in the sector.

They are also able to help those planning a build with areas such as material selection and construction estimates: these sorts of consultations can be offered to a client from just a blueprint of the proposed construction project. Help@Bharathi seeks to empower the future of the industry, and encompasses multiple levels of innovative and experimental formats to keep them well informed and ahead of the times, so that they can continue to inspire and help the end user to make the right decision whilst purchasing cement.

In recognition of their excellent product standards and efficient facilities, Bharathi Cement has twice received the award for Asia’s Most Promising Brand. The survey was carried out by KPMG, with 150 top brands selected from 1,500 brands throughout Asia. The company has also received the CII National Award for Excellence in Energy Management, which

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is awarded as a part of the Energy Efficiency Council’s aim to advance India’s sustainable energy practices. This award was the 17th edition of the Energy Efficiency Council’s series covering over 150 energy efficient companies across various sectors such as pharma, cement, and power.

Of course, as we’ve seen time and again, high-quality performance isn’t possible without the staff that deliver it, and a wise company therefore takes good care of its employees. As Bharathi say about their working environment; “We endeavour to provide a balanced environment to our people where fun and work go hand in hand, not only for our employees but for their families as well. We continuously strive to provide world class facilities to our employees that take care of their personal and family needs.”

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DIGGING DEEPER Lundin Mining chevron-square-right www.lundinmining.com phone-square 1 416 342 5560

With operations dotted around the globe, Canadian mining expert Lundin Mining is setting an enviable precedent in terms of successful exploration, and it looks ready to dig even deeper for even bigger rewards.

Written by Alice Instone-Brewer

A

diversified base metals mining operation, Lundin Mining is primarily focused on the production of copper, nickel and zinc, while also having its fingers in other pies. For example, it benefits from a Finnish cobalt refinery’s output as well. This desire to embrace profitable opportunities is a defining characteristic of Lundin as a whole, which is exploring possibilities in various countries and metals, rather than simply confining its operations to Canada. With active operations in Chile, the USA, Portugal and Sweden, Lundin has made it clear that where the metal is, that is where its team will go: “We responsibly mine base metals vital to society, creating meaningful value for our stakeholders. We hold health and safety as our top priority in everything we do, embrace diversity, inclusion, open dialogue and collaboration and we do what is right and honour our commitments. We set high standards and challenge ourselves to deliver superior performance.”

Incorporated in 1994 under the name of Atlantic Diamonds Corp, Lundin wasted no time when it came to making an initial impressive discovery. Thanks to a 39% ownership stake in North Atlantic Natural Resources, the Storliden Endeavour Magazine | 75

LUNDIN MINING

deposit, located in Sweden, was found in 1997 and plans were set in motion to fully explore and develop the mine site. Just four years later, a joint venture project was agreed and work began, with commercial production starting in 2002.

From the impressive initial Storliden discovery, Lundin found its feet and began to carve itself a name for being a force to be reckoned with, leading to the official name change to Lundin Mining Corporation in 2004. Moreover, acquisition of a zinc, lead and silver mine followed in the same year, as well as Stockholm and Toronto Stock Exchange listings. It was a big year and paved the way for even more ground-breaking partnerships and projects.

With a decade of success under its belt, Lundin was able to take full ownership of North Atlantic Natural Resources, giving it full control of the zinc and copper producing Storlinden Mine in Sweden. Mergers with other parties also allowed access to mines in Ireland and Portugal, securing a global presence and a strong position for upcoming mine acquisitions

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that would change Lundin’s grip on the industry significantly.

In 2007, the company acquired both Tenke Mining Corporation and Rio Narcea Gold Mines, and the expansion didn’t stop there.

The company expanded its exploration sites, continued to invest in pushing outwards and downwards with its searches, and ten years later, the company enjoyed a notable milestone: “We declared our first ever dividend, commenced the Neves-Corvo Zinc Expansion Project to double zinc plant capacity, announced a significantly improved life of mine plan for the Candelaria Complex and investment initiatives and completed the sale of interest in the Tenke Fungurume Mine for $1.136 billion.”

Committed to being not only a profitable business but also a guiding light within the communities it operates in, Lundin has long aligned itself with a desire to act and be seen as a good corporate citizen and sees this as intrinsic to the ongoing success of the entire company. Yes, stakeholders are important, but satisfaction should not come at the detriment of either regulations or the environment: “We are committed to operating in compliance with applicable laws and regulations in all jurisdictions where we operate, and we seek to continuously improve our sustainability performance. We strive to align our policies and procedures with international best practice and guidance for social and environmental performance, and to ensure that we meet our objectives and targets. Management monitors and reviews performance on a regular basis, and we publicly communicate our efforts annually.”

It’s the transparency that really sets Lundin apart. The mining industry has been notoriously dangerous, not to mention secretive, in many regions of the world, but this Canadian operation is changing the face of the sector for the better. With a comprehensive and responsible mining policy in place, as well as a responsible mining framework, accidentfree weeks have increased year on year, water wastage has been significantly reduced and capital has been freed up for social investment

DIGGING DEEPER projects. All of this adds up to a company that communities welcome into their vicinity and not just because of the potential for economic stability through employment opportunities; “Lundin Mining recognises that its operations can have significant economic, social and environmental impacts on local communities throughout the life cycle of our mining operations and our reputation as a good corporate citizen is important to our longterm success in creating shareholder value. We understand the priority our stakeholders place on sustainability issues and have developed corporate governance processes to underwrite our commitments in this area.”

In 2019 progresses, Lundin was looking to expand further by acquiring a copper mine in Chapada, Brazil. The addition of Chapada, now an open pit copper-gold mine producing high-quality copper concentrate, further solidified Lundin Mining’s position as a leading intermediate base metals producer with highquality low-cost copper exposure.

Since 2019, of course, the business world did not proceed as planned, and this has affected people across the board. Yet, Lundin

Mining does not seem concerned: with such a solid pipeline and history behind it, the company seems to be looking ever forward – even after the year and a half that we have all faced. “Leveraging our technical expertise, base metals focus and financial strength, we believe further opportunities exist to create meaningful stakeholder value.” Thus far in 2021 alone, the company has produced between 48,000 – 50,000lb of copper and 73,000 – 76,000lb of gold, with $16 million currently invested in exploration despite this healthy production stream. Clearly, the company hasn’t responded to the recent pandemic conservatively, and this lack of timidity will set it up for a healthy and successful upswing back into regular life.

It goes to show that even in a tumultuous industry such as mining, strong ethics, a commitment to identifying viable growth opportunities and community connections can work together to create something very special. In the case of Lundin, an enviable industry presence, consummate reputation and excellent profit margins are just the tip of the iceberg, and it will be fascinating to watch as its global expansion continues.

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WORKING TOGETHER FOR GHANA Ghana Chamber of Mines chevron-square-right ghanachamberofmines.org phone-square 0302 -760652

Cooperation, education and organisation – the Ghana Chambre of Mines knows what is needed for an industry sector to thrive.

As a crucial part of Ghana’s economy, the country’s mining industry is of great interest to many, hence the thorough care with which this association oversees and stands for the interests of Ghanian mining.

Written by Alice Instone-Brewer and Amy Buxton

T

he Ghana Chamber of Mines (GCM) first arose as an offshoot of the West Africa Chamber of Mines, the first offices of which opened in 1903. When this initial organisation began, its goal was to protect and advance mining interests in the West African region for its shareholders – notably, the London mining companies whose directors made up its board.

Since Ghana achieved its independence from the British Commonwealth in March 1957, so too did its mining interests break free of an Anglo-centric lilt and become, as they should always have been, Ghanian. Taking the name that it still bears today, the Ghana Chamber of Mines converted into a limited company, and in 1967, its offices moved to Accra, Ghana’s capital.

From then until now, the Chamber has operated as a voluntary private sector employers’ association, representing companies and organizations engaged in the minerals and mining industry in Ghana. Its activities, programmes and services are all funded by its member companies, thus providing a structure and streamlined way for these companies to reinvest in the country’s industry as a whole.

Endeavour Magazine | 81

At purpose is toisbuild trust in At PwC, PwC,our our purpose to build trust i society solve important problems. societyand and solve important problems.

With offices in 156 countries and more than 295,000 With offices 156 countries more than 295,000 people, we arein among the leading and professional people,networks we are among the leading professional services in the world.

We help organisations and individuals create in thethe value they are for services networks world.

Welooking help organisations by delivering quality in Assurance, Taxthey and Advisory and individuals create the value are looking for services.

by delivering quality in Assurance, Tax and Advisory services.

We have a strong global network which allows us to

collaborate across the world and bring knowledge We expertise have a strong global network which allows and from one country to the next.

Find out us to more and tell us what matters to you bybring visiting us at collaborate across the world and knowledge www.pwc.com/gh and expertise from one country to the next. Find out

more and tell us what matters to you by visiting us at www.pwc.com/gh Accra Office

Sierra Leone Office

PwC Tower A4 Rangoon Lane, Cantonments City PMB CT 42, Cantonments Accra, Ghana Tel: +233 30 2761500 Accra Office Fax: +233 30 2761544

No.117 Jomo Kenyatta Road, Freetown, Sierra Leone Tel: +232 (0) 79 998 321

PwC Tower A4 Rangoon Lane, Cantonments City PMB CT 42, Cantonments Accra, Ghana Tel: +233 30 2761500 Fax: +233 30 2761544

Sierra Leone Office No.117 Jomo Kenyatta Road, Freetown, Sierra Leone Tel: +232 (0) 79 998 321

© 2021 PricewaterhouseCoopers (Ghana) LTD. All rights reserved.

© 2021 PricewaterhouseCoopers (Ghana) LTD. All rights reserved.

Act with integrit

in .

PwC Values

Act with integrity

Make a difference

Work together

Care

Reimagine the possible

PwC Ghana Energy, Utilities and Resources Sector Practice At PwC, our purpose is to build

trust i society and solve important problems

Mining

Energy

The main focus of Ghana’s mining industry is on gold, although the country is also a major producer of manganese, bauxite, diamonds and other minerals. With Ghana adjudged Africa’s leading producer of gold, the industry has expanded significantly, leading to important projects which aim at expanding the industry even further and generating more revenue for the government.

Ghana’s petroleum industry is divided into upstream and downstream sectors. The upstream sector includes the procurement and refining of crude oil, while the downstream activities include the marketing and distribution of petroleum products by oil marketing companies (OMCs) and the premixing of petroleum products for other industrial uses. Although the sector has experienced an increase in oil prices, recent exploration of oil in commercial quantities has made the prospects of Ghana’s oil and gas sector significant.

effect of mining on the environment and corporate social responsibility. We help our clients to stay on top of these issues.

an agreement to import or export power to Cote D’Ivoire as the situation demands. The Public Utilities Regulatory Commission (PURC) is responsible for regulating the cost of energy in Ghana.

With offices in 156 countries and more than 295,000 people, we are among the leading professional services networks in the world. We help organisations and individuals the value they for With development comes regulationscreate and Hydroelectricity is the primary are source looking of Ghana’s power and is challenges. Key among these challenges are by the Volta River Authority (VRA), with a relatively by delivering quality ingenerated Assurance, Tax and Advisory illegal mining, locally known as ‘galamsey small percentage of power being generated from thermal mining’, land compensation, the general sources. Ghana exports power to neighbouring Togo and has services.

We have a strong global network which allows us to collaborate across the world and bring knowledge Our energy, utilities and resources Tax Services Sustainability and expertise from one country to the next. Find out practice offers assurance, • International tax services • Development of sustainability advisory and tax and services tell in performance indicators more us what to you by visiting us at • Transfer matters pricing the following areas: • Preparation and/or review of • Mergers and acquisitions www.pwc.com/gh Assurance Services sustainability reports • Indirect taxes (including VAT, customs and excise)

• Financial statement audit • Regulatory compliance and reporting

• Tax management and accounting services, including corporate tax compliance and accounting

• IFRS reporting • Assistance with capital Accra Office markets transactions

• Evaluation of environmental risks and liabilities • Environmental audits and due diligence engagements

• Independent verification of • Payroll and related services, as Sierra Leone Office environmental, social and well as tax function effectiveness reports No.117 Jomo Kenyattasustainability Road,

• PwC Financial accounting and Tower sustainability A4 Rangoon reporting Lane, Cantonments

42, audit Cantonments • PMB Joint CT venture and Accra, internalGhana audit

City

• Code of conduct or code Freetown, Sierra Leone Tel: +232 (0) 79 998 321of ethics development and

Tel: +233 30 2761500 Fax: +233 30 2761544

implementation programmes • Verification of supplier adherence with code of conduct and legal requirements

© 2021 PricewaterhouseCoopers (Ghana) LTD. All rights reserved.

WORKING TOGETHER FOR GHANA

in s.

Citing its underlying mission as being “to represent the mining industry in Ghana using the resources and capabilities of its members to deliver services that address members, government and community needs, in order to enhance development”, the Ghana Chamber of Mines has made incredible inroads into what could be seen as a competitive, noncooperative industry. It is a one-stop shop for the representation of collective interests of all reputable mineral exploration companies, in addition to those operations that produce and process mineral ores.

Naturally, there are strict covenants as to the way the chamber presents itself in the marketplace and as such, it operates in accordance within the values that are expected from all members. Honesty, transparency, good governance, good corporate citizenship, commitment and unity are the pillars which support the chamber at its very core and when

we start to think about how necessary the GCM actually is, these values become all the more laudable.

The mining industry in Ghana makes up 5% of the country’s GDP and as such, requires thorough governance, protection and development. These are only possible through open and honest communication, the sharing of ideas and information and experienced representation, all of which are promoted and encouraged by the GCM. It’s also critical that workers’ rights are protected, as the need for reliable team members is only ever going to increase, though illegal miners invading the marketplace are continually threatening this.

Aligning with none of the core values of the chamber and giving little consideration to workers’ rights or the continued economic stability of Ghana as a whole, illegal mining operations are a scourge on the otherwise immaculate landscape of the minerals

PwC Values

Act with integrity

Make a difference

Work together

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Reimagine possible| 85 Endeavourthe Magazine

GHANA CHAMBER OF MINES

exploration industry and needs to be stamped out. Speaking about the influx of illegal activity, the Chamber commented that: “The country stands to lose heavily if the activities of the illegal miners are allowed to fester. There is a clear and present danger to our environment and to Ghana’s economy as illegal miners fight large-scale mining companies for concessions the latter have obtained legally. This in itself breeds a sense of insecurity and fear among investors, which will cause a slowdown in investment in the country’s minerals sectors.”

This in itself raises a very important question: how can Ghana continue to sell itself as a promising prospect for foreign investment, therefore strengthening the wider economy, if security can’t be guaranteed? It stands to reason that the legal operations should be given more support than ever before, which is why the GCM has been conversing and working closely with the Government, to encourage change:

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“Honestly, the country earns next to nothing from the activities of these illegal miners. Only a few unscrupulous individuals benefit from it. It is no secret that the Government loses significant amounts of fiscal revenue every year as a result of such illegal mining activities.

Apart from projecting a bad image for the entire mining sector, the repercussions to the environment are ominous. If the activities of the illegal miners are not nipped in the bud it would undermine Ghana’s efforts at attracting and sustaining the much-needed investment into the mining industry.”

A two-pronged attack seems to be the order of the day, with the GCM protecting the rights of stand-up operations and supporting them wherever possible, with regular newsletters, conferences and educational content and the Government being called on to install military protection at legal mining sites. By working cooperatively, the unsavory element that has been steadily creeping into the Ghana mining industry can be effectively dealt with, without any of the specialist focus points being overlooked, such as health and safety.

Demonstrating a natural gift for protecting the rights of legal miners, as well as their wellbeing, issues pertinent to safe operation are highlighted through annual health and safety competitions, as well as strategic communications. This really does give a rounded impression of how hard every member of the GCM’s council needs to work and how accountable every member mining company needs to be.

It’s no secret that education leads to development, innovation and communication, but it’s still relatively rare to discover an association that is as intrinsically committed to these endeavours as the GCM is. By stamping out illegal mining, lifting those that operate within the law and for the benefit of Ghana as a whole and seeking to invest into the local economy, the GCM is leading the charge in terms of industry support systems and maybe it’s time for others to dig a little deeper and find a similar amount of resolve and resilience.

REDEFINING PACKAGING FOR A CHANGING WORLD DS Smith is a global leading packaging company of customer-specific packaging with emphasis on state-of-the art packaging design and local close to customer facilities. With a product portfolio that includes transit packaging, consumer packaging, displays and promotional packaging, customised protective packaging and industrial packaging, DS Smith answers to each market requirement.

Every 7th packaging on the store shelf has been produced by DS Smith. The company employs 29 thousands people across the globe and selling its products across more than 100 countries. In Macedonia DS Smith has the plant in Skopje and employs around 125 people. Our company locally existing more than 72 years in the same industry as a market leader with the market share over 55%. In our portfolio of 250 customers are the biggest companies from FMCG and automotive industry. We have successful cooperation with Tikves winery more than 30 years delivering solutions and innovations as a support in their growth. On top of the local market DS Smith Macedonia serves successfully also customers in Kosovo and Albania” Our customers want broader reaching solutions to their packaging needs; innovation and processes that will help them reduce waste, cost and complexity from their supply chains. By using our expertise from design to production and supply to recycling, we can offer high quality, environmentally friendly, innovative solutions and great service that looks at the whole of our customers’ packaging needs, not just one part. We call this ‘Supply Cycle Thinking’. It is a unified approach to remove complexity from, and simplify, our customers’ supply chains.

DS Smith’s Packaging Strategists work in partnership with customers to deliver value through exceptional packaging performance at every stage of the supply cycle. Whatever your packaging needs, we will help you increase sales, lower costs and manage risks.

The company purpose stands for “Redefining packaging for a Changing World” supported by the following strategies: Being different as we see the opportunity for packaging to play a powerful role in a changing world. We help our customers respond to changing shopping habits with the sustainable packaging solutions that our society needs.

Putting sustainability at the heart. We can make, use, collect and recycle cardboard packaging within 14 days. We are ambitious in using innovation to tackle some of the world’s most complex sustainability challenges.

Thinking differently - we take a flexible approach to the solutions we create and operate where our customers need us. Our people thrive on finding innovative ways to help customers achieve more for less – sell more, reduce costs, manage risk and complexity in their supply chain.

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Innovating together - we tackle big challenges in the whole and not just one part to find answers that would otherwise be out of reach. From design to production and supply to recycling we offer our customers a joined-up solution that is sustainable for all.

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