EXECUTIVE INSIGHT LEADING THE PROFESSIONAL CHARGE
SUMMER 2022
ISSUE #49
AMC CONNECTING THE UK’S LEADING CABLE MANUFACTURER TO BUSINESSES WORLDWIDE EXECUTIVE INSIGHT MAGAZINE SPEAKS TO MR. BRENT COLLINS, MD OF AMC ABOUT HIS FIRST YEAR IN CHARGE, SUCCESSES ACHIEVED, AND PLANS FOR THE FUTURE
Making quality cables to power projects across the globe, from land to sea, for nearly 60 years. We are AMC. We manufacture cables and supply electrical components of the very highest quality, to the automotive and marine sectors. Trusted by clients and distribution networks for nearly six decades, we strive to make the ordering, purchasing and distribution of the world class products we manufacture and stock as easy and straightforward as it can be – with solutions and brands that our customers and distributors trust and value; delivered on time, and as expected – as standard.
We simply connect.
Tel: +44 (0)1204 575 234 sales@automarinecables.co.uk www.automarinecables.com
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ISSUE 49 INTRODUCTION Dear Valued readers, It gives me great pleasure to bring you Issue 49 of Executive Insight Magazine. It appears that the business world is responding positively after what was a negative 2021, especially as businesses have adapted to living with the effects of the pandemic which was forced upon us in the early part of 2020. Organisations expanding, investing, rebranding, and innovating across all industry sectors, especially in the UK, are creating tens of thousands of jobs. Even with the rumours of a recession looming, it doesn’t seem to be stopping businesses from proceeding with their development plans, this business sentiment is also seen across other multiple countries worldwide. We are delighted to feature AMC as our cover interview for Issue 49, based on an interview with their Managing Director, Mr. Brent Collins. Brent tells us about his first year in charge of AMC and the rebrand from Auto Marine Cables to AMC, giving the business more direction and awareness across multiple industry sectors, that rely upon quality low voltage cable products for their operational needs. We also speak with Stephen Mullowney CEO TRX Gold Corp. Recently known as Tanzanian Gold Corp until their recent rebrand to TRX Gold, they’re making great progress in the development of the Buckreef gold mine based in Tanzania. Proudly supporting local skills development and employing 100% Tanzanians for their operations, Stephen is very excited for what the business has in store once the mine site has been fully developed, it’s a great insight into when something is done correctly, the beneficial impact it can have for all involved. We also spoke with Bruce Griffin, Chairman of Sheffield Resources who are currently developing one of the largest mineral sand resource projects worldwide, known as the Thunderbird mine. The mine site is in the very early stages of development, with the expectation of a busy construction program in 2023, therefore creating a thousand plus jobs over the next 18 months. The Executive Insight team and I, really hope you enjoy reading through Issue 49.
Sincere best wishes,
Jon Bradley Head of Editorial Content
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CONTENTS
EXECUTIVE INSIGHT MAGAZINE
EDITORIAL INSIGHT
6-9 ROYAL ATLANTIS RESORT AND RESIDENCES
EDITORIAL INSIGHT
10 - 11 OMAN VISION 2040
FEATURED INSIGHTS
12 - 23 AMC
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24 - 33
TRX GOLD CORP
42 - 47
GRU INTERNATIONAL
54 - 59 FL SMIDTH
66 - 71 OXFORD MINING
34 - 41
SHEFFIELD RESOURCES
48 - 53 E. ON
60 - 65
NATIONAL ENERGY
66 - 71
CCL PRODUCTS INDIA
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Royal Atlantis Resort and Residences
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he Royal Atlantis Resort & Residences offers everything you could possibly dream of in an ideal home…unique architectural design, unparalleled amenities, a private beach, exquisite interiors, breathtaking water & city skyline views and located in a global hotspot! The architectural design speaks for itself as you look at the pictures of the development, the stackable glass cubes look like a sculpture in the sky and are complimented by infinity-edge pools and super cool water & fire features which were curated by the very designers who created the famous water fountain at the Bellagio Hotel in Las Vegas. 7
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• Located on the Palm Jumeirah, adjacent to the iconic Atlantis, The Palm resort • Ocean and City skyline views • Stunning architecture • Sophisticated interiors • A la carte service The Architects • Designed by New York based architects, KPF • Private outdoor terraces with pools, sprinkled through the apertures of the building • Water feature created by L.A based, WET • 90m high infinity Sky Pool, designed by David Mexico Developers 8
• The Royal Atlantis Residences is a fully owned subsidiary of the Investment Corporation of Dubai • Operated by Kerzner International – a leading developer and operator of destination resort and luxury hotels Interiors • Residential interior design by Paris based designer, Sybille De Margerie • Contemporary kitchens, complete with high-end appliances • Marble and luxury carpets throughout • En-suites to all bedrooms • Spacious ceiling heights and floor-to-ceiling glazing
• A timeless selection of interior colour palettes The Royal Atlantis Residence Features • Expansive layouts offering 2, 3, 4 and 5-bedroom condos ranging in size from 1,428 to 18,721 square feet • Chic, sophisticated interiors designed by Sybille de Margerie • Dramatic floor-to-ceiling windows throughout • Gourmet kitchens and spa-like bathrooms • Sky Court Homes feature elevated terraces with private outdoor pools • Garden Suites are 2-level residences offering private land-
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scaped gardens, a pool and a vast entertainment space • Penthouses feature an expansive terrace with a private pool and offers spectacular views of the Arabian Gulf and Dubai skyline Location It’s located on Crescent Road, The Palm Jumeirah, Dubai. The developer of Royal Atlantis Dubai chose a prime location on the iconic Palm Jumeirah, letting you relish the beauty of this exceptional area. Not just that, the project is adjacent to the unique Atlantis the Palm so you can enjoy the facilities of this flawless neigh-
The Sky Court bourhood too. It’s an apartment with outdoor Type of Buildings space that is like a rooftop to The architect of the new enjoy the beautiful sky view. Royal Atlantis Dubai is incredThe Green Suite ibly impressive, adding a new It’s a nice option if you love exemplary icon to the Palm! greenery as it includes a small This exceptional project feagarden within the house’s area. tures a 43-story building with The Royal Atlantis Residences 231 homes. You will find in The Royal Atlan- floor plans include two-bedroom tis Residences brochure new and to five-bedroom properties. Not just that, the Royal Atlantis distinct buildings, offering you a Residences developer, which is matchless and modern home. Kerzner International, provides Kinds of Residences at Royal you with contemporary and exAtlantis ceptional home interiors. • Sky Court • Penthouses • Green Suite www.youtube.com/watch?v=uwvK1taYYSQ 9
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Oman Vision 2040
he Oman Vision 2040 envisioned under his Majesty Sultan Qaboos bin Said is designed to prepare the gulf country for the future. Before his demise, the Sultan of Oman described the plan as a “broad societal consensus and with the participation of all segments of society”. This involves reducing the reliance on petroleum and diversifying the 10
economy with modern elements of the economy such as the service sector including tourism, infrastructure development, environment, and mining. Highlighting support for the plan, the current Sultan of Oman Sultan Haitham bin Tarik underlined the importance of the plan in the vision document. “Oman Vision 2040 is the Sultanate’s gateway to
overcoming challenges, keeping pace with regional and global changes, generating and seizing opportunities to foster economic competitiveness and social well-being, stimulate growth, and build confidence in all economic, social, and developmental relations nationwide.” Some of the major targets of Oman Vision 2040 include raising foreign direct investment to
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10 percent of GDP, decreasing the share of oil to less than 10 percent of GDP, more than 40 percent share of Omanis in private jobs in the country, getting into top 20 countries in the global competitiveness index and innovation index, et cetera. The plan gives a special thrust to people and governance with inclusivity highlighted as the major achievement in the design phase. The plan was created with a broad consensus of the government, the Council of Oman, citizens including organizations of civil society, and other representatives. The 3 main pillars of Oman Vision 2040 involve society and people, economic development, and governance of the institutions. Developing a globally competitive non-oil industry is the topmost priority in the plan. This is accompanied by facilitating a private sector-led development based on innovation and entrepreneurship. Sustainability is the best part of the plan that envisages a switch to renewable energy aided by the development of citizen-friendly state agencies. Oman Vision 2040 prioritizes a future with a knowledge-based society where education and research play a vital role for the citizens. The
priority itself is quantified by aiming to get into the top 10 or top 20 countries in various global indexes. Just like this, Oman Vision 2040 addresses comprehensive goals for many other segments such as healthcare, economic goals, judiciary, legislative system, educational institutions, decentralization, futuristic urban development, demographically diverse labour market, ecosystem management with sustainability, etc. For each of these priorities, the vision document makes objectives and targets in a step-wise manner. The 5-year government plans are designed to sequentially execute the targets. In addition, the document mentions the targets of United Nations Sustainable development goals too and maps the progress. Oman is embarking on a future where oil will not only be scarce; it will be replaced by clean technologies. The previous economic model relied heavily on oil exports as a source of economic growth. But Oil price collapses following the pandemic have alerted the oil-producing countries about the need to make a switch to alternate revenue sources quickly. The Oman 2040 plan is significant in many aspects. It is not only an economic plan that only
mitigates the question posed by clean energy sources. It adopts clean energy, sustainability, and most importantly places high importance on human resources. Human development in terms of adaptation of technology, shift to research and innovation and well-being of Omanis will be crucial in meeting the challenges of the future. Aiming for the future comes with opportunities that are not any lesser than the fortunes that oil proved to be for the gulf countries. In recent news, Oman sighted its ambition to become a hydrogen-based economy by 2040. Innovative ambitions such as these pave the way for building future partnerships with many developing countries that are also rapidly looking for partners to collaborate. Recently, Oman expressed the desire to partner with its long-time strategic partner India to help achieve the targets of Oman Vision 2040. Both countries share a valuable relationship of mutual respect and security collaborations too. In addition to being a huge market, India is a valuable trade partner with a sound knowledge base and investment opportunities. Such partnerships only open up by aiming for the future. 11
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Connecting the UK’s leading Cable Manufacturer to businesses worldwide With manufacturing being the stable field of the UK economy, Executive Insight Magazine talks to Brent Collins, Managing Director of AMC, the UK’s leading Extra Low Voltage (ELV) cable manufacturer, where we discuss his first year at the company, successes achieved, and how he and the AMC team, aims to build upon these successes over the next 12-18 months.
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n just under forty years of enterprise, Auto Marine Cables grew to become the UK’s leading manufacturer and provider of extra low voltage cable (ELV). AMC doesn’t just serve multiple UK customers; it is also developing a wide distribution network overseas. With this, their world-class products manufactured at their Worsley facility in Manchester can be procured by a host of international organisations for their operational needs across multiple industry sectors.
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Employing over sixty skilled individuals across their two adjoining sites in Worsley, Manchester, there is an opportunity for the staff to continue developing additional skills under AMC’s brand of leadership, with additions in the region of 15%+ as the company develops in the short-term. With one of the business’s core values, investing in people, and in future talent, there is a real drive to see people flourishing within the company, especially as they continue to grow. Teamwork is also a massive fundamental for success and something that certainly speaks volumes of the staff given the past 12 months’ performance. The leadership team has also implemented new intelligent KPIs into the business, which allows all staff to benefit from the increase in company growth and replicate their hard work and commitment to the task ahead. Upon Brent joining the company on May 4th, 2021, the business was still operating under the name of Auto Marine Cables. One of the first things addressed was a business rebrand and from this, Auto Marine Cables transformed into AMC, and a better identity for their manufactured cable products was formed. This identity was most definitely required as when joining the business, there was no identity or branding on the reels of cables manufactured. Unbelievable as being the UK’s leading manufacturer of such cables, it needed to 14
be known that customers were getting the quality that AMC provides. When asking why this rebrand was important, “with the company being known as Auto Marine Cables, there would be an assumption that the business only served the Automotive & Marine sectors, however, with multiple industries relying on extra low voltage cable across the UK, let alone overseas, there was the need to emphasize that we’re open to serve all industries and with this, increase our export business to the 49 plus countries in which we already serve our products to”. It’s worth mentioning that AMC doesn’t just specialize in the manufacturing of high-quality extra low voltage cable production, they also provide many other products from reputable manufacturers which range from, Terminals / Connectors, Circuit Protection Products, Relays & Holders, Sleeving, Tapes, and many more, with new products being released regularly as well. As is the need to constantly innovate. AMC’s stand-out product on offer is its Oceanflex range. The cable is a high-temperature thin wall low voltage wiring cable suitable for use in marine, other harsh environments, and automotive sectors. The tinned copper conductors make this cable more resistant to corrosion. AMC manufactures the tinned copper single core cables, plus multiple variants of their multicore cable range which they’re continu-
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ously innovating and developing further. With this ongoing development in their product range, it will allow AMC to yield more of the £160Billion annual spend which goes through the global cable manufacturing sector, and being the leader in the UK, it will fall hand in hand as they continue to expand, especially with more industries relying further on high-quality cable products. Discussing Brent’s first year as Managing Director at AMC, we hear that it’s been nothing short of exceptional what the team is achieving, “This year we are tracking ahead of last year’s record, which runs from October to September. If you refer back to pre-pandemic levels, our first year’s growth was 22%, and this year is set to achieve 33% growth with an estimated year three-position growth
trajectory of somewhat 50% up. We will have seen over 7,000,000 extra meters of cable sold in one year” This falls well in line with the roadmap Brent and the Board have set out in AMC’s strategic ambitions for the next few years. Since joining the business, these developments have not just happened overnight, “We’ve been quite strategic in investing and investing wisely. There has been an investment into a new ERP system, which is currently being implemented and due to be fully operational in the summer and is scalable as part of our growth and will connect, stocking policies with customer insights and what’s happening to the marketplace. We’ve bought in a new Sales Inventory and Ops Planning (SIOP) process, which allows us to understand when communicating 15
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with our current clients, what they’re doing, where they’re going, and how we position that back into the business to become a strategic partner. This is vital so we can put the right inventory in place and with the right inventory, cascade down into the production plan to streamline everything, called master planning and scheduling or MPS for short” This is effectively going to reduce waste and ensure that the customers of AMC are getting the absolute best value for their money, and whilst doing so, suppliers understand what they need and when they need it. With such systems in place, it will take the business to the next level in terms of modern manufacturing which will also have a big impact on the future of operational revenues and profit margins in a highly volatile cost-driven marketplace. With Brent’s background in operational planning and supply chain, there have been changes across the factory floor which has effectively created more operational space to drive and challenge the business to increase its value-added proposition to the market. A career that Brent is always open to discussing when approached, therefore inspiring success amongst individuals who are out to forge a career in leadership and business management. Asking what has been done in-house to allow for further space, Brent continues to explain “We’ve been positioning inventory in recently invested modular systems, three to be exact, which are floor to ceiling tray systems that can hold 750 kg per tray.
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Each rotates like a carousel, so rather than holding inventory on the floor and in racks, we now have a system where you can call something up via the computer, linked to our ERP system. As you may appreciate this drives efficiency in purchasing practices
and has so far saved us 30% on the factory floor. As a board, we are driven to invest to enhance efficiencies and are not scared to invest even further if required”. With AMC growing at an impressive rate and the need to adapt the organisational planning of the
Alphagary Alphagary’s facility in Chinley (Derbyshire) first opened its doors in 2008 under the name Vinyl Compounds, quickly establishing itself as a leading producer of PVC compounds into a wide range of applications. In 2017, the business joined the growing Alphagary group of companies, and in 2019, it announced the completion of its $6 million expansion targeted towards the production of calcium-zinc stabilisers designed for PVC compounds. Alphagary enjoys a long-standing supply partnership with Auto Marine Cables (AMC). Key to this relationship is Alphagary’s ability to formulate bespoke compounds that are designed for harsh environments. Cables and wires made by AMC require materials that provide features such as high temperature performance, and oil and fuel resistance. Alphagary is able to innovate solutions that allow AMC to create high-performing products for under-bonnet, industrial and other applications. Over the decades, Alphagary’s compound portfolio has expanded to include other polymers such as olefin, thermoplastic elastomer, and urethane. Created for durable, high-performing, and functional products, Alphagary’s compounds, stabilisers, plasticisers and colourants are used in a variety of applications in the healthcare, communications, energy, building & construction, consumer goods, automotive and footwear sectors. Alphagary, an Orbia company, has 2,500 employees across nine manufacturing facilities. The Orbia businesses and their commercial brands have a collective focus on expanding access to health and wellness, reinventing the future of cities and homes, ensuring food and water security, connecting communities to data infrastructure and accelerating a sustainable, circular economy with basic and advanced materials and solutions. www.alphagary.com • www.orbia.com
Alphagary is a leading, global manufacturer of vinyl, thermoplastic elastomer and other specialty compounds. We also manufacture stabilisers, plasticisers, and colorants designed for use in vinyl compounds. As material scientists, it is our job to innovate solutions for our customers that allow them to create functional, durable and high-performing products that empower our every-day life in communications, healthcare, transportation, food contact, building, consumer goods and various other sectors. Alphagary is committed to sustainable development. This mindset includes actions at our facilities, with our products, and for our people. To learn more, please visit our website at www.alphagary.com
COMPOUNDS | STABILISERS | PLASTICISERS | COLORANTS Alphagary is part of Orbia, a community of companies working together to tackle some of the world’s most complex challenges. We are bound by a common purpose: To Advance Life Around the World
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We’ve been quite strategic in investing and investing wisely.
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factory floor to accommodate such growth, we were keen to learn more about further services and developments the team has in mind, which can support their customer’s needs in the not-too-distant future, “There is also the potential for other value-added activities we can provide that our client base might deem non-value-added for them. By talking to our client base adding simple assembly and sub-assembly work to speed up their installation and complex power management and wiring systems is there to enhance our service, support, and value to our current and future client base”. Customer focus is something taken very seriously by AMC, Brent, and the expert team, therefore ensuring that their customers get the best value for money and a quality reputable product. With more of a direction now in terms of product branding, it’s not only just customers who are vying to procure from AMC but competitor stockists as well. Talking more about what goes into their
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AES AES are proud to be celebrating its 30th year supplying the automotive industry, including AMC who have become a key customer/supplier partner of AES over the last 30 years. AES specialise in Flexible Conduit Systems and Connector Interfaces that protect critical and electrical wiring assemblies and provide aftermarket automotive products and associated accessories to the global market. AES is the UK’s leading global distributor and exporter of Harnessflex products and is a high-volume specialist stockist of the complete Harnessflex portfolio, supplying the world’s leading harness makers and OEMs With literally thousands of bespoke automotive wiring protection combinations and aftermarket products, AES can provide a high-quality solution to support your project. AES provides dedicated Account Management with exceptional customer service with unparalleled knowledge and understanding of the products and industries into which we sell. AES offer competitive and contract pricing structures, short lead times, packaging/labelling support, zero minimum order quantities and quality/ warranty product support. Auto Electrical Supplies (Export) Limited was established in 2014 to improve export capability giving non UK customers a clear identity for overseas trade and AES USA Corp was established in 2016 based in Illinois, USA to further support our global presence. AES are THE QUEEN’S AWARDS FOR ENTERPRISE: INTERNATIONAL TRADE 2020 winners, which places AES amongst the crème de la crème of British business in the International Trade category. Please contact our team at sales@aes.group or 01924 364464 we would be happy to discuss your requirements
core products in terms of quality components, the transparency from Brent in what customers can expect from the company is exceptional “Flexibility of our cable is a real USP along with our copper content and with this, people using it can deal with any installation work with relative ease. Other cables are less so and more rigid thus harder to manipulate and work with” Customer Focus initiatives and giving your client base what competitors can’t is a fundamental part of any business, regardless of size or industry served. It’s worth noting that another equally valuable area is the 22
supply chain function and how this is managed. Over the years of mastering their operations, AMC has built a reliable and trustworthy supply chain partnership network, where they rely upon not just UK-based partners, but international partners too. The increase of production within the business and the past 12 months’ growth have had a very valuable impact not just directly on the company, but throughout the valued supply chain as well. Something which will continue as the growth plans of the business is met. Throughout the Covid pandemic and even in
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some cases now, multiple supply chains were affected by this, and their ability to deliver the required components so their customers could continue production. Even when the supply chain partners of AMC were suffering shortages of their own, it didn’t affect how AMC could maintain its productivity. Previously described, the main part of the products manufactured by the company is the high-quality ELV cables. AMC was able to mix masterbatches throughout the pandemic of its sheathing colour pigmentations to balance its production to support varying colour cable demands. A masterstroke from the team in terms of supply chain planning and their vision for best practice. Following on from previous comments about AMC being a keen investor in talent and individuals within the business, this also expands outside of the factory floor. “Last year, AMC was approached by professional sailor Christian Kargl to provide Oceanflex cables for his 4050 nautical mile race across the Atlantic in which he came third, we saw this as a great opportunity to not only provide our cables which powered his race but to be the lead sponsor for his yacht, so our name was fully out there and how we can be relied upon not just
in the business world, but the sporting world as well” an inspired decision to market the brand across what is a well-renowned race in the yachting regatta calendar. The company also has an interest in sponsoring local sporting developments where one of the staff at AMC runs a local boxing club which AMC has also proudly sponsored. Brent has gained great experience in leadership roles from several vantage points within the Engineering and Manufacturing Sectors for the past two decades. By his nature, teamwork is everything. This can be linked back to his sporting days way before setting out on his professional journey, and once on his team are challenged and channelled to always attain for better or best. Clearly enjoying his new role in the first 12 months at AMC, it also helps that the board has full faith in his leadership and visions for the future “I really couldn’t ask for a better set of shareholders, senior leaders, and team members who are allowing me to take this business to the next level in its sales and operational journey. I really do believe I have found my calling card with AMC and am very excited for my second year leading the business and reaching the targets set out within the roadmap”.
A Global Supplier of Flexible Conduit Systems and Aftermarket Automotive Components AES are proud to be celebrating their 30TH year supplying the automotive industry, including AMC who have become a key customer/supplier partner over the last 30 years. AES are a high volume stockist specialising in conduit and connector interfaces that protect critical and electrical wiring assemblies, as well as providing aftermarket products and associated accessories from a huge selection of leading brands
AES are THE QUEEN’S AWARDS FOR ENTERPRISE: INTERNATIONAL TRADE 2020 winners, which places AES amongst the crème de la crème of British business in the International Trade category.
128 Thornes Lane, Wakefield, West Yorkshire, WF2 7RE Phone: +44 01924 364464 Fax: +44 01924 299289
Please contact our team at sales@aes.group and see our product range at www.aes.group
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Golden Prospects Following several milestones achieved in 2021, TRX Gold Corporation, formerly Tanzanian Gold, is fasttracking development on its key asset, the Buckreef gold project in Tanzania.
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he Buckreef gold mine, part of the Buckreef gold project, located in north-central Tanzania immediately to the south of Lake Victoria, is fully licensed for development, mining and the extraction of gold by TRX Gold Corporation along with its joint venture partner, the Tanzania State Mining Corporation (STAMICO). The company is continuing with an exploration drilling programme with the goal of expanding existing mineral resources, discovering new resources and converting mineral resources into mineral reserves.
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State Mining Corporation
STAMICO
Proudly celebrating 50 years of business best practice, serving the Tanzanian mining sector since 1972
Products Industrial Coal Coal Briquettes Chemicals Explosives Aggregates
Services Mining Engineering Geological Works Environmental Consultancy Geotechnical Engineering Services Mineral Processing Consultancies
www.stamico.co.tz Being a key strategic joint venture partner with TRX Gold Corporation, we have been crucial in providing a number of key services which has allowed the successful development of the Buckreef project to date so far.
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Stamico Led by Dr. Venance Mwasse, State Mining Corporation (STAMICO) is proudly celebrating its 50th operational anniversary in 2022. Established in 1972, STAMICO has been a pioneer in the rapid development of the Tanzanian Mining sector now for fifty years. Helping develop numerous mining assets across the country, and creating thousands of jobs for Tanzanians since 1972, without the establishment of the organization, it would have been tough to ensure that the minerals and resources within the country are benefitting the citizens of the country, public services and the development of the countries mining supply chain, again creating businesses, employment, and further economic benefits to the countries annual GDP. Providing numerous products from Industrial Coal, Coal Briquettes, Chemicals, Explosives, and aggregates, STAMICO is there to assist multiple organisations across the country with their day-to-day operational needs. Not only just providing products, STAMICO also provides several services ranging from, Mining Engineering, Geological Works, Environmental Consultancy, Geotechnical Engineering Services, and Mineral Processing Consultancies. Being a Joint Venture partner to TRX Gold Corporation, STAMICO has played an integral role in the development of the Buckreef gold project, not only offering expert professional services to TRX Gold Corp but ensuring that the Mining operation provides the maximum returns in terms of resources available. With further exploration in the Northeast zone of the Buckreef Gold Main Zone, the requirement of an additional drill rig will further the support STAMICO is providing to the operations.
In April, TRX Gold announced its results for the Company’s second quarter of 2022 – a significant milestone, as it was the first quarter in the company’s history in which it recorded revenues; a significant gross profit margin; low cash costs of $796 per ounce of gold; and positive operating cash flow. The results demonstrate not only the immense opportunity for the Buckreef Gold Project to generate significant revenues and cash flow, but also set the stage for the company’s sustainable business plan, in which cash flow from operations funds value-creating activities, including exploration, ESG/ CSR and local community initiatives and sulphide project development. Stephen Mullowney, the company’s Chief Executive Officer, says: “The Q2 results demonstrate our ability to drive significant, profitable sustainable growth at Buckreef Gold. The processing plant is currently being expanded and will triple in size to 1,000+ tpd in the coming months. “Overall exploration activities will accelerate across the entire Buckreef gold project over the next year. We have also started advancing the technical work for the much larger sulphide development project with the goal of exceeding all the metrics as outlined in the 2018 Pre-Feasibility Study, particularly annual production, and we are in the process of resetting the long-term vision, aiming at a much larger project than
was originally envisaged.” Under new leadership The recent results are all the more impressive in that Stephen Mullowney, who joined the company as CEO only 16 months ago, inherited a loss-making business. Coming from the fast-paced environment of PriceWaterhouseCoopers (PwC), with extensive experience in both business turnarounds and the mining environment, he had a very clear idea of what had to be done, and done fast. “In my role since then, I’ve switched out the entire management team, and evaluated talent throughout the whole organisation in order for it to move forward very rapidly,” he says. “We have put in place a lot of mine planning, built a 360 tonne per day plant, now expanding that plant to 1,000+ tonnes per day and have begun an extensive exploration programme. All that during the global pandemic, by utilising a lot of local suppliers, and, primarily, by putting in place a new ethos for the company and a high performing culture under the new management.” The hard work accomplished last year has resulted in yet another milestone – in March 2022, the company was granted an extension to the renewal date for the Special Mining License (SML), certifying that the renewal period for Buckreef Gold has now been extended by an additional 5 years, from 2027 to 2032. The company anticipates the life of mine will extend significantly beyond 2032, and therefore the SML 27
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CSI Energy Group 2022 kicked off a new era for CSI Energy Group. A renewed ambition and a desire to excel on a variety of fronts, simultaneously. From a single electrical company in 1978, CSI Energy Group has grown into a diversified African group of companies working, investing, and promoting gender equity in the energy sector across the continent. Sharing on the company’s future plans, Dominique Augsburger, Chief Operations Officer comments; “We have diversified into an African centric network of companies providing sustainable solutions to the energy sector, investing in 3 strategic business clusters, across Africa. Our investments build upon our existing strengths and market footprint while anticipating the growth industries of the future. We continue to explore new avenues for growth while investing strategically and sustainably in Africa.” CSI Energy Group’s mission is to enable success and improve lives, and over the past 25 years, lives of over 50 million people across Africa have been enhanced. From remote rural locations to suburban streets, from the heart of our cities to the most challenging and isolated terrains, CSI Energy Group is committed to creating a brighter future for the communities they work in and the clients they serve. With an African footprint in more than 12 countries, Jon Gunnar, CSI Energy Group Tanzania Managing Director shares; “For the past decades, we have been working side-by-side with the power, oil and gas, and mining industry to successfully deliver projects across sub-Saharan Africa. We value local content capacity and actively invest in its development. Our Integrated Management Systems are internationally certified to ISO9001, 18001 and 450001 and our business model delivers the highest standards of international safety. We leverage on our African footprint, local market knowledge, and resilience to collaborate, innovate and positively impact the communities we serve.” The relationship with TRX Gold Corporation is a long-lasting one and CSI Energy Group is providing EPC services and technical support in building their production capacity in the Buckreef Goldmine in Tanzania. Q1 2022 reflected an important transition for Buckreef Gold, moving from a test plant to commissioning of Phase 1 of the 1,000+ tpd processing plant. In-house construction was completed by the Buckreef Gold and TRX Gold teams in conjunction with CSI Energy Group and other key stakeholders. As part of our future plans, CSI Energy Group is looking at a sustainable power solution that will provide uninterrupted power to the mine.
will be renewed prior to the renewal date, in accordance with the requirements under the Tanzanian Mining Act. Local force Mr Mullowney explained that Tanzania has 29
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significant gold production and thus a well-developed social infrastructure with plentiful local talent. “100% of our employees on site are Tanzanian. When building out the asset, we attempt to buy local first and then go elsewhere. “We tend to source with local companies in helping them to develop their businesses, and then move nationally, or if required, elsewhere in Africa or China. This has undoubtedly helped us during the pandemic as well – making the supply chain close to the operation significantly mitigates the impacts of Covid-19 and its related restrictions.” In a more general context, he points out that while profitability is a key factor for a mining operation, environmental and social responsibility are as just as important. “The mining industry has changed profoundly over the last decade and CSR and ESG are now an integral part of any operation. They are taken very seriously in our company. We started our CSR programmes prior to actually entering into production when I joined.” TRX’s initiatives have covered support to local education as well as a focus on improving living conditions. “The biggest beneficiary of mining assets should be the employees themselves, who, by spending their wages in local communities, increase the standard of living in those local communities. That is a very important goal for us.” He points out that since he joined, Buckreef has doubled the size of its workforce to 200, which is expected to grow to 400 within the next few years in line with the project’s development. 30
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FEMA Builders Established in 2002, FEMA Builders is a civil and building company and have recently expanded further to create a Mining Division. FEMA Mining has earned a reputation of being a reliable operational partner to mining organizations across the Tanzanian marketplace, with a vision to be a competitive mining contractor as FEMA are experts in meeting the specific needs of your project. Located strategically within the Lake Zone mining area, we can also extend our service to operations across the East African Region. We can optimize our world-class level services to clients in mining businesses and provide energy with operational excellence and reliable service to support national prosperity. FEMA has a comprehensive fleet of equipment for open-pit mining and surface work and our team includes experienced and highly skilled workers and supervisors. Our areas of focus are open-pit mining, overburden removal, equipment hire, and drill & blast operations. In 2019 FEMA earned the load and haul contract with TRX Gold Corporation at Buckreef. We have assisted them with several key capital expansion projects e.g., plant expansion, tailing storage facility, and overburden removal as well as with their day-to-day operations for open-pit mining. We would like to congratulate Steven and his team for leading the project into a prosperous future. We would also like to thank him for his continued support, and we wish TRX Gold Team every success in the future. Our Managing Director, Hassan Ally, is at hand to answer your questions about how FEMA Mining can be a key partner to your operations.
Exceeding expectations The pace continues as planned. As stated in Q2 2022, Buckreef Gold has to date drilled 17 holes representing over 5,500 meters in the north-east extension of Buckreef Main Zone. This programme envisions an additional 5 drill holes of over 1,200 meters. The larger 1,000+ tpd oxide processing plant is expected to be completed in calendar Q3 2022 and is forecast to produce 15,000 – 20,000 oz of gold per year. In addition, Buckreef Gold has finalised the planning for a 10,000 meter infill and expansion drill programme which is expected to start in Q3 2022. The company also plans to begin exploration drilling 32
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at the newly discovered Anfield Zone later this year. “We have achieved quite a lot in a short space of time and later this year we are set to define a new over-arching strategy for the business, aiming to make this project much bigger than originally envisaged. The key is that unlike most exploration companies, we are going to fund the progress from operations – we don’t need to go to the market to
raise money for studies,” Mr Mullowney points out. “I’m very pleased with the progress that the team has made and all the hard work they have put in since I joined the company. We have built solid foundations to really accelerate the business, and we can start to get down to what this business should really look like over the medium to long term, not only meeting but exceeding expectations.”
CONSTRUCTION AND MINING OPERATIONS Site Clearance / Topsoil stripping / Overburden removal / Drill & Blast / Load & Haul / Crusher feed This covers new pits and cutbacks to existing pits Tailings Storage Facility construction, Initial Dam Construction projects. Mine site development works, Access Roads / Site Clearance / Topsoil Strip / Bulk Earthworks for plant sites / Mine Site Roads / Haul Roads
Nyamanoro - Mwanza • P.O. Box 10217 Mwanza, Tanzania Mob: +255 755 407 000 • info@femamining.co.tz • TIN: 151-687-641
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Strong Foundations For a Strong Future Sheffield Resources, focused on the development of its flagship Thunderbird Mineral Sands Project, the world’s largest zircon reserve, has secured key elements of the financing required to move from construction to production.
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heffield Resources is an emerging mineral sands company with assets located within the state of Western Australia; it is actively progressing its Thunderbird Mineral Sands Project located midway between Broome and Derby in northern Western Australia, a low-risk mining jurisdiction with close proximity to Asian markets.
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Thunderbird is one of the largest and highest-grade mineral sands discoveries in the last 30 years and contains the largest zircon’s reserves globally. The 2022 Bankable Feasibility Study shows Thunderbird is set to generate strong cash margins from globally significant levels of production over a decades-long mine life. Thunderbird is owned by Kimberley Mineral Sands Pty Ltd (KMS), a 50/50 joint venture between Sheffield Resources and YGH Australia Investment Pty Ltd (Yansteel), formed in 2021 to develop the project. The joint venture is governed by a four-person Board of Directors with Sheffield and Yansteel each nominating two directors and operates as a standalone entity with its own management and employees, with key decisions requiring the unanimous approval of both shareholders.[I am not sure this adds that much. Either move it to the back or leave out?] Long-term potential Bruce Griffin, Chairman of the Board, de36
scribes the latest developments: “We finished the latest bankable feasibility study back in March. And in April, we secured funding from the Northern Australia Infrastructure Facility (NAIF), which offered financial assistance of up to A$160 million to support the development of the Thunderbird Mineral Sands Project. Combined with the A$130m equity contributed by Yansteel when we formed KMS and a commercial debt facility currently being finalised, this will allow us to commit to full construction in 2H 2022, with the aim of delivering the first production in early 2024.” Bruce had been familiar with the project for a long time before being asked to join as Commercial Director in 2020 and became Executive Chairman in April 2021. He explains that Thunderbird will generate a high-quality suite of mineral sands concentrate products, including a zircon concentrate and a magnetic concentrate that contains high-quality ilmenite suitable for smelting into chloride slag or for manufacturing
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titanium dioxide pigment. “Those two are the main two sort of minerals that tend to be found in these types of deposits, and we have a little bit of rare earths as well. Our main product by volume, i.e., about 70%, is magnetic concentrate.” “However, the main product by value is zircon concentrate, that – at long term prices ($1,500 a tonne) – will account for about 65% of our revenue,” he says, pointing out that Thunderbird’s reserve is about 50% larger than the next largest producing mine, thus representing a globally significant zircon reserve. Yansteel is currently building a smelter and pigment plant in China and has concluded a take or pay offtake agreement for 100% of the magnetic concentrate from Stage 1. This mitigates the potential market risk associated with producing a magnetic concentrate rather than the final ilmenite product. Both zircon and ilmenite have a wide range of uses across a variety of industries, from foundries and construction to food and pharma and many more, with the largest markets being Europe and China. Entwined in local environment Bruce affirms that sustainability is firmly embedded in KMS’s business strategies and decisions,
Proudly developing the Thunderbird Project with Sheffield Resources Limited
Project success at the earliest opportunity
Feasibility Studies | Engineering and Procurement Construction and Commissioning | Asset Management Project Management | Consulting Services gres.com.au careers.gres.com.au Perth +61 8 6272 6000 Brisbane +61 7 3838 8000
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“
Needless to say, our suppliers have played a key role in the project progression
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with a view to maximising the inter-generational local employment, business and regional development prospects arising from the project, as well as actively managing heritage, conservation, environmental and rehabilitation activities. The project has full state and federal environmental approvals granted, and specific strategies have been identified, including Greater Bilby management plans not to disrupt the specie’s habitat, and rehabilitation throughout the mine life. Addressing the climate change challenge has been high on the agenda: in 2017 CO2 baseline emissions were estimated at 11mt CO2e (40+ year life of the project), and there is a clear opportunity to add renewable energy to gas generation, as well as longer-term initiatives to reduce emissions being identified, including deployment electric haul trucks. In addition to environmental matters, a
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major part of the project is the commitment to local communities. “We don’t want to remain outsiders, we want to become part of the community and contribute to its development,” says Bruce. He explains that the company has a co-existence agreement in place with regard to the Aboriginal population living in the area, targeting 40% aboriginal employment by Year 8 of operations. An Aboriginal Training Fund has also been established to support employment. “We have set ourselves high standards in safeguarding Aboriginal heritage. For us, the relationship with our traditional owners is very important, and we want the local community to be confident that the mine is not only about jobs for the current generation for them, but for the next one as well. Amongst other things, we aim to provide Aboriginal business support via supply and contract opportunities, and the traditional owners will be paid cash royalties over the 37-year mine life.” On the way to production While the site is in a remote area, it is still within commutable distance from the regional centres, an important factor for employment. Stage 1 construction is anticipated to support about 350 jobs. During operations KMS is targeting a drive in, drive out workforce of 350 within the Kimberley region. “Needless to say, our suppliers have played a key role in the project progression,” says Bruce. “Contract Power Australia and Woodside EDL will supply the energy, and of course, GR Engineering Services Limited has been awarded the Engineering, Procurement and Construction contract in March. There are far too many valued business partners that have enabled project development to mention here, but credit goes to them all.” He reflects that overall, the project is well on schedule. Onsite activities continued throughout the first quarter of 2022, focused on village, office and site earthworks. Reflecting on the months ahead, he acknowledges that KMS is now in the final stages of putting together the financing to move into construction. “The value of the overall project is about 1.3 billion Australian dollars, with a total rate of return of about 27.5% which is very good. Project financing activities to support a Final Investment Decision are nearing completion, which should happen in the middle of 2022. Given the Yansteel equity, NAIF debt facility and expected commercial debt, Sheffield Resources currently expects to only have to contribute A$36m in equity to enable a Final Investment Decision. By the end of this year, we want to be well on our path to being in production.” 41
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GRU Airport S
Brazil
ão Paulo/Guarulhos International Airport, which is also referred to as GRU Airport, was inaugurated on January 20, 1985. It is deemed as the main international airport providing its top-notch services in São Paulo. This international airport has an extremely exciting history. Even though it was officially inaugurated on January 20, 1985, the planning regarding the construction of this airport began in 1967.
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The primary reason for the construction of a new airport in Brazil was to diverge the growing air traffic in Brazil. Therefore, the Brazilian Military Government carried out certain studies in this regard, which ultimately led to the decision to establish an international airport in São Paulo. Despite the fact that the planning of the construction of São Paulo Interna44
tional Airport took place in 1967, the first phase of construction started after around 13 years. The initial phase of construction started on August 11, 1980, with the establishment of two terminals and two runways. It was on January 20, 1985, when the International Airport of São Paulo officially commenced its operations and services.
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On November 28, 2001, the airport got a new name. It was named after the former Governor of São Paulo, André Franco Montoro. Today it is known as São Paulo/Guarulhos – Governor André Franco Montoro International Airport. In 2012, an important event with regards to the GRU Airport took place. It was the privatization of GRU Airport by means of a concession program. It was conceded to the Consortium Invepar-ACSA for a period of 20 years. Along with that, in November 2012, the rebranding of the airport took place, and it was rebranded as GRU Airport. The rebranding occurred while the operational transfer period was still underway. There is no denying the fact that the GRU Airport is a premier and a leading airport in Brazil. In fact, in 2012, the airport was reported to be the busiest airport in entire Brazil concerning aircraft operations, cargo handling, and total passengers transported. Not only that but it was also regarded as the second busiest airport in Latin America with reference to passenger traffic. One of the key factors that determine how successful an airport will become is the amount of efficiency it will bring. The GRU Airport has done exactly that. It has targeted and aimed to enhance its operations by means of providing efficiency and that too through developing top-class facilities. 46
There have been various occasions where the GRU Airport received investments for the purpose of upgrading the airport facilities. In 2009, the airport received an investment of approximately US$784.7 USD million with the objective of developing and upgrading the GRU airport for major sporting events such as the Fifa World Cup 2014 and the 2016 Summer Olympics. These investments were to be utilized by constructing passenger Terminal 3 and additional taxiways. Moreover, with the help of these investments, the augmentation and expansion of existing taxiways and aprons were also in the plans. All of these improvements certainly enhance the experience of passengers and make things easier for the staff working at the airport. Although all of the facilities are very important, the construction of Terminal 3 was the real game-changer for the GRU Airport. It is because, with the help of a new terminal, the GRU Airport was able to increase the capacity of passengers by approximately 12 million, which indeed is a very significant number! Initially, the plan for the new Terminal 3 was not able to get executed. It was canceled in January 2008. However, later in 2013, after a new expansion project, the development of Terminal 3 was made possible.
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In addition to this, another thing that is worthy of appreciation about the GRU Airport is its administration and management. The way they handled the operations during the challenging Covid 19 pandemic is remarkable. We all know how tough the period during the pandemic Covid 19 has been, especially in a country like Brazil, where this global pandemic was at its peak. Brazil is one of those countries which was badly hit by the Covid 19 pandemic. Even in that situation, the GRU airport administration was able to handle the operations quite professionally. Undoubtedly, the operations were affected during the period of Covid 19, and there was a negative impact during that phase as the revenue of the airport dropped significantly. Not just GRU airport, but in fact, all of the airports around the globe faced this issue. However, the GRU airport was successful in implementing the necessary measures required for the purpose of handling the Covid 19 crisis. Various prophylactic measures were deployed by the GRU Airport administration, which ultimately helped in protecting the staff, passengers, and the overall ecosystem. Not only that, but the GRU Airport has also been up to the mark when it comes to providing the transport of necessary goods such as hospital equipment and medi-
cines, especially during the global pandemic. In general, the GRU Airport is deemed as a premier facility and is considered to be a leading hub in South America. This can be proved by looking at the records of 2019, where the airport was successful in breaking the tremendous 43 million passenger threshold. Moreover, according to João Pita, who is the head of Airline Business at GRU Airport, the main objective of GRU Airport is to connect deep South America with the entire globe, and for that, the airport is striving to bring in more partnerships, efficiency, and most importantly innovation. In addition to this, the airport is also aiming to target more air services having the capacity as well as capabilities of next-generation air crafts. As per the reports, the airport is planning to increase automation and introduce biometric systems at the airport. The idea behind bringing more technology at the airport is the reduce the cost for the airlines and to make things more easy and efficient for the passengers. Undoubtedly, the airport has been extremely successful so far, and if we take into account the future plans of GRU Airport, we can certainly say that it can become one of the leading airports, not only in South America but in the entire world. 47
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E.ON Group E. ON was one of the first companies in the world to embrace offshore wind power on a large scale
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he E.ON Group is deemed as one of the largest energy infrastructure and networks operators in Europe. Not only that, but it also functions as a provider of various ingenious customer solutions for approximately 50 million customers out there. The company has always been a great advocate of energy transition and has worked a lot in this regard in order to propel it in the region. E.ON Group is considered to be a company that is always working for the betterment of climate and is assiduous when it comes to sustainability and the better future of our planet.
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History E.ON is indeed a unique name. The name of the company basically reflects their aim and their long term objective. E.ON is fundamentally a name that comes from the Greek word aeon. Aeon means age or an era, and E.ON company, as its name suggests, is aiming for a new era of energy. E.ON, unlike other companies, is not very old. They do not have a huge history, but they certainly have strong historical roots. The company was established around 20 years ago, in June 2000. It came into existence after the merger of two companies VIAG and VEBA. These two companies were founded during the era of 1920s, and both of these had their own large energy divisions. When E.ON was established, similar operations and modus operandi were followed. Everything remained the same during the initial years of the formation of the new company. However, later in 2014, the company shifted its focus and made a strategy taking into consideration the new energy world with renewables, customer business, and energy networks. Today, the company is regarded as one of the largest private energy companies in the entire world. Moreover, after acquiring the innogy, the company is now moving towards providing customer solutions and energy networks in the best manner possible. It focuses on these specific areas in order to develop a sustainable energy world. Wind Farm Operations E.ON, as we have mentioned before as well, is known to be working in the area of renewable energy. It all started in the year 1991 when the company, at that time, established their first-ever onshore wind farm. From that period of time, the company has continued to work for the development of wind, biomass, and solar technologies and have endeavoured to bring innovation in order to help overcome the challenges faced with regards to climate change. They have strived to achieve and create a sustainable energy system for the future. In their brief history, the company has played a significant role in making the renewable energy future better. In this regard, they have evolved their expertise by means of a substantial portfolio of both the offshore as well as the onshore wind farms throughout the United Kingdom. In fact, in the last decade, the company has made massive investments of more than £3.3bn alone in UK renewables. In 2013, when the largest offshore wind farm in the World was built, which is known as London Ar50
HYDROTECHNIK LÜBECK HYDROTECHNIK LÜBECK brings environmental protection and technical progress into harmony. The Big Bubble Barrier was developed for offshore noise protection in wind farm construction sites – a compressed air system that can be used flexibly to reduce noise emissions during pile driving and protect all marine life forms during ammunition clearance underwater blasting. Special nozzle hoses and hose winches have been developed for this work at sea. Experienced teams are now working worldwide for environmental protection, and in Germany, this development is considered to be “State of the Art.” In addition to oil barriers, compressed air barriers, ice prevention systems, and the creation of complete protective systems for seawater desalination systems, underwater noise protection is an essential task for HYDROTECHNIK LÜBECK. \ In Germany, „State of the Art. “ The Big Bubble Curtain has its origins in the technology of compressed air barriers, which HYDROTECHNIK LÜBECK has been using for more than 50 years to protect against floating debris and oil. It has been in use around the world since 2008 for construction work on almost all offshore wind farms and for blasting work in the North and Baltic Seas. Oil-free compressed air generated by special compressors HYDROTECHNIK LÜBECK relied on clean system technology from the outset. Working in offshore construction fields for CEO Cay Grunau only made sense if the environment is comprehensively protected. HYDROTECHNIK LÜBECK only uses special compressors that are certified according to ISO 8573-1, CLASS 0 (2010). In mechanical engineering, this requires extremely high accuracy in manufacturing the components, and this is complex and more expensive. Just the result counts.
ray, E.ON was a major partner of the association or the consortium that built it. Along with that, it has also helped in building the first wind farm off the south coast of the UK as the partners in Rampion. In 2019, the majority of the company’s wind generation business and its operations were handed over to RWE. After making developments in large scale renewables for around 30 years, the company now aims to provide assistance to customers, guiding and helping them in becoming more
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substantial at their homes. In addition to this, the company has also intended to take the edge off its carbon footprint in order to contribute to a better and sustainable future energy world. Onshore Wind Farms Today, the United Kingdom has successfully achieved its various net-zero carbon emissions targets. The credit goes to E.ON, who established as well as operated the onshore wind farms throughout Great Britain. A few of the great examples include Rhyd-y-Groes on Anglesey in 1992 and Camster in the Scottish Highlands in 2014. The initial developments of onshore wind farms in the United Kingdom helped in testing the latest technology. Not just that, but it also helped in proving its potential as an essential addition to fulfil the energy needs of the UK. As a result of these successes and achievements, the establishment of supply chain and investment potential took place, which can further prove to be beneficial for the development of the UK’s renewable energy sector. Offshore Wind Farms The first-ever offshore wind farm of the UK, the twin turbines off the coast of Blyth in Northumberland, was also built by the E.ON. The company had a major contribution towards it. Today, the offshore
wind sector of the UK is at a whole new level, and the credit for such outstanding development and progress goes to E.ON. As a result of that, the development of other offshore wind projects also took place, which may include the establishment of the Thames Estuary, the Solway Firth, the south coast, and the east of England. If we combine all of these wind farms, it can produce the amount of energy that can fulfil the energy needs of around 1.1 million homes. Not only do all of these wind farms help power millions of homes, but they also tend to show that renewable energy is better in contrast to other fossil fuel alternatives in terms of cost as well as efficiency. The Boiling Spring Wind Farm In early 2020, E.ON announced that they are going to develop a new wind farm in the USA. The construction of the 150-megawatt-project started in early 2020 and was then completed in December 2020. This project was commissioned in the month of December 2020 and is now operating and active. It was the first wind project started by E.ON in Oklahoma. The Honda automotive group, under an electricity supply contract, acquired or secured all of its energy from Boiling Springs. The purpose of
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purchasing renewable energy was to produce cars at the US plants in Alabama and Ohio. E.ON and Their Approach Towards Sustainability E.ON has always proved that they are a company that always acts with social responsibility and is concerned regarding the global climate and natural resources. The company has believed that in order to serve their customers, shareholders, employees and business partners in a better manner, they need to take into account the social responsibility and operate their business sustainably and responsibly. This way, they can truly provide value to all of them. How Do They Contribute The company tends to contribute towards sustainability by supporting its customers in producing clean electricity and by increasing or expand52
ing renewable energy. They offer the security of supply with the establishment of distribution grids that further act as platforms for connecting the consumers with the energy producers. Another good thing about the company is that they consider and tend to help the customers who are not economically well. Various innovative and efficient solutions are provided to communities and cities so that they can make use of the energy in a better manner and more sustainably. These solutions may include smart energy management, low-carbon generation, and efficient heating and cooling. Moreover, the company also provides its customers with e-mobility solutions. An example of this may include public charging infrastructure. Again, it is important to highlight that E.ON is not only help-
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ing its customers, but they are also trying to avoid the output of CO2 emissions. In order to make it more efficient and successful, they are reducing their own carbon footprint. Other Initiatives Regarding Sustainable Development Goals (SDGs)
Gender Equality The company has always created a secure environment for its employees and have been very supportive when it comes to gender equality. They have formed a kind of workspace where all of their employees can work for their own betterment and development. The company provides an opportunity for its employees to thrive in their work and explore their own capabilities. Health & Safety of Employees and Customers E.ON has always prioritised the safety and health of their staff. The employees of the company always tend to get wonderful treatment from the company. Not just the employees but the customers are also guaranteed protection and safety as the company always installs devices and solar panels in the homes of customers that are not dangerous and are considered safe. Innovation & Development of Infrastructure Due to their innovation, today, E.ON is regarded as one of the most successful companies in Europe and in the entire world. They tend to offer innovative solutions to their customers so that everyone can utilise energy sustainably and efficiently. Along with that, innovation is also shown in the development of distribution network infrastructure so that proper supply of energy can be provided. Responsible Production & Consumption The company tends to assist their customers in limiting the use of energy and reducing the emission of CO2 by providing solutions or products that are digital and well distributed. Not only are they advocating this and informing their customers about conserving energy, but they themselves are also applying the same and reducing their energy consumption. Latest News & Development E.ON To Provide Sustainable Energy At The Hansa Centre Bottrop & A New Data Centre In Essen From 2022 E.ON is always regarded as a company that is ameliorating sustainability and making energy consumption more efficient. Recently as well, according to the latest news, the E.ON has aimed to develop the energy concepts and provide sustainable energy at the Hansa Centre Bottrop & a new data centre on Ruhrallee in Essen. Both of these projects were established by FAKT AG, which is a real estate development company. Regarding these projects, E.ON will make sure that the supply and generation of energy are climate-friendly and low-CO2 is emitted. This work is expected to commence in 2022. 53
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F
LSmidth, which is also known as FLSmidth & Co. A/S, is a multinational engineering company. It is a Danish company having its headquarters in Copenhagen, Denmark. FLSmidth was established around 139 years ago, on 2nd January 1882. Frederik Læssøe Smidth was the founder of this company, and therefore the company is named after him.
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Currently, FLSmidth operates in various parts of the world and provides effective service, equipment, and engineering solutions to the global cement and mining industries around the world. However, this was not the case when initially this company was established. When FLSmidth was founded, it operated as a consultancy business. Its primary concern was to buy machinery and develop small machines for the local craftsmen. Then after five years, in 1887, the company got its two new partners. Alexander Foss and Poul Larsen, both of whom were engineers. After this partnership, the company’s name was changed to FLSmidth & Co. In that same year, the company established its first cement plant near Limhamn in Sweden. Then later, in 1890, the company started to witness massive growth and opened its first-ever international office in London. Then with the passage of time, the company
started to open its other international offices in various major cities around the globe. In 1957, around 40% of the cement in the entire world was produced utilising the F.L.Smidth machinery. The company has grown and expanded significantly since then and continues to provide its remarkable services to the top cement and mining industries around the world. It has acquired various different companies throughout this period. In 1990, the Fuller Company was also acquired, which then ultimately led to the formation of the F.L.Smidth-Fuller Engineering Group. It would not be wrong to say that FLSmidth’s success is directly related to its approach of producing, developing, and improving the technologies, which then ultimately provided them with better operations and functions. They brought innovation into the development of technologies and helped their customers increase their productivity and simultaneously reduce maintenance. In 1969, the company introduced
an automated quality control system. It was an attempt to digitise the operations fully. Along with that, it helped in reducing emissions and enhancing product reliability. Moreover, to further reduce the power consumption and to increase the overall productivity and output, FLSmidth reconsidered its mill design during the period of the 1980s. Not just that, but the way they diversified their services into other major business areas, transformed the local consultancy firm operated by a single man into the world’s largest international conglomerates. There is no denying the fact that the period of the 70s, 80s, and 90s has proven to be a game-changer for FLSmidth. Today they have their operations in different regions around the globe, such as Africa, the Middle East, and Asia. All of these are operating successfully and are providing their topclass services to the customers in those particular areas. The 55
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Continental helps customers to improve performance, lower costs and reduce environmental impact Whether bulk material in Japan, limestone in the USA, or copper in Kazakhstan, at Continental, we use intelligent conveyor belt solutions to move goods around the world – safely and efficiently. With our innovative portfolio of products, technologies, and services, we have been among the leading experts in conveyor belt solutions for 150 years. Our products are used in the construction, mining, and bulk material sectors, as well as in material processing and agriculture. We support our customers globally with our complete solutions from a single source by helping them improve their performance and quality, increase their profitability, and optimize productivity. We are the leading expert for conveyor belt solutions offering customers worldwide a holistic range of sustainable, safe, and innovative conveying solutions with the most complete and advanced product, technology, and service portfolio. At 34 service locations all over the world we service our customers. After all, the requirements in the markets are changing rapidly. Customers need integrated solutions for the entire value chain associated with the conveyor belt – from commissioning, consulting, and training to digital monitoring and on-site maintenance. In addition, energy-optimized conveyor belts, new business models and sustainability issues will also play a key and competitive role in the future. With our expertise and experience, we are a reliable partner to help our customers achieve these goals. One of them is FLSmidth. In 2018, we collaborated to equip a customer mining copper in Kazakhstan. In the scope of this project various textile belts and a 3,000-meter-long ST 5000 steel cord conveyor belt have been delivered and installed. To monitor the condition of the belt, the ST 5000 is equipped with one of our digital monitoring systems: CONTI RipProtect is a permanent radio frequency (RF) system that detects and minimizes longitudinal cracks in conveyor belts. It scans the belt for irregularities across a series of embedded inductive sensor loops, helping to detect and repair impending damage before the system comes to an unscheduled standstill. Together with customers such as FLSmidth, we are pursuing one goal: sustainable productivity. Together, we help our customers improve performance, lower costs and reduce their environmental impact. With our businesses, our products and services, along our value chains and with our worldwide activities, we drive the ongoing transformation of the economy towards a healthy ecosystem for sustainable mobility and industries. We shape this sustainable future with our products, services and operations and reduce adverse impacts along the value chain. As Continental conveyor belt experts, what do we contribute to the goal of carbon neutrality? We have developed an energy-optimized conveyor belt that uses around 30 percent less energy than a conventional belt, according to tests conducted by an independent institute. There are certain conveyor systems that can generate electricity, topography permitting. We manufacture belts that transport goods safely and with low emission output that would otherwise have to be transported by heavy goods trucks. Our conveyor belts have a long service life and could be reprocessed or recycled. In addition, we are also focusing on sustainability at our locations. For example, the production in Continental`s plant in Chile runs on wind power since October 2019. Continental develops pioneering technologies and services for sustainable and connected mobility of people and their goods. Founded in 1871, the technology company offers safe, efficient, intelligent, and affordable solutions for vehicles, machines, traffic and transportation. In 2020, Continental generated sales of €37.7 billion and currently employs around 233,000 people in 58 countries and markets. In 2021, the company celebrates its 150th anniversary.
expansion has also made things easier and better as customers can easily access the services provided by FLSmidth. Recently, the company has shifted towards a more focused and specialised group and has decided to dedicate its resources in a certain manner rather than operating as a diversified conglomerate. In 2012, the FLSmidth company devised a new Group Strategy as an attempt to expand further and grow its potential. This ultimately led to the formation of a 56
new structure which then was divided into four main divisions. These were Cement, Mineral Processing, Material Handling, and Customer Services. In 2015, the company made a decision to change the organisational structure taking into account their strategy health check. Even though there were still four divisions, their functions were changed. These included a service division, a product division, and two project divisions. The former divisions Mineral Processing and Material Handling were unified into one
Continental Conveying Solutions Continental is partnering with numerous Original Equipment Manufacturers around the globe, pushing the limits of what is possible with every single project. We provide our customers with the highest value, quality and record-breaking solutions, including conveyor belts, accessories and components, corresponding services and digital solutions for predictive maintenance and process monitoring. All while putting sustainability at the center of what we do. This is how we help our customers and their customers to improve performance, increase uptime while reducing the environmental impact – no matter where in the world they are. Sustainable productivity through innovation.
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major division called the Minerals division. In addition to this, the company also developed a new division called the Product Companies division. The purpose of this division is to encourage further the growth and development of product brands of FLSmidth. The six key industries of FLSmidth, other adjacent industries, and the Minerals and Cement divisions will be served by this new Product Companies division. If we talk about the major initiatives taken by FLSmidth for the purpose of promoting sustainability, in 2019, the company announced a new programme called MissionZero. The purpose of this programme is to reduce emissions throughout the global mining and cement industries by the year 2030. The main focus of this programme would be to provide services and increase production while also reducing emissions significantly. With the help of this programme, the company aims to reduce its emissions to zero. FLSmidth will continue their MissionZero by providing solutions to their customers, which will ultimately help them operate their zero-emissions cement plan and mining processes. For this, they will introduce new technologies in the industries and strive to bring in more innovation. In addition to this, recently, on 25th November 2021, FLSmidth has signed a contract with Indonesia’s leading cement producer INDOCEMENT. As per that contract, FLSmidth will deliver and provide its latest HOTDISC-S. This new combustion device would assist in turning the huge range of alternative fuels, such as biofuels and municipal waste, into a reliable source of heat for the SLC Calciner. With international offices in more than 50 countries around the globe and with almost 13 thousand employees, FLSmidth is looking to expand further and grow its company. They have been successful in the past, and it would be safe to say that they would continue to be successful in providing their premier solutions to the global cement and mining industries in the future as well. Sustainable productivity by means of innovation is what they aim for. 59
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Welcome To The Future Of Energy
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ational Energy Corporation of Trinidad and Tobago Limited, previously known as “NEC”, is an entirely owned subsidiary of the National Gas Company of Trinidad and Tobago Limited (NGC). The company was 60
incorporated in the year 1979 and mainly dealt with the development of infrastructure of the energy industry in Trinidad and Tobago. Not just that, but the corporation also provides its premier services in the particular area of natural gas-based development.
History Of National Energy It all started in 1979 when the company got incorporated and was named the National Energy Corporation of Trinidad and Tobago Limited. The company was formed by the county’s government and has
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been owned by them since then. Previously, the company was referred to as NEC. They can be considered as one of the first companies to take the lead in the area of business development within the energy industry. The first major task or project that National 62
Energy carried out was the implementation of the first methanol and granular urea plant in the country. Then later, in 1983, the company got its first CEO, Mr Eldon Warner. He certainly became a blessing for the company as due to his wonderful contribution and expertise, he was able to help
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the company succeed with various projects. Mr Eldon Warner previously worked at the Industrial Development Corporation. He capitalised on his vast experience working at the IDC and assisted National Energy in project implementation. Mr Eldon Warner remained the CEO of the company from 1983 till 1988. By 1984, the company was able to complete both the methanol as well as the urea plant. In the same year, commercial production was started as well. Along with that, the shipment of the first methanol was also departed for Holland in that particular year. Initially, the National Energy Corporation was only concerned with the commercial and financial operations of the urea plant. However, with the passage of time, they took complete responsibility for the methanol plant, and all aspects of the plant came under the authority of National Energy. Along with that, the company also started to recruit more staff, and the number reached over 300. The majority of the staff recruited dealt with the technical stuff. In 1984, the company got various infrastructural projects from the government, and one of the major projects they got was the construction of 56
kilometres onshore pipeline to Phoenix Park from Guayaguayare. In August 1984, the operational pipeline was handed over to the National Gas Company of Trinidad and Tobago Limited (NGC). Even though there were a lot of developments during 1983-84, National Energy still faced negative growth consecutively from 1983 to 1986. The major reason for this issue was the economic downturn in this particular period of time. Then in 1988, the company’s production became steady and stabilised. The company, however, decided to diversify the methanol plant to TTMC further. A similar action was taken in 1990 as well, and the urea plant also diversified. In 1992, the company completed the construction of Savonetta Pier 2. This same year is considered to be very important for the company as the government decided to merge it with the National Gas Company of Trinidad and Tobago Limited (NGC). The main purpose of merging these two was to enhance efficiency and make the operations more cost-effective. As we mentioned before as well, National Energy became a wholly-owned subsidiary of the National Gas Company of Trinidad and Tobago Limited (NGC).
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The programme will basically enable large scale implementation of energy efficiency projects and will also help the entire country in its transition and adaptation towards a low carbon environment.
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From 1992 to 1999, there were various important projects that were completed under the IPD department. These include PT. Lisas Industrial Estate, Rivulet Road, La Brea Industrial Estate Phase 1, Savonetta Pier 2, and Savonetta Pier 4. From 1999 till 2003, the company experienced infrastructural growth and re-operationalization. In January 1999, National Energy was reoperationalized as a subsidiary of the NGC. During that period, the company took over the management of the fleet of four vessels that ultimately increased their share of the towage and harbour market. In addition to this, the acquisition and conversion of Savonetta 3 and marketing of La Brea Industrial Estate also took place, which further helped in attracting various small to medium-sized energy companies. In 2004, the company restored their mandate of 1979. They were given responsibility for developing new energy-related projects in the country. In the same era, the company was given 64
the task to develop the Union Industrial Estate into a modern industrial park. In 2004, the construction of the Fabrication Yard was also completed. This helped the company to promote local participation in the energy sector of the country. Then after ten years, in 2014, phase one of the Port of Galeota was opened. In 2016, La Brea Industrial Estate main corridor was reconstructed, and due to that, the safe off-loading of the BPTT’s Juniper platform was able to take place in 2017. In that similar period, the National Energy also helped in the development of the Caribbean Gas Chemical Limited Plant. In 2018, the company initiated the project of TT Engage for the purpose of investment facilitation. Along with that, in 2019, National Energy also signed an MOU with KTK Tugs of Curacao. The main idea behind this partnership was the formation of a cross border market development strategy. Recent Developments One of the primary concerns of the National
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Energy Corporation of Trinidad and Tobago Limited is to promote energy efficiency. Therefore, the company supported the Energy Services Company (ESCO) model, which is also called the SUPER ESCO. This programme is still under development. The programme will basically enable large scale implementation of energy efficiency projects and will also help the entire country in its transition and adaptation towards a low carbon environment. In addition to this, the company is also engaged in various projects associated with renewable energy. These include the Paris Agreement Goals, Preysal Service Station, Project Lara, Model Solar House, and Renewable Energy In Schools And Community Centres. Health, Safety, Security, & Environment (HSSE) National Energy Corporation of Trinidad and Tobago Limited is one of the few companies in the country that focuses and gives importance to the HSSE. In this regard, they have taken various important actions and initiatives.
The company’s Health and Safety Management looks after the employees and works for their betterment. Process Safety Management works for the purpose of enhancing business and process safety. Along with that, the Business Continuity Management assists in removing and eliminating the negative elements that may harm the business operations. For the betterment of the environment, the company focuses on Environment Sustainability and has implemented various effective strategies in this regard. The way the National Energy Corporation of Trinidad and Tobago Limited is growing, we can certainly say that in the forthcoming years, it will become one of the biggest corporations in the country. Moreover, their efforts for environmental sustainability and the kind of services they are providing to the people is praiseworthy. Companies all around the globe need to take inspiration from National Energy and should imitate what they are doing so that the entire globe can be benefited. 65
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Orford Mining
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rford Mining is a Canadian based gold and mineral explorer targeting the unexplored, yet high potential areas of Northern Quebec along with the Carolina Gold Belt in the United States. The company was established in the year 2010. It is located in Toronto, Canada. Condor Precious Metals Inc comes under the control of Orford Mining and therefore is its subsidiary as well. Currently, David Christie is President, CEO, and director of this premier mining company. He is a professional geologist having an experience of over 30 years in the resource sector. In addition to this, the other important members of management include Cindy Davis who is a CFO, Alger St-jean who is a Chief Geoscientist, and Michelle Sciortino who is the vice president exploration.
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Main Operations & Projects The main operations of Orford Mining Corporation are related to acquiring, researching, exploring, and analysis of precious metal assets. As we mentioned before as well, this company targets those areas that are not explored much but have a high amount of potential. These specific areas include the Northern Quebec and Carolina Gold Belt in the United States. The major and most primary assets acquired by the company as of now are West Raglan and Qiqavik projects. West Raglan and Qiqavik comprise a total of more than 80,000 hectares of land in Northern Quebec’s Cape Smith Belt. Another significant project of Orford Mining is Joutel Properties. It has around three major property positions situated in the Joutel region of northern Quebec’s Abitibi District. Various deposits are hosted in these areas. These may include deposits like Vezza, Poirier Copper, Joutel Copper, and Telbel. In addition to this, if we talk a little about the other two projects, the West Raglan project is known to be hosting the Raglan style platinum/copper/gold metal discovered through a mineralized trend of 68
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around 55 km. In a similar fashion, the Qiqavik Project tends to host various new gold discoveries through a mineralized trend of approximately 40 km. Along with these projects, the corporation of Orford Mining is also aiming to tap into the new opportunities of gold exploration in the specific region of North America. Qiqavik Project The work on the project of Qiqavik property began in the year 2016 and has been active since then. As discussed before, the property has various gold discoveries. However, this was not the case before being explored by Orford Mining. In fact, after the area was explored, the company has continued to make new gold discoveries in Qiqavik every summer field season. If we talk about the project work, the company has been successful in identifying showings and more than 10 high-grade boulder trains at the surface over the property with more than 40 km length. Moreover, the shear hosted gold mineralization has also been established and it has been confirmed by means of drilling. The shear-hosted gold mineralization has been found throughout
the various trends in multiple structural zones on this specific property. These include the recently discovered IP Lake Shear Corridor (IPLS), Gerfaut, Interlake, and Esperance. The drilling of structures has also provided confirmation with regards to the discovery of gold. With that being said, a number of targets on the property are still not tested. West Raglan In this particular area, a lot of work related to the exploration was carried out by Anglo American Exploration (Canada) Ltd from 2003 to 2010. Then from 2012 to 2016, the True North Nickel continued this work of exploration. This work involved different types of surveys. These include ground as well as airborne magnetic and electromagnetic surveys. Not just that, but it also consisted of regional and detailed mapping, surface rock sampling, soil and till geochemical surveys. There is no denying the fact that this work helped in enhancing the understanding with regards to the area and the geological knowledge. This ultimately assisted in identifying various “Raglan Type” Ni-Cu-PGE mineralized lenses in different zones of the Frontier area. FCNQ.CA SITE
La Fédération des coopératives du Nouveau-Québec is owned by it’s fourteen member co-ops in the Inuit communities of Nunavik, Canada. The purpose of the co-op movement is to get it’s members to achieve their own development through social and economical activities that are financially sustainable.
• • • • • • • •
1-800-363-7610 PHONE
INFO@FCNQ.CA E-MAIL
SUCCESSFUL ACTIVITIES WITHIN THE LAST 50 YEARS Coop retail stores in each of the 14 communities of Nunavik with a wide selection of merchandise at competitive prices. Supply, storage and distribution of petroleum products (bulk or in drums). Construction of residential, institutional, industrial and commercial projects, as well as civil projects. Hotel and travel agency. Guided hunting and fishing experience, as well as tourism in Nunavik. Maritime cargo shipping. Specialized transport in mining industries. Logistical and provisional services for special projects. 69
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Joutel Properties It was in November 2020 when the corporation of Orford Mining was successful in acquiring 100 per cent interest in their third project known as JoutelOmega Property. This particular area of Quebec’s Abitibi District tends to cover almost 17 thousand hectares of Archean greenstone belt which is yet to be fully explored. In addition to this, in the region around 21 km2 of underexplored greenstone belt comes under the control and influence of Orford Mining after the announcement of Joutel South Properties along with the McClure East. As far as the McClure East is concerned, the eastward extension of the felsic and mafic volcanic units of the JVS are included in the McClure East Property. The JVS basically straddles the contact which is marked by the CBDZ betwixt Cartwright Hills Volcanic group located towards the North 70
and the JVC located towards the south. Not just that, but it also hosts the formerly operating Telbel Eagle Mines. Moreover, with regards to the project work, the company has been successful in completing the first phase of their program of till sampling in Joutel South property in the month of November 2020. As per the reports, up to 61 gold grains have been confirmed. Around 46 per cent of these gold grains were pristine. Along with that, it is also expected that in their next program, the RC drilling will sample around 7 additional locations on Joutel South for the till. News & Latest Updates As per the latest news, the Orford Mining Corporation has provided an update on 9th December 2021 regarding their 2021 Exploration activities on the high-grade West Raglan Nickel-
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PGE properties. The exploration season of 2021 was completed in the months of July and August 2021. These targeted the geochemical surveys and ground geophysical moving loop electromagnetic surveys for the purpose of drill targets identification for the year 2022. Various high-conductance anomalies that match the possible sources of nickel sulfide have been identified after the analysis and evaluation of the outcome of the 67 line-km geophysical surveys. Along with that, the exploration in those areas of the property that have not been explored has identified various untested nickel sulfide mineralized ultramafic bodies that are expected to become a major target for the geophysical surveying that would be carried out in future. Along with this news, the company has also provided certain updates with regards to the
Qiqavik Project on 9th December 2021. As per the company, the 2021 exploration project was completed in the month of September. Orford Mining is a wonderful example and an inspiration for various gold and mineral exploration companies in Canada and throughout the globe. In addition to this, we can also identify their objectives and plans for the forthcoming years by carefully studying the projects and their specific discoveries. After the completion of every exploration project, the company sets new targets and starts to get down to business. This is one of the major factors that makes them stand out from the crowd. The company has always aimed for growth and by analysing its projects and work, we can certainly affirm that Orford Mining will become one of the most successful corporations in Canada in the foreseeable future. 71
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Coffee How You Like It F
ounded in 1961, CCL Products India Limited is one of the largest and most successful private label manufacturers of coffee in India and in various different parts of the world. It is a listed public company limited by shares in India. CCL Products India Limited has its headquarters located in India, whereas its main business operations are in India as well as in Switzerland and Vietnam. Currently, the Executive Chairman of CCL Products India Limited is Mr Challa Rajendra Prasad.
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History of CCL Products India Limited There is no denying the fact that CCL Products India Limited is a premier and top-rated company in India. All of the success that they have achieved took a great deal of time. It has indeed been a long journey for them to reach the position they are today. It all started on March 22nd, 1961, when the CCL Products India Ltd, previously referred to as the Continental Coffee Limited, got incorporated
as the Public Limited Company. Prior to that, the company was engaged in the business concerned with Hire purchase financing activities. However, after a certain period of time, the company decided to expand further and bring a variety with regards to their business activities. As a result of that, the company, in its Object Clause, added and included Coffee, Instant Coffee, and various different products of similar nature. 73
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Flavourtech Flavourtech are proud to be working with CCL Products, in both India and Vietnam, to produce premium, full-flavoured instant coffee utilising Flavourtech’s unique processing technologies.
Due to this significant development within the business, the company opted to change its name. From ‘The Sahayak Finance & Investment Corporation Ltd’, the company was transformed into and got a new name ‘Continental Coffee Limited’. Then, it was on 9th April 1995 when the company began the commercial production of coffee. Initially, they started with a capacity of around 3600 Mts. In June 1995, the company appeared with a public issue. Then, later on, during the period of 1998 and 1999, the firm decided to divest the shares that were held by it in a UK based joint venture known as the Continental Coffee industries (UK) PLC. After that, in 2001, the company was awarded the title of ‘Second Best Exporter’ for its remarkable export performance in the year 2000. The company got the award from the Vishakapatnam Export Processing Zone (VEPZ), also referred to as the Andhra Pradesh First Economic Zone. Later on, during the period of 2002 to 2003, with the consideration of approximately Rs.481.44 lakhs, the firm obtained around 49 percent stake in the Associated Coffee Merchants (International) Ltd. During the financial year ended 31 March 2015, the company invested more than 100 Million rupees towards the balancing equipment. Not only that, but later on, during the financial year ended 31 March 2016, CCL Products India Limited spent over 400 Million rupees for the purpose of purchasing the land, building, and ultimately balancing the equipment. More than 170 million rupees were also spent during the financial year ended 31 March 2017 in order to plant and machinery and other required equipment for the business. There was a particular point in time where the company’s plant was not operating at the most optimal level. It was the second quarter of the financial year, and the reason for such suboptimal capacity was the refurbishment of the company’s Freeze-Dried Unit. However, once the refurbishment was done, the plant again started to operate at its normal capacity. In addition to the aforementioned investments, CCL Products India Limited spent more money during the financial year 2018 as well. The company invested around 1980 million rupees for the 74
Flavourtech are world leaders in the design and manufacture of thin-film, spinning cone technologies for the production of premium aromas, extracts and concentrates. With their head office, manufacturing and pilot plant facilities based in Australia, Flavourtech export their unique technologies to more than 60 countries around the world. A network of experienced agents and distributors ensure local customers are fully supported in both technical and service matters. In 2018, Flavourtech were named national winners of the Manufacturing category in the Export Council of Australia’s Export Awards and in 2020 were awarded NSW Resilient Exporter of the Year. Flavourtech has a range of technologies that can assist customers in various applications, including: • Capture of natural aroma from coffee, tea and fruit products; • Removal of alcohol to produce <0.5% and <0.05% abv wine and beer; • Concentration of heat sensitive products in the pharmaceutical and nutraceutical industries; and • Turnkey solutions for the production of high-quality Instant and Ready To Drink Tea and Coffee Flavourtech offers the ability to conduct pilot trials in either the UK, U.S. or Australia allowing companies to directly observe the quality differences Flavourtech’s technologies bring to their particular products. It is these differences that have allowed many of Flavourtech’s customers to differentiate their products and become market leaders in their regions. To see how Flavourtech can make a difference to your business, visit www.flavourtech.com or contact sales@flavourtech.com.
development of a new freeze-dried coffee plant at SEZ in Kuvakolli Chittoor District. Along with that, the firm also spent more than 200 million rupees for the purpose of Civil works and line balancing of plant & machinery at the Duggirala plant.
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Products, Packaging & Different Brands of CCL Products India Limited CCL Products India Limited produces a number of products depending upon what their customers desire for. According to the company, they produce more than 900 tasty coffee blends with the help of their top-notch infrastructure and manufacturing facilities. Several coffee product types such as Premix Coffee, Roasted Coffee Beans, Roast & Ground Coffee, Freeze Concentrated Liquid Coffee, Freeze Dried Coffee, Spray-Dried Agglomerated Coffee, and Spray Dried Coffee Powder are offered by CCL Products India Limited. Along with the great products, the packaging of these products offered by CCL Products India Limited is also up to the mark. In order to maintain the fragrance and freshness of their products, the company has different kinds of packaging. Different packaging fulfils the needs of the different consumers. The packaging mainly varies in sizes, such as for smaller quantities, the company makes use of cans, jars, and pouches. On the other hand, for larger quantities, the company utilizes large bags, drums, and bulk boxes. If a consumer or business orders up to 550 Kgs of Coffee, the company then makes use of such big
packaging types and then conveniently delivers it to the consumers. In addition to this, there are various premier brands owned by CCL Products India Limited as well. By utilising their experience of more than 3 decades, the company has launched its own brands. Not just in India, but these brands and their products are being sold in other various markets as well. A few of the famous brands launched by CCL Products India Limited are Malgudi, Freeze Dried, THIS, Xtra, and Speciale. Achievements There are countless awards and certificates that CCL Products has achieved throughout its history. It is due to the top-notch production quality that they have been able to bag these achievements successfully. Due to their amazing contribution and involvement in the global coffee market, the company was given awards and certificates by the Ministry of Commerce, Government of India & the Coffee Board of India, the Andhra Pradesh government, and various other organisations. As mentioned before as well, the Vishakapatnam Export Processing Zone (VEPZ) has also awarded the company with the second-best exporter award in 2001. CCL Products India Limited Being Socially
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CCL Products India Limited produces a number of products depending upon what their customers desire for.
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Responsible When it comes to Corporate Social Responsibility, CCL Products India Limited has always been at the forefront. The company has taken various initiatives for the betterment and development of the people in India. A few of these are the initiative of Children Welfare, Women Empowerment & Girl Child Welfare, Healthcare And Medical Assistance, Infrastructure Development, and Environmental Conservation. Undoubtedly, CCL Products India Limited has been a very success-
ful and one of the fastest-growing companies in India, especially with regards to the production of coffee. Today India is the 6th largest producer and 5th largest exporter of coffee in the entire world. Not just that, but in Asia as well, it is the 3rd largest producer and exporter of coffee. It would not be wrong to say that CCL Products India Limited has played a major role in helping India achieve this remarkable feat, and it is expected that they will continue doing the same in the future as well.
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