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February 2011

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The Team Editorial Carrie Ann, Editor-in-Chief

Vrushti Mawani, News Editor

Richard Meryn, Associate Editor

Aubrey Chang, Associate Editor

Design Jani V., Art Director / Creative Head

Marketing Kevin Paul, Sr. Graphic Designer

Patrick Jam, Advertising Coordinator

Zaina Ava, Design Associate

Project Management Jason Miller, Project Director

Christy Gren, Industry Specialist Reporter

Fred Berkeley, Marketing Director

Finance Controller

Tom Parker, Project Director

Ana Brinkley, Brand Manager

Le Manh Cuong, Sr Software Coordinator

Julia Hunt, Magazine Production

May Solin, Channel Associate

RR Baratiya

Technology John Hancock, Head - Web Department

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Editor’s Blog by Carrie-Ann In a short span of time, Industry leaders magazine has established itself as the single most trusted source of exclusive information on business leaders worldwide across major industry sectors. Our team has been doing a great job by reaching senior corporate executives and highlighting the roadmap to their success and talking about the relative risks and opportunities that await the aspirants around the world. We have interviewed and profiled top executives of well-known companies and published exclusive information such as their investment promotion plans and diverse interests in other business. Our learned editors have moved around the globe throughout the year and we adding their experiences of talking to all the top shots knowing more about their business and their lifestyle. In addition, our experienced journalists and foreign correspondents provide on-the-ground reporting of the issues and developments that a corporate executive must consider when making investment decisions. Facebook's intentions have been under heavy debate since the company launched a private share offering through Goldman Sachs Group Inc. recently. Some investors have wondered whether the arrangement with Goldman was designed to avoid such disclosures. Facebook's hypothetical value has soared to $50 billion (£32billion) after it was reported to have raised $500 million from Goldman Sachs and a Russian investment firm - a deal that values it higher than Time Warner, Yahoo and eBay. Our cover story for this issue gives a brief overview about the Facebook and Goldman Sach's love story-as we call it. The Wow factor is also worth taking a look at.

Carrie Ann

Editor-in-Chief. Industry Leaders Magazine. 5

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Features 46

Contents 34

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Encapsula-TEA-d. Competition for NestlĂŠ Nespresso boiling hot... Eric Favre, ex-Nestle Executive, unveils Tpresso, the newest in the range of premium teas.

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Cover Story The highlights and low-downs on Facebook's roller-coaster deal with Goldman Sachs ; the saga which left Goldman Sachs red-faced, having to scrap plans for its super-rich American clients to become special friends with the world's no.1 social networking company...

In Focus this Month

Flatpack This. Ikea unfolds its potential in China and Israel... What does it take to be a brand so popular across Europe that one in 10 babies is estimated to being conceived in an IKEA bed ?

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Tablet Paradise at CES 2011 www.industryleadersmagazine.com


February 2011

Contents

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Regulars 12 The Latest in Business. 26

The WOW ! Quotient

Porsche v/s Mercedes: Racing to be “THE” Hybrid Supercar?

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50

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Destination Africa!

Statkraft

Europe's leader in renewable energy, Statkraft develops and generates hydropower, wind power, gas power and district heating, and is a major player on the European energy exchanges..

This month’s M&A Special.

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Larger than Life: Antilla 104 Mumbai

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Executive Lifestyle Special

Events & Tradeshows

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February 2011

Caterpillar

Been building the world's infrastructure for more than 85 years, Caterpillar has helped drive positive and sustainable change on every continent. 8


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Company Profiles

Kenco

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... one of America's leading third-party logistics providers managing over 100 facilities and 25 million square feet of warehouse space across North America

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Housing Crisis? Prefabricated, Recycled Plastic could be the answer! Check out the highlights of the RICS report that proposes solutions for UK's housing shortfall

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Campari one of the most important in the beverages sector worldwide, with a portfolio that spans more than 40 brands...

Head - Space

“

Contents

Building Smarter Cities

It is very likely to see, again in the future, the coupling and de-coupling of housebuilding and manufacturing, as has appeared previously in history. - Dr. Chris Goodier

February 2011

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The latest

in

Business

Google CEO steps down. With a $100 million smile The Kids at Google Inc. have finally grown up! Eric Schmidt, Google’s current CEO will step down to welcome Larry Page as Google’s next CEO making Schmidt the executive chairman. What's more, Google Inc is set to give Schmidt a $100 million equity award as he hands over the chief executive officer job to co-founder Larry Page. The award, which will include stock units and options will vest over four years and is

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Dawn Miller

Schmidt's first such award since joining the company in 2001. Page will assume the title on April 4 with Sergey Brin, the other Google cofounder to keep his existing title and power to implement direct strategies on new products. Page will lead technology strategy and product development while also taking care of the company’s day to day operations. According to Schmidt Larry is now ready to lead.

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Ghost revives Rolls Royce with Record Sales in 2010 While car-makers across the world were trying desperately to woo customers as they tightened their belts, UK luxury car brand Rolls-Royce saw a 171% increase in car sales globally, more than doubling its previous sales record set in 2008. With 2,711 cars sold in the 12 months to the end of December, up from 1002 cars in 2009, the Ghost, now accounting for about three out of every four cars sold by Rolls Royce, truly revived this luxury car brand.

Richard Meryn

The previous record for the most car sales was 1,212, set in 2008. Claiming US to be the single largest market, followed by China and the UK, Rolls Royce says all regions had strong sales growth in the 2010 calendar year, particularly Asia-Pacific, the US and the Middle East. Strong growth was also seen in India, Korea, Japan and Singapore

The Latest in Business

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February 2011

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The latest in Business

Jobs on leave again. Cook to be Apple's operating CEO Steve Jobs, 55, CEO, Apple Inc. has taken yet another medical leave of absence, the second time in the two years maintaining his CEO profile and leaving Tim Cook, the Chief Operating Officer of the company in charge during the leave.

received the special bonus and stocks of the company with a salary of $800,000. For the current Fiscal year, Cook’s salary will be $900, 000 due to additional responsibilities.

Timothy Cook, COO, Apple Inc. has received a compensation of $59.1 million for operating as the CEO during Steve Job’s six months long medical leave for a liver transplant. The “outstanding performance” was the reason he

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Aubrey Chang

In 2008. Steve Jobs named Cook and Peter Oppenheimer, CFO as the potential successors. CFO Oppenheimer was paid $29.8 million, compared with $1.4 million the year before. He received $28.4 million worth of stock awards, and his base salary stayed at about $700,000.

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Beefy Break-up. Wendy’s Ending it with Arby’s While the U.S economy heals slowly and offers by hungry private equity firms tempt an increasing number of restaurant operators to put up all or parts of their companies for sale, Wendy’s/Arby’s Group announced their plans to sell their struggling Arby’s roast beef sandwich chain to focus on the Wendy’s hamburger business.

Christy Gren

Undoing a 2008 deal engineered by billionaire investor Nelson Peltz, the prospective sale is likely to bring in $400 to $600 million, Oppenheimer analyst Matthew DiFrisco said in a client note. Wendy’s shares were up 8.7 percent to $4.86 in afternoon trade Thursday on the New York Stock Exchange, giving the combined company a market value of just over $2 billion.

The Latest in Business

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February 2011

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The latest in Business

Airbus seals India deal for 180 jets

Richard Meryn

European jet maker Airbus has won what it describes as a record deal to sell 180 aircraft to the Indian budget airline IndiGo.

abrupt end to industry speculation that Airbus was struggling to find orders for the fuel-efficient new model of aircraft, which it announced late last year.

The order, worth $15.6bn at advertised prices, includes 150 of Airbus’s new A320 NEO jets, an upgraded variant of its popular single aisle A320 jet, which dominates the skies along with the 737 family of planes built by US rival, Boeing.

The deal, which Airbus said was “the largest single firm order number for large jets in commercial aviation history� puts pressure on Boeing, which has been trying to decide whether to revamp its 737 jets with more fuel-efficient engines like Airbus, or develop an entirely new plane.

The move makes IndiGo the so-called launch customer for the NEO, putting an

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Ethanol’s new avatar to grow commercial Finally there’s some good news for Ethanol producers who have been facing a lot of criticism as blame comes in from the industry for driving up the price of corn. Cellulosic Ethanol – a new form of Ethanol that uses a variety of non-food sources as its feedstock – is becoming increasingly popular, with billionairebacked biofuels company Mascoma’s

Carrie Ann

announcement of cutting a deal with oil refiner Valero to back construction of a commercial scale cellulosic ethanol biorefinery in Michigan. As part of the deal, Valero has promised to invest up to $50 million in Mascoma and buy the fuel that the plant produces.

The Latest in Business

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In Focus this Month

“I’m Thin,

I’m In, Touch Me & I’ll Screen!” The who’s who of electronics,

including Hewlett-Packard Co, Microsoft Corp, Dell Inc, Motorola Inc., and Lenovo Group Ltd, among others, showed off their thin, touchscreen, multimedia devices at the Consumer Electronics Show in Las Vegas last week. Flooding the CES 2011 with touchscreen devices of an array of sizes, rivals seemed determined to prevent Apple Inc from dominating the tablet market the way it did with digital music players.

Any real ipad-killers? With the tablet segment expected to more than triple to 50 million units in 2011, this year may well produce a viable competitor to Apple’s iPad. CES 2011 however, only served to highlight the magnitude of the challenge these potential competitors face. www.industryleadersmagazine.com

February 2011

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Tablet Paradise at CES 2011 HOT HOT! Motorola Droid Xoom

Richard Meryn

Of the assortment of tablets on view at the CES, devices from Motorola and Research in Motion emerged as standouts. None, however, rose to iPad-killer status, analysts said. After Apple’s assertive move towards defining the tablet market, sacrificing its precious margin profile and pricing the iPad at $500, rivals are trying desperately to catch up. There is undoubtedly an opportunity for other tablets, particularly with different screen sizes and in the corporate market, where Apple has not traditionally been very successful. And the sheer ubiquity of tablets based on Google’s Android software makes up a chunk of the market that Apple cannot ignore.

While Apple is currently viewed by far as the dominant vendor of tablets, expecting competitors to stay too far behind would be very naïve. 21

February 2011

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In Focus this month

Sony Corp has already said it hopes to become the world’s second-largest vendor of tablet devices by 2012, while PaulHenri Ferrand, head of consumer marketing for Dell, said: “Apple can’t expect to have the tablet market to itself.”


In Focus this Month Going Android: Honeycomb 3.0

Going Android A host of manufacturers are producing tablets based on Android, which is free to license. Android tablets will face the added challenge of not only competing against the iPad, but also one another. "Android will be a key player in the tablet market but it will be hard for any single vendor to challenge Apple," said Gartner analyst Carolina Milanesi. Lenovo, LG Electronics and Asustek Computer were among the companies showing off Android tablets at CES. "The key to non-iPad market is a more robust version of Android," said Ujesh Desai, vice president of product marketing for Nvidia, whose fast, dualcore Tegra 2 chips power tablets from www.industryleadersmagazine.com

Dell and Toshiba. "With every update that they've come out with, it proves that they're getting better and better," he said. Microsoft's Windows software is cropping up on a few tablets, but it is not wellsuited for the devices. Kumu Puri, a senior executive with Accenture's consumer electronics practice, said vendors cannot ignore tablet demand from corporate customers. "If the traditional computer manufacturers aren't thinking about how this is going to affect their lineup for the enterprise, they might end up holding the bag," she said.

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Tablet Paradise at CES 2011 Tablets from RIM and Hewlett-Packard will be closely watched precisely because they do not use Android, and may be able to offer users an experience they cannot get elsewhere. RIM's 7-inch PlayBook tablet, set to launch in February or March, received

positive early reviews after the company offered hands-on demos at CES. HP is hosting an event in early February where it is expected to show off a tablet running on webOS software, which the company acquired when it bought Palm last year.

RIM's Playbook

In Focus this month

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February 2011

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The

WOW!

Porsche v/s Mercedes

Racing to be “THE” Hybrid Supercar?

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February 2011


! Quotient

Hybrid, Electric and Fuel Cell Technology were the buzz words at the 2011 Detroit Auto Show earlier this year, with car-makers unleashing a mind-boggling number of electric models and hybrids here on Monday in efforts to gain an edge in the emerging trend away from the internal combustion engine.

The stars so far? Porsche’s 918 RSR Hybrid and Mercedes-Benz SLS E-Cell Electric! Let’s look at what the two have to offer…

February 2011

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THE PORSCHE 918 RSR HYBRID The 918 RSR racecar is a modified version of the Spyder hybrid introduced with much gung-ho at this week's Detroit Auto Show, further fuelling the excitement and anticipation of

environment-savvy Porsche lovers who were left salivating last spring when the company announced plans of building a production version of the 918 plug-in hybrid Spyder supercar. Described as “Pure Performance� by Michael Mauer, Porsche's head of design

The WOW

! Quotient

pure

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performance in a statement, the 918 RSR features a V-8 engine, an ultra-impressive 767 horsepower, and a 36,000 rpm electric flywheel power generator that gathers kinetic energy from the vehicle's wheels and converts it to electricity. Once sufficient electricity is gathered, drivers can press a button to release it for acceleration. While the 918 Spyder is focused on both performance and fuel economy, the RSR comes across as the coupe version of the Spyder. The

“

Vehicles like the 918 RSR demonstrate that hybrids can still look like high-performance supercars.

“

Porsche 918 Spyder 4

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! Quotient The WOW

The E-cell promises that electric doesn't have to be boring.

vehicle is fuel efficient in the sense that racecar drivers have to make fewer pitstops than they might with less efficient vehicles, but chances are that everyday drivers won't spring for the RSR - it will cost somewhere in the range of $600,000.

Vehicles like the 918 RSR demonstrate that hybrids can still look like highperformance supercars, Mauer says. Automakers simply have to swap out combustion engines for hybrid engines, but the vehicles can still look the same.

MERCEDESBENZ SLS E-CELL ELECTRIC What then, does

Mercedes E-cell have to offer?

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"The E-cell promises that electric doesn't have to be boring," says Steve Cannon, VP of Marketing for MB-USA. Compared to other automakers at the Detroit Auto Show, including Porsche, Mercedes-Benz isn't putting all of its sustainable eggs in the hybrid and electric basket. Instead, the automaker is pumping research and development dollars into diesel, hybrid electric, and fuel cell technology, with 10 billon euros spent on alternative fuel train technology in the past year. "It's easy to parade out concept cars," says Steve Cannon, VP of Marketing for MB-USA, in an obvious reference to the slew of automakers who are showing off hybrid and electric concept cars at the auto show. But, he says, the E-cell and F-cell are real vehicles that customers can buy in the near future. The E-cell, which will go on sale in 2013, boasts 526 horsepower, 649 lb-ft of torque, four compact electric motors that each deliver 12,000 rpm and a 480 kW lithium-ion battery pack. The vehicle goes from zero to 60 mph in four seconds and will probably cost somewhere around $183,000, the price of the regular SLS AMG supercar. While Porsche’s head of Design, Mauer refused to divulge in the future of hybrid supercars as envisaged by Porsche, he's excited about the possibilities of tinier

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! Quotient The WOW www.industryleadersmagazine.com

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The Last Word on Hybrid Supercars hybrid engines. "As long as the space required for a hybrid engine is the same [as with a combustion engine], the proportions of the car won't change," he says. "Once it requires less space, we can think about a completely different layout."

As for Steve Cannon’s take on fuel cell technology, he admits there are a lot of things that need to happen before people embrace fuel cell vehicles - primarily, educational marketing initiatives like the around-the-world drive (not to mention the buildout of a hydrogen fueling infrastructure). In the short term, Mercedes-Benz is betting on hybrids to lead the pack - but the company wants to be ready when customers are ready to embrace new technology.

Mercedes Benz SLS AMG E-Cell

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Cover Story

Wouldnt you want to get your hands on a piece of

Facebook? Seemingly the hottest property on the planet at present, Facebook has been in the headlines over the last month (yes, again!) for its roller-coaster deal with Goldman Sachs. Goldman Sachs, the global investing giant, first invested $450 million in Facebook, in early January 2011, in a deal that valued the world's no.1 social networking company at $50 billion.

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It was then reported that the bank was looking to raise $1.5bn for Facebook through an exclusive share offer, known as a private placement, for the bank's top clients; a major coup for Goldman, which appeared to have found a way to get its clients in first. So what happened? Why was Goldman Sachs left red-faced having to scrap plans for its super-rich American clients to become special friends with Facebook? Lets look at how the whole shebang unfolded...

February 2011

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The Gold brick in Virtually Worth Gold

Web companies, this deal gave Zuckerberg’s Facebook a much higher valuation than established Internet giants such as Yahoo Inc and eBay Inc.

In early January, Goldman Sachs brought in the new year by teaming up with Digital Sky Technologies (DST), a Russian investment firm, for investing $500 million in Facebook, in a deal that valued the world’s leading no.1 virtual social networking company at $50 billion.

The Deal

Clearly representative of the increasingly high investment value attached by investors to the new breed of private

The deal brought in $450 million into the company from Goldman Sachs, while Digital Sky Technologies invested $50 million. The deal included a clause giving Goldman Sachs the right to sell up to $75 million of its stake to Digital Sky Technologies.

Striking Gold: Goldman Sachs CEO Lloyd Blankfien, Facebook founder Mark Zuckerberg www.industryleadersmagazine.com

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n Facebook's Wall With Digital Sky Technologies having previously invested $200 million in Facebook, with an estimated valuation of $10 billion during the late spring of 2009, this recent transaction effectively increased this stake fivefold, with the social network now valued at $50 billion.

Jeremy Liew, managing director at venture capital firm Lightspeed Venture Partners, which is not a Facebook investor, said that by raising money from private investors, Facebook would be able to reap many of the benefits that traditionally require undertaking an initial public offering without facing the It is still not clear added scrutiny of In May 2009, Facebook was whether Digital the public market. Sky’s recent $50 valued at $10 billion, last August “I don’t think it’s a million share in replacement for a at $27 billion and now at $50 Facebook shares public offering, I just billion. If General Electric, has anything to do think it’s a mechanism with 2010 revenue of around with the Russian for delaying it,” said c o m p a n y ’ s $150 billion, traded at a similar Liew. Among the key previous plan to benefits of raising multiple of revenue, it would be buy $100 million money privately is the worth $3.75 trillion instead of of the Facebook’s ability for early stock, as an addition to employees to cash out $200 billion. the 2009 investment. some of their stock holdings.

Investors Perspective

With an estimated half a billion users worldwide and believed by many as being set to become the next Google, Facebook, with investors clamoring to get a piece of the company, has shown little interest in floating shares to the public.

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So, when the $450 million deal between Goldman Sachs and Facebook was struck, the real speculation w Will Goldman Sach’s involvement with Facebook increase pressure for the company to have an initial public offering sooner than previously planned ?

February 2011

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Cover Story

With the Securities and Exchange Commission beginning to look into the trading of shares in private companies such as Facebook, the timing of this deal couldn’t be better.

In the summer of 2009, Facebook arranged for DST to purchase at least $100 million of common shares from its employees in addition to the $200 million that DST put into Facebook at a $10 billion valuation.


The Gold brick in Dream Come True This speculation was soon put to rest, when Goldman Sachs managed to squeeze even more water out of this stone by privately offering its high net-worth clients a stake in Mark Zuckerberg's tech juggernaut.

Facebook is now

considered to be worth more than Time Warner, DuPont and Goldman’s rival Morgan

Stanley.

As part of the deal, Goldman won from Facebook the right to offer an additional $1.5 billion of the company’s stock to its private-wealth clients. By creating a “special purpose vehicle” to sell the stock to its wealthy clients, Goldman was to then charge them a 4 percent initial fee plus 5 percent of any profits. Approached clients were reportedly told they would have to pay a minimum of $2m to invest and would be prohibited from selling their shares until 2013. The restrictions proved no barrier to the appetite of the bank's US clients. Goldman was flooded with requests for shares.

Facebook, the world's no. 1 social networking company has been valued at $50 billion www.industryleadersmagazine.com

February 2011


n Facebook's Wall Over $7 billion in orders poured in from foreign investors, or more than $4 for every $1 in shares being sold, according to people familiar with the situation. The intention behind the unique offering made by GS was two-fold : Goldman would get to offer clients a hot investment opportunity, while Facebook would be able to remain a private company.

No resetting of privacy settings: SEC

holders of record, the company is required to register with the SEC and file public disclosure statements. But the rules generally define the term "record holder" as the name displayed on the company's stock record, and not the beneficial owner of the stock. That means firms like Goldman Sachs can potentially skirt public disclosure rules through the use of a special investment vehicle. These funds can offer numerous investors the opportunity to buy stock, but the shares are all listed in the name of Goldman Sachs and only count as one shareholder of record.

As part of the deal, Goldman won from Facebook the right to offer an additional $1.5 billion of the company’s stock to its privatewealth clients.

Facebook had declared that at the end of 2010, it had fewer than 500 investors. SEC's contention was with whether the 'special purpose vehicle' set up by Goldman was skirting the rules for private company 39

Under U.S. securities law, if a company's private shares are held by more than 500

This latest announcement by Goldman is typical of the growing trend of a distinct blurring of public regulated markets and hands-off private markets, something

February 2011

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Cover Story

Unfortunately for Goldman, Facebook and the massive party this series of deals could've been for them and their investors, the Securities and Exchange Commission (SEC) was soon reported as examining whether disclosure rules for privately held firms need to be rewritten in the wake of recent deals giving investors access to stakes in internet and technology companies.

investments, which protect firms with fewer than 500 investors from having to make certain disclosures. Would Goldman count as a single investor in the case of its new investment vehicle, or would the individual investors with money tied up in the product be counted individually?


The Gold brick in the Securities and Exchange Commission seems to be growing increasingly concerned about. Given this, the SEC would need to determine if it can build an enforcement case cracking down on investors and companies potentially skirting the rules on the books, or whether it needs to clarify those rules itself.

"It would not strike me as unusual for the SEC to be thinking about it and having to come to grips with it, because of the public notoriety around this transaction," said Stanley Keller, a lawyer at Edwards Angell Palmer & Dodge in Boston. "When you combine this deal with the secondary market activity taking place, it makes it more problematic for Facebook avoiding crossing over the 500-holder threshold."

Some securities lawyers say the SEC could choose to intervene if it concludes Facebook intends to skirt disclosure rules.

Google, another fast-growing Internet company, had also avoided an IPO until trading activity in employee options drew

Goldman Sachs, Facebook's newest shareholder www.industryleadersmagazine.com

base image source: livetradingnews.com

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n Facebook's Wall the scrutiny of the SEC. Google went public in 2004.

The Answer: NO American Investors Foreign investors are not covered by the same rules and would still be able to participate in the Facebook offering. SO... While the deal was offered to the bank's offshore clients, the firm withdrew the opportunity from clients in the United States on Monday because of worries that the deal could run afoul of securities regulations.

This latest announcement by Goldman is typical of the growing trend of a distinct blurring of public regulated markets and hands-off According to reports, private markets, company officials decided that partners shouldn't something be allowed to take the Securities advantage of the offer since some of the firm's and Exchange clients were excluded. Commission seems to be growing All's Well that increasingly End's Well ? concerned about.

Considered a serious embarrassment for Goldman, which had marketed the investment to its wealthiest clients, including corporate magnates and directors of the nation’s largest companies, the offering was supposed to have been a triumph for the firm, which is trying to move past run-ins with regulators, 41

Could it have been that easy? Apparently SEC officials are examining whether the deal should be deemed a public offering, according to people familiar with the discussions, though the agency doesn't explicitly approve or reject private placements while they are being pitched to potential investors.

February 2011

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Cover Story

This, while reports specifically indicate that the exclusion of U.S. investors was not required or requested by any government agency.

including a $550 million settlement with the Securities and Exchange Commission last summer over a complex mortgage investment. Goldman officials, worried that the rumors left the securities firm potentially vulnerable to lawsuits and regulatory crackdowns unless U.S. investors were blocked from investing, also barred the firm's partners around the world from investing in Facebook.


The Gold brick in In the worst-case scenario, if the SEC deemed the private placement improper, it could try to force Goldman to buy back all the shares it sold, after the deal is completed. If the investment lost value, angry Goldman clients could claim that the swirl of attention meant that the way the shares were sold - in the so-called

...the deal was offered to Goldman's offshore clients, but the opportunity was withdrawn from clients in the United States on Monday because of worries that the deal could run afoul of securities regulations.

special-purpose vehicle essentially amounted to a public offering, exposing the firm to losses from lawsuits. If the SEC found the deal inappropriate, it could also require Facebook to begin reporting financial results in public filings immediately, a step that Facebook has indicated it would do by April 2012.

- Carl Castrogiovanni

Goldman Sachs CEO Lloyd Blankfien www.industryleadersmagazine.com

February 2011


n Facebook's Wall However, "They're still committed to doing the deal at the original size," said one Goldman client in the U.S. "It's a very hot deal," and now many investors feel "left out." How did Goldman take their own big embarassing public step-back ? By saying, they "regret the consequences of this decision, but we believe this is the most

prudent path to take." Non-U.S. clients are reportedly being told how many Facebook shares they will get and to pony up their money asap. Other terms of the deal remain unchanged, including the minimum investment of $2 million and a requirement that the Facebook shares be held until 2013.

Cover Story

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Number Crunchingly Good Encapsula-Tea-d… Competition in the Premium Tea Market BOILING hot.. Just as Nestle breathed relief earlier this month on winning a court battle to ban a look-alike rival product in its high-margin Nespresso business, it felt a massive jolt with news of a former Nestlé executive launching a new premium tea-making system in obvious competition with the Swiss food group’s own recently launched product, Special.T.

"Certainly Tpresso can become the Nespresso of tea, probably in even less time because people are now used to the idea of using machines and capsules," Favre was reported saying in an interview. "There are tens of millions of customers in China and four times that in the rest of the world," he said.

Favre, who launched Nespresso in 1986 and is chairman of Tpresso unveiled his product at an event in Beijing, China on Wednesday.

An estimated 1,200 billion cups of tea are drunk every year, compared with 800 billion cups of coffee, he added.

Care for some Tea? Tpresso for me! The increasing number of competitors entering the premium hot beverage market with their own systems has managed to keep the world’s largest Food & Beverages company, Nestle, on its toes. But this competition reached an absolute boiling point on Wednesday, as Eric Favre, Nespresso’s founding chief executive who has since gone independent, unveiled Tpresso, a capsule-based tea system, which he is confident will become “the Nespresso of tea”.

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Last September, Nestle launched a teamaking system, called Special.T in France and Switzerland, and the company told Dow Jones Newswires Wednesday that the first signs from the launch were promising, although it has yet to release specific figures. "We are now focused on building up the future of this product in these markets," said Nestle spokeswoman Nina Caren Backes. Favre, who is also chairman of Monodor, a private Swiss company which supplies coffee capsules and machines to retailers across Europe, said he is not concerned about competition from other brands such as Special.T.

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Eric favre's Tpresso

�

47

"Special.T is not the same product as Tpresso; it is not as premium. We have much better quality," Favre said. Favre has spent 18 years and CHF25 million developing his latest product, and worked with the Chinese Tea Board, the highest tea authority in the country, and Tea University in Shanghai. Acknowledging that it is impossible to keep other players out of the market, Favre said "What is more important is the know-how you are bringing to the product; the knowledge we have built up over several years gives us a great advantage,".

February 2011

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Food & Beverages Business News

“

Certainly Tpresso can become the Nespresso of tea, probably in even less time because people are now used to the idea of using machines and capsules...


Number Crunchingly Good Favre said the product would be aimed at young people who don't have time to brew tea the traditional way, and Tpresso will also emphasize the health benefits of tea. Tpresso will be sold to hotels, and luxury car dealerships as well as to businesses, restaurants and private households.

Tpresso’s Pressing Future

Tpresso is also looking for distribution partners to launch the product, with Germany and Saudi Arabia among the likely first markets outside Asia. With a price-tag of 5,0000 yuan (EUR635) for the tea making machine, special teapot and tea cups, and CHF1.5 to CHF3 per capsule, Favre stressed that it was a luxury product. He is hoping to sell up to 6 million capsules by the end of the first year.

The future of Premium Tea Tea in a Capsule

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Food & Beverages Business News

The first machines, which have been assembled in China, with technological parts made in Switzerland, Germany, France and Italy, will go on sale in China

in April. Later this year Tpresso will be launched in Korea, Japan and Hong Kong, before coming to Europe.


February 2011

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Destination Africa! Record $44 billion M & A deals over 2010.

They stood strong, survived and even thrived through the global financial crisis. Now, having set a record high of $44 billion worth of mergers and acquisitions across Sub-Saharan Africa for 2010, companies from these emerging market countries promise even better prospects for 2011. Currently, the population of Africa stands at over a billion. Estimates expect this to double by 2050. Is this the primary reason for an increasing number of overseas groups and banks targeting Africa’s fast-growing economies? Probably. Is it likely that with such a high growth rate expected, investors and analysts who expect the pace of deals to pick up exponentially in this region might be wrong? Almost certainly not.

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February 2011


M & A Highlights this month

February 2011

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Destination Africa! Serious Contenders in the China’s Catch Race to the Top As discussed in the Some of Africa’s frontier economies already boast growth rates of 7% or more. To get some perspective on what this means in comparison with global growth rates, America’s growth rate for 2010 was 2.6%, while that of the United Kingdom was 0.7%. A 7% growth rate figures third only to two of the BRIC countries – India, whose growth rate is 8.9% and China of course with a growth rate of 9.6%. So what does a 7% growth rate mean? A LOT.

IMF’s Regional Economic Outlook for sub-Saharan Africa in October 2010, African trade is already shifting toward the dynamic emerging markets, notably China. Trade between China and Africa has been expanding rapidly, growing by an average of 30 percent a year over the past decade, and exceeding $100 billion in 2010. So while China is likely to continue showing a strong demand for goods that Africa can supply, and for opportunities to invest directly in Africa over the next few

Some of Africa’s frontier economies already boast growth rates of 7% or more. To get some perspective on what this means in comparison with global growth rates, America’s growth rate for 2010 was 2.6%, while that of the United Kingdom was 0.7%. A 7% growth rate figures third only to two of the BRIC countries – India, whose growth rate is 8.9% and China of course with a growth rate of 9.6%. 52


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February 2011

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Destination Africa! few years, for Africa, the key priorities will be negotiating fair and durable deals with big multinational firms and making the best use of the revenue windfalls, especially when the resources are nonrenewable.

Forces to be Reckoned With

South Africa, the continent’s largest economy, and India were the most acquisitive nations last year. South Africa was also the most targeted country with many overseas companies seeing it as a gateway into the region. Major equity market deals included miner African Barrick Gold’s London IPO of nearly $900-million, while the top debt-market issue was a South African sovereign of nearly $2-billion.

2011 M & A Predictions for Africa Adrian Saville, chief investment officer at South Africa’s Cannon Asset Managers said in a statement that Africa would draw more interest from companies in developed economies, many of which were struggling with slow growth prospects. “In the immediate future most deals would probably continue to focus on industries that targeted rising consumer spending, such as telecoms and financial services”, Saville said. Banking analyst Johann Scholtz of Afrifocus Securities echoing Saville’s optimisim, said “In sub-Saharan Africa you’ve got much faster economic growth, and not just faster economic growth, but growth that looks sustainable”.

JP Morgan Chase edged past rival Morgan Stanley to take the top spot for overall investment banking fees, raking in $21.4-million in the region, thanks to participation in Walmart’s bid for South 55

February 2011

www.industryleadersmagazine.com

M & A Highlights this month

The biggest M&A deal in Sub-Saharan Africa was Indian telecoms group Bharti Airtel’s $10.7-billion acquisition of the African assets of Kuwait’s Zain. Coming in second, Japan’s Nippon Telegraph and Telephone paid about $3-billion for South African IT firm Dimension Data with the fixed-line operator looking for opportunities beyond its shrinking domestic market.

Africa’s Massmart as well big equity and debt issuances. Morgan Stanley won the top spot for equity market fees, while Citigroup was the leader in debt markets. France’s BNP Paribas took home the top spot for syndicated loan fees. The chief executives of Citigroup and JP Morgan recently visited the continent to emphasise their interest in winning African deals.


Making News

Flat-Pack This. IKEA unfolds its potential in China and Israel.

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Manufacturing Business News “affordable solutions for better living”? Seems like just the thing the Chinese and Israelis have been waiting for! The Swedish furniture retailer, Ikea, a brand that has become immensely popular globally as a result of its functional-yetstylish designs, saw an almost 8%c rise in sales last year, driven by surging sales in China.

IKEA's Flat-Pack Solutions

With the introduction of Ikea’s revolutionary Flat-Pack solutions in China, group net profits for the company increased by 6.1% to €2.7bn (£2.3bn) over the 12 months to August 31, compared with the previous year. Sales rose by 7.7% to €23.1bn.

The Chinese Market Now boasting eight stores across China, Mikael Ohlsson, chief executive of the Swedish retailer, has said that Ikea will further expand in China at the rate of one or two stores a year. "The potential in China is enormous but there is no rush," he said in a statement.

With the introduction of Ikea’s revolutionary Flat-Pack solutions in China, group net profits for the company increased by 6.1% to €2.7bn (£2.3bn)

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February 2011

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Making News

Flat-Pack This. IKEA unfol

IKEA's popularity across Europe is estimated to be so high that one in 10 babies is estimated to being conceived in an Ikea bed! Vice-president and chief finance officer of Ikea, Søren Hansen reaffirmed the fact that "strongest increase" in sales last year came from China, followed by Russia and Portugal.

Tapping the Middle-East Potential Resonant of its success in China, IKEA Israel, announced a 40% increase in 2010 sales from NIS 496 million in 2009 to NIS 678 million, with furniture sales accounting for 65% of the total and sales of accessories for the rest. www.industryleadersmagazine.com

In a statement, IKEA Israel CEO Shlomi Gabbai said, "The growth in sales in 2010 was in all areas of activity, most prominently in kitchens and dining rooms with 56% growth. Mattress sales rose 53%, sales at the children's department rose 48%, and textiles sales rose 50%. Sales by the business department, which specializes in sales to businesses, and has been operating for four years, also rose 10% in 2010, compared with 2009."

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lds its potential in China and Israel.

its popularity across Europe is estimated to be so high that one in 10 babies is estimated to being conceived in an Ikea bed! Around 79% of Ikea sales still come from Europe, 15% from America and 6% from Asia and Australia.

He said that the main part of the company's profit was "re-invested in existing and 12 new stores" in order to become "even more inspiring and accessible".

Ikea’s Global SelfAssembly Empire Having started off in Sweden, expanding to the regions of Western Europe, America, Australia and recently to China, Russia, Portugal and the Middle East, Ikea has a total of 280 stores in 26 countries. A recent report revealed that almost 10% of the money spent on furniture globally now goes to Ikea, and that a third of us buy something from the chain every year. And if that’s not mind-boggling enough, 59

"In times like this, even more people appreciate value for money in terms of good design and functional home furnishing products at affordable prices and we are committed to continuing that journey," he said.

February 2011

www.industryleadersmagazine.com

Manufacturing Business News

Referring to the company's results for the year to last August, Mr Ohlsson, said: "Full year 2010 was a good year financially for us – sales grew despite tough market conditions in many countries. Profits give us the resources to grow and reach more people on existing and new markets as well as lowering prices."


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February 2011


February 2011

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Statkraft S

tatkraft is Europe's leader in renewable energy. The group develops and generates hydropower, wind power, gas power and district heating, and is a major player on the European energy exchanges.

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A European Leader in Renewable Energy

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Statkraft An Exceptionally When Christian Rynning-Tønnesen was appointed CEO of Statkraft, he spoke of the challenges involved in running a business like Statkraft's saying “I know the energy industry both as a participant and from the sideline, and I regard this position as an exceptionally interesting challenge. The world needs more renewable energy, and at the same time the existing industry structures must be developed and adapted to new framework conditions.” Christian RynningTønnesen was President and CEO of Norske Skog since the summer of 2006, following his recruitment as CFO at the beginning of 2005. Rynning-Tønnesen has previously held senior positions in Statkraft’s top management for 11 years, before which he worked for McKinsey and Esso Norge.

Statkraft and hydropower Statkraft produces around 50 TWh of hydropower any typical year. The Group operates 149 hydropower plants in Norway, 58 in Sweden, 11 in Germany, 4 in Finland and 3 in Wales.

The world needs more renewable energy, and at the same time the existing industry structures must be developed and adapted to new framework conditions

“It was important for the board to find a new CEO with extensive knowledge and experience from the energy industry and international business. Rynning-Tønnesen has a proven ability to generate good results, and we are pleased that he will join Statkraft as our CEO,” said Chairman www.industryleadersmagazine.com

of the Board, Arvid Grundekjøn on the appointment of Rynning-Tønnesen as Statkraft's CEO.

With ambitions for further European growth in France and Southeast-Europe, Statkraft is also developing and operating hydropower capacity in emerging markets outside Europe through its subsidiary SN Power. The company is active in countries such as Peru, Chile, India, Nepal, Sri Lanka and the Philippines.

Norwegian hydropower Norway is blessed by natural resources and a geography which enables the building of environment-friendly hydropower stations. A typical hydropower project in Norway has a reservoir located high-

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y interesting challenge up in a remote mountain area which often benefits from a glacier as second level storage facility. The melting water is then usually either directed through tunnels into underground plants which have an outlet direct into a fjord, or into a river system where several run-ofriver power plants located in a cascade optimize the use of the water and allow keeping other rivers in pristine condition. In the context of meeting the effects of climate change, hydropower with storage capacity will even be more useful, as the reservoirs will be an important tool to mitigate floods and droughts while generating clean, renewable and affordable energy. Close to 50 percent of the reservoir capacity in Europe is located in Norway In 1997, Statkraft decided to include wind power as part of the company’s 65

February 2011

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Statkraft

and wind power

portfolio and started project development. Norway’s King Harald opened Statkraft’s and Norway’s first large wind farm, Smøla I, with 20 wind turbines, in 2002. The Hitra Wind Farm, with a total installed capacity of 55 MW, was opened in October 2004. When the second phase of the Smøla Wind Farm facility was completed in the autumn of 2005, the wind farm became for some years Europe’s largest land-based wind farm.

Sweden. Of these, Em Wind Farm (9.2 MW) is currently under construction. In August 2008 Statkraft and Agder Energi also got together and established a common wind power company called SAE Vind DA which will handle all new onshore wind power projects in Norway.

Statkraft operates 149 hydropower plants in Norway, 58 in Sweden, 11 in Germany, 4 in Finland and 3 in Wales.

In the spring of 2006, Statkraft opened an office in London to pursue the development targets for wind power in the UK. Kjøllefjord Wind Farm opened in October 2006, with a total installed capacity of 39 MW. In March 2007, Statkraft was given the licence to build a wind farm in Wales. The following years Statkraft received several licences in England and Scotland in co-operation with different partners. In September 2007 Statkraft and Swedish company SCA established a common wind power company which is developing six wind power projects in Sweden. In addition, Statkraft and Södra have established a company to develop wind power projects in the south of www.industryleadersmagazine.com

In April 2009 Statkraft and Statoil joined forces to build the 317 MW Sheringham Shoal Offshore Wind Farm off the coast of Norfolk, England.

Statkraft, Statoil, SSP and RWE established the Forewind consortium in December 2009, which was awarded the licence to develop offshore wind power at Dogger Bank in the North Sea, with a potential of 9-13 GW. In November 2009 Statkraft opened Alltwalis Wind Farm in Wales. The company Naturkraft was established in 1994 for building a gas-fired power plant at Kårstø in Norway. Initially owned by Statkraft, Statoil and Norsk Hydro, Naturkraft received its first license to build and operate a gas-fired power plant in Norway in 1998. In 2005 the board of Naturkraft (in which Statkraft has a 50 per cent stake) decided to go ahead with the

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Statkraft

and gas power

construction of Norway’s first commercial onshore gas-fired power plant at Kårstø in Rogaland. Statkraft signed a cooperation agreement with the German energy company Mark-E for the construction of a 400 MW gas-fired power plant in Herdecke, south of Dortmund in Germany, while also deciding to build and operate a modern 800 MW gas-fired power plant in Knapsack, near Cologne in Germany. In the autumn of 2007, production started at the Kårstø, Herdecke and Knapsack power plants. On 1 January 2009 Statkraft took over the German gasfired power plants Robert Frank and Emden as part of the swap with E.ON AG.

will represent a direct alternative to coal power. The flexibility of modern gas-fired power plants also contribute to balancing the European power market as new, non-adjustable renewables like wind power and solar energy are being built at a high pace. Statkraft is a significant player in the gas power field in Germany and now controls one fifth of the flexible gas-fired power capacity in Germany, totaling 1900 MW.

Knapsack CCPP has an installed effect of 800 MW and is 100 % owned by Statkraft, while Herdecke CCPP has a capacity of 400 MW and is owned 50% by Statkraft and German Mark-E.

The power plants have a total installed capacity of 939 MW. In Norway, inland gas-fired power generation will reduce the demand for imports of electricity generated by coal-fired power plants during periods of peak demand, while the European gas-fired power plants www.industryleadersmagazine.com

In addition to the two gasfired power plants Robert Frank and Emden, which Statkraft took over 1 January 2009, its current portfolio also includes the two new and modern gas-fired power plants Knapsack and Herdecke, both of which were put into operation in autumn 2007, and built with the best technology available in terms of energy efficiency, safety and environmental impact. Knapsack CCPP has an installed effect of 800 MW and is 100 per% by Statkraft, while Herdecke CCPP has a capacity of 400 MW and is owned 50% each by Statkraft and German Mark-E. In Norway, Statkraft owns 50 per cent of Naturkraft AS, together with StatoilHydro.

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The company owns and operates the gas-fired power plant at Kårstø, in the southwest of Norway. The power plant, put into operation in autumn 2007, has a capacity of 420 MW, and is the first of its kind in Europe with a Selective Catalytic Reduction (SCR) system for emissions of nitrogen oxides (NOx). This reduces emissions to less than 5 PPM. In addition, the plant is being prepared for

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subsequent installation of carbon capture and storage technology.

Statkraft has constructed the world’s first osmotic power prototype Statkraft put the first osmotic power prototype plant in operation in November

February 2011

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Statkraft

the world's first osmotic power prototype

2009, at Tofte outside Oslo. The main objective here has been to verify the technical feasibility of the concept, as well as increase the understanding of the environmental impacts of such a project. In particular, the prototype will be used for testing and improving individual components such as the membrane, and also for system optimization. Last, but not least, the prototype will be a meeting place for all stakeholders in the development of osmotic power, such as research, industry and governmental representatives.

Other equipment includes pipes, valves and pumps for transport of water, turbine, pressure exchangers, water purification and membrane cleaning systems.

More efficient membranes is a key development area. The membrane initially used has a capacity of less than 1 watt per square meter – the target is 5 watt.

The prototype plant is located in an industrial area with ample supply of both freshwater and seawater. The water is fed into the plant through pipes, via filters that remove humus and particles that may clog the membranes.

Developing More efficient membranes is a key growth area. Membranes initially used had a capacity of less than 1 watt per square meter – the target is 5 watt. The prototype is dimensioned for 10 kW and is expected to be in operation for 2-3 years. Following continuous improvements and upgradation of the prototype, the next phase will be a pilot plant of 1-2 MW. Statkraft aims to start building a full-scale osmotic power plant by 2015

The membrane system is the core of the plant. The membrane is made from polymers and is coiled up inside pressure vessels. The prototype has approximately 2,000 m2 membrane installed.

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Caterpi www.industryleadersmagazine.com

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"Ear


illar

rthmoving solutions for today's challenges" February 2011

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February 2011


Caterpillar "Earthmoving solutions for today's challenges."

F

or more than 85 years, Caterpillar has been building the world’s infrastructure and, in partnership with their network of Cat dealers worldwide, has helped drive positive and sustainable change on every continent. They are a global company, with hundreds of locations worldwide to serve and support their customer base, and respond quickly to their needs. Caterpillar is the largest vertically integrated engine and machine manufacturer in their business and as such, have design control over every part, component and system that goes into their products. As a result, their engineers can put all the pieces together in the best possible way developing and validating fully integrated designs. They turn those designs into fully integrated products - optimized for the many applications in which their customers work. And ultimately, those products can be integrated at the jobsite level too - with technologies and systems that improve efficiency and

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profitability, while reducing environmental impact. The ability to integrate components, systems, products and entire fleets gives Caterpillar the huge advantage that translates into maximum value for their customers.

QUALITY

Quality improvement is at the core of everything they do at Caterpillar. It's their fundamental responsibility as a manufacturer to deliver machines and engines that are reliable and durable ready to work safely and productively - from the time they arrive on a customer job site until their useful lives are over.

Quality improvement is at the core of everything they do at Caterpillar. It's their fundamental responsibility as a manufacturer to deliver machines and engines that are reliable and durable... February 2011

So how do they "build" quality into their products? By completing an unprecedented level of validation work for Tier 4 Interim designs; making a major investment in proactive reliability analysis tools that allow them to predict and prevent failure; by using integrated analysis and testing processes to reduce development time

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Caterpillar "Earthmoving solutions for today's challenges."

and costs to improve quality at first production and by building a new global product development facility that represents the latest in testing restheirces and testing their solutions in aggressive field follow programs. They're also applying an advanced product quality planning process to prepare for quality manufacturing and support.

MANUFACTURING EXCELLENCE

Caterpillar is applying the principles of Cat Production System (CPS) across the global manufacturing base. The goal is one production process worldwide. They're deploying best practices, standard processes and cultural changes to improve safety, quality, velocity and cost. CPS permits them to build products more efficiently and meet delivery dates more consistently. It allows them to be more responsive from the time an order is placed until the product is delivered. They're applying the principles of CPS across the entire supply chain, with the goal of producing even higher quality products - faster and more efficiently. The transformation of their global manufacturing base just happens to coincide with the introduction of Tier 4 www.industryleadersmagazine.com

Interim/Stage IIIB products. So as these new machines get shipped, they'll be in a great position to meet expectations for quality, delivery time and value. As the next generation in a fleet of increasingly sustainable product offerings, Cat Tier 4 Interim/Stage IIIB machines will deliver high productivity, reliable performance, low operating costs and the same long life to overhaul as their predecessor models. In addition, engine fuel efficiency is expected to be improved by up to 5 percent, and NOx and PM emissions will be reduced by 50 percent and 90 percent respectively

How will Tier 4 Interim/ Stage IIIB machines compare to their predecessors? Cat Tier 4 Interim/Stage IIIB engines feature many of the same rugged structures and reliable components proven on their Tier 3/Stage IIIA models. Existing technologies have been made more advanced with the addition of new ones to achieve the next level of emissions reduction. Caterpillar has stated they are confident that by building a new design

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Douglas R. Oberhelman, CEO Caterpillar February 2011

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Caterpillar "Earthmoving solutions for today's challenges."

on a proven platform and leveraging common components across the engine line, they can meet new standards and deliver reliable performance, long life, excellent fuel efficiency and low operating costs customers expect from Caterpillar As a sustainability leader and the largest vertically integrated manufacturer in the business, Caterpillar brings tremendous resources and capabilities to this new product program, having invested in the very latest simulation and analysis tools, funded the most aggressive testing and validation program in Caterpillar history and having launched a major initiative to improve manufacturing excellence around the world. Finally, their Dealer organization, considered the best in the world, is wellprepared to help Cat customers get the highest possible return on their equipment investment.

“

chief executive officer of Caterpillar Inc. in Peoria, Ill joined Caterpillar in 1975 and has held a variety of positions including senior finance representative based in South America for Caterpillar Americas Co; region finance manager and district manager for the company's North American Commercial Division; and managing director and vice general manager for strategic planning at Caterpillar Japan Ltd. (CJL) - Tokyo, Japan. Oberhelman was elected in 1995, to serve as Caterpillar's chief financial officer with administrative responsibility for the corporation's a c c o u n t i n g , information services, tax, treasury, investor relations and marketing support services areas from 1995 to November 1998.

...seeing Caterpillar’s products being put to use is more instructive than sitting in boardrooms. It reminds people that customers come first

Riding the caterpillar

Douglas R. Oberhelman, chairman and www.industryleadersmagazine.com

“

In 1998, he became vice president with responsibility for the Engine Products Division, including the market development, strategic planning,

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supplier management, electric power generation and worldwide marketing and administration for Caterpillar's engine business.

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Mr Oberhelman, who officially took over at the start of July, believes seeing Caterpillar’s products being put to use is more instructive than sitting in boardrooms. It reminds people that customers come first, he says.

February 2011

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Kenco

Logistic Ser

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rvices. The Right Way.

Kenco is one of the nation’s leading thirdparty logistics providers (3PL) managing over 100 facilities and 25 million square feet of warehouse space across North America. With core competencies including logistic services, transportation, real estate management and material handling equipment, the Kenco family of companies includes Kenco Logistic Services, Kenco Transportation, Kenco Toyota-Lift, Kenco Management Services, and JDK Real Estate. Kenco currently provides logistic services for many industry-leading, Fortune 100 companies such as Whirlpool, GlaxoSmithKline, Cummins, and General Mills. Kenco specializes in facilities and services for the pharmaceutical, automotive, food, textile, and appliance industries. In 1950, Kenco began with only one 100,000 square-foot facility in Chattanooga, TN. That single warehouse had only two employees: Founders, Jim Kennedy, Jr. and Sam Smartt. Today, over 60 years later, Kenco has become one of America's leading third-party logistics providers (3PL). That single warehouse has grown to over 100 facilities and more than 25 million square feet of warehouse space in 30 states and Canada.

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Kenco The Supply Chain Sustainability Project

The definition of sustainability is evolving. For many firms and organizations, sustainability refers primarily to environmental stewardship. For other groups, sustainability seems to primarily mean actions related to social responsibility. Many of the folks who have worked on the concept of sustainability in the past, have avoided much focus on the financial portion of sustainability and concentrated on the environment and social responsibility. For this project, we are focusing on how supply chains, and the firms that make up those supply chains, can be long lasting.

lower CO2 emissions from our established baseline. Other tools being developed for this initiative include a site sustainability audit and a library of sustainability best practices. Kenco Logistic Services LLC (KLS), has been recognized by INVISTA for reaching an unprecedented warehouse safety milestone.

Safety is our first priority for the people involved in our operations, but it is also important for greater efficiency, productivity, and profitability.

Kenco is exploring alternatives for measuring the carbon (CO2) footprint of our sites. Leveraging the same disciplines used to drive cost and waste out of our operations, Kenco aims to www.industryleadersmagazine.com

Logisti

As of September 13, 2010, INVISTA’s 690,000-square-foot Chattanooga operation managed by KLS had no loss-of-time accidents in 33 years, a significant milestone in the logistics and distribution industry. 

 INVISTA also represents one of the longest-standing customers of KLS, which has been managing logistics operations for the Chattanooga warehouse for more than 40 years.

KLS manages three other INVISTA warehouse facilities, all with excellent safety records, including those in Seaford, Del. (23 years with no loss-oftime accidents), Lyndhurst, Va. (23 years) and Lugoff, S.C. (six years).



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ic Services One of the world’s largest integrated producers of polymers and fibers, primarily for nylon, spandex and polyester applications, INVISTA’s leading trademarks include LYCRA® fiber, STAINMASTER® carpet, ANTRON® carpet fiber and COOLMAX® fabric, among others. The company is a wholly-owned and independently-managed subsidiary of Koch Industries, Inc., one of the nation’s largest privately-owned companies, based in Wichita, Kan., and represented in nearly 60 countries. “We are proud of this long-term achievement with Kenco, which has played a key role in helping us achieve such a remarkable milestone,” said Lane Baker, INVISTA’s manager, distribution services, North American region. “Safety is our first priority for the people involved in our operations, but it is also important for greater efficiency, productivity, and profitability.”

“Many of the best practices we’ve learned with INVISTA about working safely have been applied across the Kenco national network,” said Greg Johnson, KLS general manager of INVISTA’s Chattanooga warehouse facility. “Placing a high value on safety is part of our culture, for the benefit of INVISTA and all our customers.” KLS provides a full range of warehousing services to INVISTA, including storage, inventory fulfillment, repacking, shuttling between plant and warehouse, and spotting trailers. The KLS-managed facilities utilized by INVISTA total 2,311,000 square feet.

Kenco Logistic Services LLC (KLS), one of the most respected names in the third-party logistics industry, has been recognized by INVISTA for reaching an unprecedented warehouse safety milestone.

Sequencing Kanban

and

Sequencing is becoming an integral part of today’s manufacturing world. In this type of operation accuracy is more than important, it’s vital. Kenco Logistic Services can deliver parts to manufacturing operations just in time, and in proper build sequence, as requested by our customer.

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Kenco Kenco Logistic Services manages a sequencing operation that provides onsite plant support for Komatsu America, a major manufacturer in the construction equipment industry. Parts are picked up in the proper sequence, loaded onto shipping racks and delivered to the assembly line in the required order. Sequencing can provide customers with different benefits like maximizing manufacturing floor space, reduced inventory levels, increased productivity and flexibility and more‌ In addition to sequencing, Kenco Logistic Services is also utilizing kanban systems at some of its operations. One of our most extensive kanban pull systems is operated for Carpenter Technology, a major manufacturer of aerospace fasteners. This program requires us to follow ISO, AS9000, and various material verification and identification processes. Kenco Transportation has expanded its service offerings by purchasing the well-established freight management and brokerage company Chattanooga Freight Bureau. Effective March 1, the newly formed Kenco Transportation Management d.b.a. Chattanooga Freight Bureau provides a comprehensive range of freight management services to help customers lower freight costs, maintain a www.industryleadersmagazine.com

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Kenco

Logistic Services

high standard of operation and increase profitability. The Chattanooga Freight Bureau (CFB) was established by area manufacturers in 1904, as a transportation services cooperative. CFB’s creation served to satisfy the manufacturing community’s need for an advocate to lower rail freight rates. With the advent of motor carriage, the organization expanded to include a transportation department that handled all freight issues. In 1959, this group formed a corporation for such services and has been operating ever since as the Chattanooga Freight Bureau.

Transportation Vice President Bill Mitchell. “The level of integrity, professionalism and industry expertise was a perfect fit.” In addition to providing full-scale transportation services, Kenco Transportation Management d.b.a. Chattanooga Freight Bureau will be able to offer the following services: comprehensive freight management services, freight negotiations, loss and damage claim administration, pre-audit and payment of freight invoices, post-audit recovery, transportation brokerage and regulatory services.

Chattanooga Freight Bureau provides a comprehensive range of freight management services to help customers lower freight costs, maintain a high standard of operation and increase profitability.

Turney Thompson, who came aboard in 1978, purchased the Chattanooga Freight Bureau in 1997, and will continue to serve as President under the new Kenco-owned corporation. “This partnership between Kenco Transportation and the Chattanooga Freight Bureau was a natural progression in a long-standing, mutually beneficial relationship,” said Kenco www.industryleadersmagazine.com

February 2011

“Now, more than ever, we can provide real valueadded freight solutions to benefit our customers and their bottom lines,” said Mitchell. With these expanded, complementary services, Mitchell said the merger has already opened some doors of opportunity within Kenco Transportation’s existing customer base.

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Kenco

Logistic Services

“With our long-standing history together, mutual respect and similar cultures, the partnership between Kenco and CFB was a natural fit,” echoed Thompson. “It’s a real win-win for the customer.” According to Thompson, CFB has helped reduce its customers’ freight expenditures by more than $20 million since 1959, saving customers on average 10-15% through its freight management services. In addition, it has returned $1.7 million in loss and claims refunds to its clients. With an everincreasing demand for greater efficiency and cost-savings, CFB established a brokerage division in 1982. This division has doubled in size the past four years.

we should be able to help more businesses, on a national scale, better protect their bottom line.” Given Kenco's leading service provision in 3PL, Gary L.Mayfield, Kenco's CEO was elected as the Chairman of the International Warehouse Logistics Association (IWLA) “I am honored and delighted to have been selected to lead this great organization for the next year,” Mayfield said on being appointed Chairman on IWLA. He brings strong experience to IWLA. Since joining Kenco as CEO in 1999, the company has experienced doubledigit growth and is now one of the largest familyowned and privatelyheld third-party logistic solutions in the United States.

CFB has helped reduce its customers’ freight expenditures by more than $20 million since 1959, saving customers on average 10-15% through its freight management services. In addition, it has returned $1.7 million in loss and claims refunds to its clients.

“ P r o v i d i n g cost-effective transportation solutions has always been the driving goal of Kenco Transportation,” said Mitchell. “Through Kenco’s vast network and these enhanced freight management services, www.industryleadersmagazine.com

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February 2011


Building

Smarter Cities

Housing Crisis? Prefabricated, Recycled Plastic could be the answer!

February 2011

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Smarter Cities

To alleviate the 80,000 units per annum estimated housing shortage in the U.K, the Royal Institution of Chartered Surveyors (RICS) has identified the return of prefab as the most suitable solution!

properties made out of recycled plastic hold the key to solving the UK's housing shortage, says the report which was commissioned by RICS towards finding an appropriate solution to the housing undersupply problem.

Team that with making these new prefab homes out of recycled plastic, and bingo! How many birds with one stone, do you say ?

Green, sustainable building practices are being globally identified as critical for all future building solutions. The use of offsite modular construction and recycled materials, while helping fulfill the housing shortage, will also provide a much-needed boost to the housing construction industry in new different directions.

The RICS said that using low-cost housing solutions would not only help ease the current housing shortage, but would also ensure that affordable housing was more readily available for first-time buyers and local authorities. Flatpack homes which cost as little as £20,000 and

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The cheap housing method Prefabricated houses got a bad name for shoddy design and poor construction after they were churned out by the thousands to solve the post-war housing crisis. However, the contemporary versions of prefab housing - dubbed “modular” homes – as envisaged by the RICS, while still being low-cost, with prices starting at £20,000, would boast state-of-the-art design and impressive "green" credentials. There

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Flat-pack homes which cost as little as £20,000 and properties made out of recycled plastic hold the key to solving the UK's housing shortage

February 2011

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Smarter Cities

“

It is very likely to see, again in the future, the coupling and de-coupling of housebuilding and manufacturing, as has appeared previously in history.

would also be provisions for additional modules to be purchased and slotted on as families require more space. Author of the RICS paper, Dr Chris Goodier, of Loughborough University, said: "The need for more new homes in the UK has never been more critical than it is today. While there is no quick fix to the problem, it is important that the Government

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“

and industry consider more innovative solutions to development. Without them, problems such as overcrowding, under-supply and unaffordable housing seem set to continue." He added: "UK housebuilding has long been associated with expensive, time-consuming methods and can mean that environmental standards are difficult to maintain. More innovative, modern off-site and modular designs are not only extremely cost-effective but can be constructed with ease in a very short period of time."

February 2011


Smarter Homes, Smarter Cities?

The report suggested that builders start making increased use of these selfcontained properties with kitchens and bathrooms, which would be made off-site and then transported to their location. According to the RICS, first-time buyers and local authorities would be able to benefit from this approach, as it would provide low-cost alternatives to address the national housing shortage.

The writers of the RICS report say that while they do not foresee a massive change in the immediate future as regards the dominant nature of new homes constructed by private housebuilders in the UK, the structure of the industry is likely to become more diverse, with more specialist firms on sustainability, zero carbon and innovative renewable technologies. “It is very likely to see, again in the future, the coupling and de-coupling of housebuilding and manufacturing, as has appeared previously in history� says the report. One of the key solutions offered by the report involves constructing these properties from 18 tonnes recycled plastic that would otherwise end up in landfill.

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Smarter Cities

If this solution can be realized in practice and perfected, it would definitely open up a whole new arena of “homebuilding from scrap” ! The recycled plastic proposed for building these homes is called Thermo Poly Rock, a new material created out of recycled plastics and minerals that could otherwise have been consigned to landfill.

One of the key solutions offered by the report involves constructing new homes from 18 tonnes of recycled plastic called

Thermo Poly Rock that would otherwise end up in landfill.

The RICS report said that many major mortgage lenders were now prepared to lend against such pre-fab structures, resolving one of the previous problems with the homes.

So what’s the catch? Doesn’t there have to be one?

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While these proposed modular homes could be constructed within 12 weeks and cost as little as £20,000, the RICS report also mentioned that people would also need to buy a plot of land for them to go on.

always

In the UK, availability of land (and water) in the right place in the right quantity to put these on is relatively scarce. Immediate repercussion of putting in practice the proposed cheaphousing model? Instead of property prices dropping, the price of land will most likely go up.

After all, it is not the cost of the land, construction, placing the utilities and roads etc that drives the price of a UK house. Or even availability of finance. The main driver is ‘how much is a Brit prepared to buy or sell a property for?’. So what kind of profits would the developer be looking at when they have the possibility of building for cheap? Given that the bigger the gap between cost and market price the happier the developer is...

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Cam

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February 2011


mpari The famous

The Campari Group was founded in 1860 with the founding of its flagship brand, Campari, the famous aperitif red. Through the years, the brand has established itself internationally thanks to the growth of its worldwide distribution. As a result of industry consolidation in the '90s, the Campari Group has decided to grow internationally through acquisitions. In recent years, the Campari Group has grown not only in terms of strategic acquisitions and distribution agreements, which have facilitated organic growth and external lines, but also in terms of extent of penetration in different markets and product segments. The Campari Group is one of the most important in the beverage sector worldwide. With a presence in 190 countries with leadership in the Italian and Brazilian markets and leading positions in the U.S., Germany and Switzerland, the group boasts a portfolio that spans more than 40 brands, divided into three segments: spirits, wines and soft drinks. In the spirit segment, stand out internationally renowned brands such as Campari, SKYY Vodka, Wild Turkey 99

aperitif red

and Cynar. They're also leaders in local markets such as Aperol, Cabo Wabo, CampariSoda, GlenGrant, Ouzo 12, Zedda Piras, X-Rated and the Brazilian Dreher, Old Eight and Drury's. In the wine segment they have Cinzano, known world-wide along with Liebfraumilch, Mondoro, Riccadonna, Sella & Mosca and Teruzzi & Puthod. In the soft drink, standing out in the Italian market is Crodino Lemonsoda, and its line extension. The production of the Campari Group is focused on thirteen plants : four in Italy, one in France, one in Greece, one in Scotland, one in Ukraine, one in the U.S., one in Argentina, two in Brazil and one in Mexico. The Group owns four wineries, three in Italy (Sella & Mosca, Teruzzi & Puthod and Enrico Serafino) and one in France (Chateau Lamargue). With headquarters located in Sesto San Giovanni, Milan, the Group has branches in many countries around the world. In particular, the Campari Group has its own distribution networks in Italy, Austria, Germany, Switzerland, Belgium, Ukraine, United States, Argentina, Brazil, Mexico, China and Australia, a joint venture in the

February 2011

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Netherlands and relies on local distributors in more than 180 other markets.

distribution is internalized, externalized or done through joint ventures.

The Campari Group has steadily increased its sales over the years by focusing on brand building, organic growth and a series of strategic acquisitions supported by a strong financial position.

Coordinating International Distribution

Consolidated net sales of amounted to â‚Ź 1,008.4 million.

Campari

Campari Group employs over 2000 people and the actions of the parent company Davide Campari-Milano SpA are listed on the Italian Stock Exchange. The market in which the Campari Group is characterized by the presence of a few large global players, who manage the brand’s tremendous impact and a large number of small companies that are successful with niche policies (geographic and / or product) : the well-established trend towards concentration is a trait that for more than fifteen years has been the industry trend. Campari believes in fulfilling the growing demand from consumers for high-end brand (super and ultra premium) and luxury. So they've embraced a strategy of "premiumisation" to reach a level higher by acquiring brands and altaqualità lussoche that compliment their portfolio. Depending on the level of critical mass and economies of scale achievable, their www.industryleadersmagazine.com

Internationally, the Group operates through the coordination of Campari International, which also oversees the activities of marketing and distribution in 180 countries worldwide. The centralization of coordination allows a rigorous uniqueness in the company's marketing policy, with a consistent image in the world, capable of conveying the classroom, the dynamism and strength of the brand. Further, Campari's joint ventures with Marnier-Lapostolle and William Grant & Sons have ensured the distribution of Campari's portfolio in the Netherlands.

BoB Kunze-Concewitz

Bob Kunze-Concewitz, Austrian by ancestry, was born in Istanbul (Turkey) April 7, 1967. After graduating from Hamilton College (USA) and studying MBA from Manchester Business School, Bob has held many positions of responsibility at international level in marketing at Procter & Gamble, becoming Group Marketing Director of Global Prestige Products. In October 2005 he became part of the Campari Group as Group Marketing Director, implementing several

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aperitif red

"We've been very consistent throughout the years," he says. "We've always said that we're interested in hidden gems. There are two types of hidden gems, either brands which are established but haven't expressed their full potential because they're not getting the necessary priority, or brands which are new to the world, which are growing very fast but have not yet appeared the radar screen�.

February 2011

Campari

Since taking the helm at Campari three years ago, CEO Bob Kunze-Concewitz has been charged with running a two-pronged growth strategy, through acquisition and organic growth. In light of the company's most recent full-year results and the Wild Turkey purchase, then, it

is understandable to hear Kunze-Concewitz sound really rather pleased with his lot.

The famous

new marketing strategies for international brands of the Group. In May 2007 he was appointed Group Chief Executive Officer.

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LLarger ife

than

Antilla Mumbai.

The World's MOST Expensive Home

Antilla, the new home of the world’s 5th richest man, Mukesh Ambani, currently figures as the world’s most expensive home – in fact, the world’s first-ever billion-dollar home! With an estimated value of £630 Million, this custombuilt 27-storey towering mansion overtook Villa Leopolda, owned by Russian billionaire called Mikhail Proklhorov (24th richest man in the world), in 2010 as the world’s most expensive home.

The Apt-ness of Antilla Given its location in the most expensive part of the Maximum City with over 13 million people, the new Ambani home Antilla www.industryleadersmagazine.com

Mumbai, named so after a mythical island, could very well be an island, oblivious of the massively dense city surrounding it, what with the three helipads on the roof,

The first house EVER to exceed $1 billion, Antilla Mumbai’s almost 400,000 square feet of interior space even exceeds that of the Palace of Versailles! February 2011

a 50-seat movie theatre, swimming pools (yes, in the plural!), a ballroom, a sixfloor parking garage, and a four-story hanging garden. The first house EVER to exceed $1 billion, Antilla Mumbai’s almost 400,000 square feet of interior space even exceeds that of the Palace of Versailles! Now, could the apt-ness of naming this edifice after an exotic island be questioned? We don’t think so. Especially given that the building houses a service staff of 104


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Larger than Life 600, (in addition of course to the 6 people of the Mukesh Ambani family). And if this doesn’t astound you already, get this: each family member of the Mukesh Ambani family will have their own personal health club with a gym in Antilla Mumbai. Also, the mansion houses a dance studio, guest rooms, a variety of lounges, a six-level garage for 168 cars, a panic room and a garden on each level.

A billion-dollar layout When you’ve got it, why wouldn’t you want to flaunt it? Not unlike other very successful industrial magnates around the world, the Ambanis wanted to build a custom home. So they brought in the designers of the Mandarin Oriental, architecture firms Perkins + Will and Hirsch Bedner Associates, based in Dallas and Los Angeles, respectively, since it was the Asian interiors of the Mandarin Oriental , that left Nita Ambani, Mukesh’s wife, absolutely awe-struck, not to

Antilla: The World's largest and Most Expensive home in the Mumbai Skyline

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February 2011


Antilla Mumbai mention, thoroughly inspired to have her home exude a similar feel. According to Thomas Johnson, director of marketing at Hirsch Bedner Associates, the estimated cost of the world’s largest and most expensive home – the 27-story skyscraper in downtown Mumbai – when the plans were drawn up was almost $2 billion. The only remotely comparable high-rise property on the market would be the 525 feet tall $70 million triplex penthouse at the Pierre Hotel in New York, designed to resemble a French chateau.

and fittings. A hotel or condominium has a common layout, replicated on every floor, and uses the same materials throughout the building (such as door handles, floors, lamps and window treatments). The signature aspect of Antilla Mumbai on the other hand is that no two floors are alike in terms of either plans organization or materials used.

Antilla has a personal health club with a gym for every family member, along with a dance studio, a sixlevel garage of 168 cars and a four-storey garden

Why does this home cost more than a hotel or high-rise of similar size? It’s because of its custom measurements

The lady of the house, Nita Ambani, had this vision of every space being unique, and the idea of blending styles

and architectural elements so spaces give the feel of consistency, but without repetition formed a crucial part of the designers’ brief. So for example, if a metal, wood or crystal is part of the ninth-floor design, it shouldn't be used on the eleventh floor. If at this point you’re thinking “this is

The ballroom down dual stairways with silver-covered railings, with 80% of its ceiling covered with chandeliers February 2011

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Larger than Life

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February 2011


Antilla Mumbai taking customization to a whole new level - literally!”, you’re spot on!

Heights of Luxury

– is equivalent to each of the family members having more than 65,000 sq ft to him/herself, almost a 1000 times the 50-60 sq ft space that an average person in Mumbai lives on.

The completely glass-mirrored skyscraper with a literally green façade has become one of the icons of Mumbai’s skyline. Every aspect of Antilla Mumbai, from its location to its bathroom jets, spills luxury.

At a conceptual level, Antilla Mumbai’s layout is based on the principles of Vaastushastra, an Indian tradition much like Feng Shui that is said to move energy beneficially The only remotely comparable through the building Antilla has been built on by strategically placing high-rise property on the a 4,532 square metres materials, rooms and market would be the 525 (48,780 sq ft) plot at objects. feet tall $70 million triplex Altamount Road on the very famous Cumballa penthouse at the Pierre Hotel Atop the six stories of Hill in South Mumbai, parking lots, Antilla's in New York. where land prices are living quarters begin upward of US$10,000 with a lobby with nine elevators, several per square meter. storage rooms and lounges. Down dual stairways with silver-covered railings is Compare this to the approximate $12,000 a large ballroom with 80% of its ceiling per square metre price of property in New covered in crystal chandeliers. It features York – would it be possible to imagine a a retractable showcase for pieces of residential building spread over 400,000 art, a mount of LCD monitors and square feet? Very definitely not. embedded speakers, as well as stages for entertainment. The hall opens to an Although Mumbai is the densest city in indoor/outdoor bar, green rooms, powder the world, with almost 30,000 people rooms and allows access to a nearby per square kilometer, this 500+ foot "entourage room" for security guards and tall building will only be 27 floors where assistants to relax. normally a building of this height would be 60, so that each floor can have While the family and guests are able to exceptionally high ceilings. relax and unwind in the four-storey garden on more temperate days, the humble Also, the 400,000 sq ft space of Antilla – a abode also features an ice room where house that belongs to a family of 6 people residents and guests can escape the 109

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Larger than Life Mumbai heat to a small, cooled chamber dusted by man-made snow flurries. Cool? Fantabulously so.

Green Amidst the Controver-sea While Antilla has been subject to a number of controversies regarding the appropriateness of spending AND showing off such wealth in a context that is ridden with many social issues (like Mumbai being home to some of Asia’s worst slums for example), what is often forgotten is that almost 90% of the materials and labour that have gone into constructing this edifice have been sourced from India. How much employment would that have generated? Not an insignificant number to be sure.

Antilla has been built on a 4,532 square metres (48,780 sq ft) plot in South Mumbai, where land prices are upward of US$10,000 per square meter.

Traditional lounge of Antilla

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Antilla Mumbai The Ambani family plans to occasionally use the residence for corporate entertainment, and the family wants the look and feel of the home's interior to be distinctly Indian. And wherever possible, the Ambanis used Indian companies, contractors, craftsmen and materials firms, whether it was for the silver railings, crystal chandeliers, woven area rugs or steel support beams.

So is there an environmental sustainability angle to this opulence? Sure. The gardens, whether hanging hydroponic plants, or fixed trees, are a critical part of the building's exterior adornment but also serve a purpose: The plants act as an energy-saving device by absorbing sunlight, thus deflecting it from the living spaces and making it easier to keep the interior cool in summer and warm in winter.

Living Larger than Life: Mukesh and Nita Ambani

February 2011

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February 2011


Events & Tradesows

Energy E-World Energy & Water Exhibition : 08-FEB-11 to 10-FEB-11 Venue: Essen Exhibition Centre (Messe Essen), Essen, NordrheinWestfalen, Germany Green Manufacturing Expo-Anaheim : 08-FEB-11 to 10-FEB-11 Venue: Anaheim Convention Center, Anaheim, California, United States Of America New & Renewable Energy Exhibition : 08-FEB-11 to 10-FEB-11 Venue: Dubai International Convention & Exhibition Centre, Dubai, United Arab Emirates Middle East Electricity : 08-FEB-11 to 10-FEB-11 Venue: Dubai International Convention & Exhibition Centre, Dubai, United Arab Emirates Clean Energy and Passivehouse : 10-FEB-11 to 12-FEB-11 Venue: Stuttgart New Exhibition Centre, Stuttgart, BadenWurttemberg, Germany ENEO Exhibition : 15-FEB-11 to 18-FEB-11 Venue: Lyon Eurexpo - Parc des Expositions, Lyon, Rhone-Alpes, France Energy Tech : 17-FEB-11 to 20-FEB-11 Venue: Thessaloniki International Exhibition Centre, Thessaloniki, Greece Climatizacion : 22-FEB-11 to 25-FEB-11 Venue: Feria de Madrid, Comunidad De Madrid, Madrid, Spain Go Green Expo Los Angeles : 25-FEB-11 to 27-FEB-11 Venue: Los Angeles Convention Center, Los Angeles, California, United States Of America

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Events & Tradesows

Manufacturing Autosalon Hannover : 29-JAN-11 to 06-FEB-11 Venue: Hannover Fairgrounds, Hannover, Germany Retromobile Paris : 02-FEB-11 to 06-FEB-11 Venue: Paris Porte de Versailles, Paris, Ile-De-France, France London Motorcycle Show : 03-FEB-11 to 06-FEB-11 Venue: ExCeL Exhibition Centre, London, England, United Kingdom Michigan International Auto Show : 03-FEB-11 to 06-FEB-11 Venue: DeVos Place, Grand Rapids, Michigan, United States Of America Motor Show & Festival : 04-FEB-11 to 06-FEB-11 Venue: Feria de Zaragoza, Zaragoza, Spain Expomoto : 05-FEB-11 to 13-FEB-11 Venue: Exposalao Exhibition Center, Leiria, Portugal Plastec West : 08-FEB-11 to 10-FEB-11 Venue: Anaheim Convention Center, Anaheim, California, United States Of America Electronics West : 08-FEB-11 to 10-FEB-11 Venue: Anaheim Convention Center, Anaheim, California, United States Of America Northern Light Fair : 08-FEB-11 to 12-FEB-11 Venue: Stockholm Exhibition and Congress Center, Stockholm, Sweden Nano tech : 16-FEB-11 to 18-FEB-11 Venue: Tokyo International Exhibition Center (Tokyo Big Sight), Tokyo, Japan

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Construction Bauen+Wohnen : 29-JAN-11 to 06-FEB-11 Venue: Hannover Fairgrounds, Hannover, Germany Stroisib-The First Building Week : 01-FEB-11 to 04-FEB-11 Venue: Novosibirsk World Trade Center, Novosibirsk, Russia Houston Build Expo : 02-FEB-11 to 03-FEB-11 Venue: Houston Reliant Park Center, Houston, Texas, United States Of America Bauen & Wohnen Salzburg : 10-FEB-11 to 13-FEB-11 Venue: Salzburg Exhibition Centre, Salzburg, Austria Betonex : 14-FEB-11 to 17-FEB-11 Venue: EcoCentre Sokolniki, Moscow, Moskva, Russia Stroytech : 14-FEB-11 to 17-FEB-11 Venue: Sokolniki Culture & Exhibition Centre, Moscow, Moskva, Russia Stroisib-The Second Building Week : 15-FEB-11 to 18-FEB-11 Venue: Novosibirsk World Trade Center, Novosibirsk, Russia MarminStone : 17-FEB-11 to 20-FEB-11 Venue: Thessaloniki International Exhibition Centre, Thessaloniki, Greece Adana Construction : 17-FEB-11 to 20-FEB-11 Venue: Tuyap Adana International Exhibition & Congress Center, Adana, Turkey

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Events & Tradesows

Supply Chain LogiMAT : 08-FEB-11 to 10-FEB-11 Venue: Stuttgart Neue Messe, Stuttgart, Baden-Wurttemberg, Germany Print & Pack : 10-MAY-11 to 13-MAY-11 Venue: Saigon Exhibition & Convention Center (SECC), Ho Chi Minh City, Ho Chi Minh, Vietnam Propac Arabia : 29-MAY-11 to 01-JUN-11 Venue: Jeddah Centre for Forums & Events, Jeddah, Saudi Arabia Transport & Logistic-Bulgaria : 01-JUN-11 to 03-JUN-11 Venue: Inter Expo & Congress Center, Sofia, Bulgaria East Pack : 07-JUN-11 to 09-JUN-11 Venue: Jacob K. Javits Convention Center, New York, United States Of America Propak Asia : 15-JUN-11 to 18-JUN-11 Venue: Bangkok International Trade & Exhibition Centre (BITEC), Bangkok, Krung Thep, Thailand Logistic Link-Live : 22-JUN-11 to 23-JUN-11 Venue: Ricoh Arena, Coventry, England, United Kingdom Taipei Pack : 22-JUN-11 to 25-JUN-11 Venue: Taipei World Trade Center, Taipei, Taiwan Propak China : 13-JUL-11 to 15-JUL-11 Venue: Shanghai New International Expo Centre(SNIEC), Shanghai, China Sala Logistica De Las Americas : 03-AUG-11 to 05-AUG-11 Venue: Corferias-Centro de Convenciones, Bogota, Colombia

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Events & Tradesows

Food & Beverage Expo & Showcase of Processed Foods : 01-FEB-11 to 02-FEB-11 Venue: Sacramento Convention Center, Sacramento, California, United States Of America Fastfood & Cafe Stockholm : 02-FEB-11 to 03-FEB-11 Venue: Kista Expo Center, Stockholm, Sweden FOOD-TO-GO Gdansk : 08-FEB-11 to 09-FEB-11 Venue: Hala AWFiS, Gdansk, Poland FRESHCONEX : 09-FEB-11 to 11-FEB-11 Venue: Messe Berlin, Berlin, Germany International Food Drink & Technology Exhibition : 11-FEB-11 to 14-FEB-11 Venue: METROPOLITAN EXPO Center, Athens, Attiki, Greece ANFAS FOOD PRODUCT : 16-FEB-11 to 19-FEB-11 Venue: Antalya Expo Center, Antalya, Turkey Mia International Food Show : 19-FEB-11 to 22-FEB-11 Venue: Rimini Fiera, Rimini, Emilia-Romagna, Italy FOODTECHMASH : 23-FEB-11 to 25-FEB-11 Venue: Kiev Expo Plaza Exhibition Center, Kiev, Kiev City, Ukraine International Forum of Food Industry & Packaging : 23-FEB-11 to 25-FEB-11 Venue: Kiev Expo Plaza Exhibition Center, Kiev, Kiev City, Ukraine BURSA FOOD-FOOD TECH : 24-FEB-11 to 27-FEB-11 Venue: Tuyap Bursa International Fair & Congress Center, Bursa, Turkey

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Industry Leaders Magazine February 2011 Issue  

Industry Leaders Magazine is a monthly publication showcasing the Latest Profiles and Project Reports of the Leading Companies in Constructi...