A refreshing new direction for international growth
Building momentum in digital transformation towards an AIpowered future.
Setting the standard in travel sustainability
The partner you can trust, leading the way in drainage solutions for over 40 years.
Executive Insight talks with CEO Charles Sakanya about the positive impact of their partnership with IRH and how this will secure the future development of their world-class assets.
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Dear Readers,
Welcome to the dynamic pages of Executive Insight Issue #55, where we cover some incredible organisations and their well-respected leaders.
Our journey commences with Mopani Copper Mines, led by industry-renowned CEO, Mr. Charles Sakanya. We talk about the $1.1 billion investment made into the operations by UAE-based, International Resource Holdings (IRH). This investment will shape Mopani’s future and allow them to bring their visions of future growth and expansions into action. The next 12-18 months will be a real positive test for the Executive team, and the results will provide opportunities for the future Zambian generation.
We then have a complete industry shift, where the incredible Hurtigruten tells us about their major practices on Procurement Sustainability and how the amazing landscapes in which they operate are at the forefront of environmental best practices. VP of Procurement, Tom Arild Trosterud explains his journey with the company to date and the practices he has for the future success of the business procurement practices.
Our next international stop is with Adrian Sabga, CEO of Carib Breweries. Adrian talks us through their growth projections for further global expansion and how they wish to see their products consumed by customers in more corners of the world. They are quite the success story operating and producing across multiple regions around the Caribbean.
We also sit down with Nicola Quincey who has recently joined PwC as their new EMEA AWS (Amazon Web Services) Alliance Leader and Partner. We discuss how PwC is at the forefront of forming alliances and partnerships to build momentum in digital transformation towards an AI-powered future.
Peter Molloy, Managing Director of Metro Rod explains to us in this edition how the company has been leading the way in drainage solutions for over 40 years, guaranteeing clients a safe, professional, and honest service every day of the year. Their core ethos is that fully focusing on client’s needs has been the foundation of the business growth and success.
We also bring our readers to the attention of IK Group and their cutting-edge products for the Subsea Industry. Adrian Gamman, VP, IK Subsea. They are making waves with their innovative services and will continue to expand as the industry grows further across Europe as we adapt to the reliance on Russian Oil & Gas.
Enjoy the journey through Executive Insight Issue #55.
Happy Reading!
Jon Bradley Head of Editorial Content
INTERNATIONAL TRAVEL SUSTAINABILITY
IK SUBSEA
MOPANI COPPER MINES PLC
HURTIGRUTEN
76 - 87 88 - 97 58 - 65 44 - 57 28 - 43 14 - 27 6 - 13 98 - 105 106 - 113 66 - 75
The travel industry, a dynamic sector that connects people across the globe, is undergoing a significant transformation driven by the growing importance of sustainability and Environmental, Social, and Governance (ESG) practices. As awareness of environmental issues, social responsibility, and ethical governance increases, travelers, businesses, and stakeholders are placing greater emphasis on sustainable practices within the industry. In this article, we delve into the concepts of sustainability and ESG within the travel sector, examining their impact, challenges, and future trends.
The adoption of sustainability and ESG practices in the travel industry has far-reaching implications for businesses, destinations, and travelers alike
Understanding Sustainability and ESG in Travel
Sustainability in the travel industry encompasses various initiatives and practices aimed at minimizing negative environmental impacts, preserving natural resources, and supporting local communities. This includes efforts to reduce carbon emissions, conserve water and energy, promote wildlife conservation, and foster cultural preservation. Sustainable tourism seeks to balance economic growth with environmental protection and social responsibility, ensuring that destinations remain viable for future generations to enjoy.
ESG, on the other hand, refers to Environmental, Social, and Governance factors that investors, businesses, and organizations consider when evaluating the sustainability and societal impact of a company’s operations. In the context of the travel industry, ESG criteria assess how companies manage environmental risks, engage with local communities, uphold human rights, and maintain ethical governance practices. By integrating ESG considerations into their strategies, travel companies aim to enhance their long-term resilience, reputation, and stakeholder value.
The adoption of sustainability and ESG practices in the travel industry has far-reaching implications for businesses, destinations, and travelers alike.
1.Environmental Impact Reduction: Travel companies are increasingly implementing measures to reduce their environmental footprint, such as investing in energy-efficient infrastructure, using renewable energy sources, and implementing waste reduction and recycling programs. Airlines are exploring alternative fuels and implementing carbon offset programs to mitigate their emissions, while hotels are adopting green building standards and eco-friendly practices to minimize resource consumption.
2.Community Engagement and Empowerment: Sustainable tourism emphasizes the importance of engaging and empowering local communities in destination management and tourism development. By supporting community-based initiatives, promoting cultural heritage, and providing economic opportunities for local residents, travel companies can foster inclusive growth and mitigate the negative impacts of tourism, such as over-tourism and cultural commodification.
3.Biodiversity Conservation: Protecting biodiversity and natural habitats is essential for the long-term sustainability of tourism destinations. Many travel companies are partnering with conservation organizations and implementing wildlife protection measures to minimize the impact of tourism on fragile ecosystems. Sustainable tour operators offer eco-friendly excursions and wildlife experiences that prioritize animal welfare and environmental conservation.
4.Stakeholder Collaboration and Transparency: ESG practices require travel companies to engage with stakeholders, including investors, employees, customers, and local communities, to address environmental, social, and governance issues. Transparent reporting on ESG metrics enables stakeholders to assess companies’ performance and hold them accountable for their impact on society and the environment. Collaborative partnerships between
businesses, governments, NGOs, and local communities are essential for driving systemic change and achieving sustainable development goals.
While the adoption of sustainability and ESG practices in the travel industry is gaining momentum, several challenges persist.
1.Over-tourism and Destination Degradation: The rapid growth of tourism in popular destinations has led to over-crowding, environmental degradation, and cultural erosion. Balancing the economic benefits of tourism with the need to preserve natural and cultural heritage requires destination management strategies that prioritize sustainability, including visitor caps, infrastructure improvements, and community engagement initiatives.
2.Climate Change Resilience: The travel industry is vulnerable to the impacts of climate change, including extreme weather events, rising sea levels, and shifting weather patterns. Travel companies must adapt to these challenges by implementing climate resilience strategies, investing in low-carbon technologies, and reducing their reliance on fossil fuels. Sustainable tourism practices, such as eco-friendly accommodations and carbon-neutral travel options, can help mitigate the industry’s contribution to climate change.
3.Social and Economic Equity: Inclusive growth and equitable distribution of tourism benefits are essential for addressing social and economic disparities within destination communities. Travel companies must prioritize local hiring, fair wages, and community development initiatives to ensure that tourism contributes to poverty alleviation
and social empowerment. Promoting responsible tourism practices, such as ethical volunteering and fair trade tourism, can help empower marginalized communities and promote social justice.
4.Regulatory Compliance and Accountability: Regulatory frameworks and industry standards play a crucial role in shaping the adoption of sustainability and ESG practices in the travel industry. Governments, NGOs, and industry associations are increasingly implementing guidelines, certifications, and codes of conduct to promote responsible tourism and hold companies accountable for their actions. Compliance with regulatory requirements and adherence to international standards, such as the Global Reporting Initiative (GRI) and the United Nations Sustainable Development Goals (SDGs), are essential for building trust and credibility with stakeholders.
Looking ahead, the future of sustainability and ESG in the travel industry is promising
Despite these challenges, the integration of sustainability and ESG principles presents significant opportunities for innovation, differentiation, and competitive advantage within the travel industry.
1.Market Differentiation and Brand Reputation: Consumers are increasingly choosing travel companies that demonstrate a commitment to sustainability and responsible business practices. By aligning with customer values and communicating their sustainability initiatives effectively, companies can enhance their brand reputation, attract environmentally-conscious travelers, and gain a competitive edge in the marketplace.
2.Cost Savings and Operational Efficiency: Sustainable practices, such as energy and water conservation, waste reduction, and supply chain optimization, can generate cost savings and improve operational efficiency for travel businesses. Investments in renewable energy technologies, energy-efficient infrastructure, and waste management systems not only reduce environmental impact but also yield long-term financial benefits for companies.
3.Risk Management and Resilience: ESG integration helps travel companies identify and mitigate environmental, social, and governance risks that may impact their operations, reputation, and financial performance. By proactively addressing issues such as climate change, community relations, and ethical governance, companies can enhance their resilience to external shocks and regulatory changes, safeguarding their long-term viability and profitability.
4.Innovation and Collaboration: The pursuit of sustainability and ESG goals drives innovation and collaboration across the travel industry, fostering creativity, entrepreneurship, and knowledge sharing. By collaborating with partners, suppliers, and stakeholders, companies can leverage collective expertise and resources to develop new products, services, and business models that promote sustainability and enhance customer value.
Looking ahead, the future of sustainability and ESG in the travel industry is promising, with several key trends shaping the landscape.
1.Technology Integration: Advancements in technology, such as artificial intelligence, data analytics,
and blockchain, are enabling travel companies to track, measure, and optimize their sustainability performance more effectively. Digital platforms and mobile apps empower travelers to make informed choices and engage with sustainable tourism experiences, driving demand for eco-friendly accommodations, tours, and activities.
2.Circular Economy and Waste Reduction: The adoption of circular economy principles, which prioritize resource efficiency, waste reduction, and recycling, is gaining traction within the travel industry. Companies are exploring innovative solutions to minimize single-use plastics, recycle waste materials, and promote circular supply chains, contributing to a more sustainable and resilient tourism ecosystem.
3.Community-Led Tourism Development: Empowering local communities to participate in tourism planning, management, and decision-making is essential for fostering sustainable development and inclusive growth. Community-based tourism initiatives, homestay programs, and cultural exchanges offer authentic and immersive experiences that benefit both travelers and destination residents, creating shared value and promoting cross-cultural understanding.
4.Regulatory Evolution and Stakeholder Engagement: Governments, regulatory bodies, and industry associations are increasingly prioritizing sustainability and ESG considerations in policymaking, regulations, and industry standards. Enhanced collaboration between public and private sector stakeholders, including governments, NGOs, businesses, and local communities, is essential for driving collective action, scaling up sustainable practices, and achieving global sustainability goals.
In conclusion, sustainability and ESG are driving forces shaping the future of the travel industry, influencing business strategies, consumer preferences, and destination management practices. By embracing sustainability principles, travel companies can create value for their stakeholders, mitigate risks, and contribute to a more resilient, inclusive, and responsible tourism ecosystem. As the industry continues to evolve, collaboration, innovation, and collective action will be essential for addressing the complex challenges and opportunities that lie ahead.
With a new strategic equity partner, Zambian company Mopani Copper Mines PLC, one of the biggest copper exporters in the world, is set to significantly expand its operations, ensuring its continuing contribution to Zambia’s economic development.
Zambia, in southern Central Africa, has been a mining powerhouse for well over 100 years and is one of the largest copper producers in Africa. Mining is crucial to the Zambian economy and generates three-quarters of Zambia’s export earnings. The main copper mining region in Zambia is the Copperbelt Province, centred on the cities of Kitwe and Ndola.
Inara Investments has carved out a pivotal role in Zambia’s economic advancement by expertly channelling strategic investments across varied sectors. Its remarkable distinction in the bustling Zambian economy stems from its proficiency in logistics—a crucial factor that greatly enhances its influence.
As the linchpin of any prosperous investment initiative, logistics is where Inara shines. The company has established a robust logistics system tailored to facilitate seamless operations, reduce costs, and guarantee the timely delivery of goods and services, thus boosting efficiency and investment returns.
Navigating Zambia’s distinct geographic and infrastructural complexities, Inara Investments employs stateof-the-art technology and forges strategic alliances to surmount logistical challenges. Its strategy encompasses the optimization of routing plans, the adoption of real-time tracking for in-transit goods, and the application of predictive analytics to avert disruptions. Significantly, Inara also prioritizes sustainable logistics, integrating environmentally friendly practices and technologies to diminish its ecological footprint.
These sophisticated logistics approaches, when merged with Inara’s investment activities, not only enhance its venture outcomes but also materially aid in building Zambia’s economic infrastructure. Inara’s logistical expertise positions it not just as an investor, but as a catalyst for efficiency and growth, leading to a more interconnected, robust, and thriving Zambia. By combining astute investment insight with logistics innovation, Inara Investments is actively sculpting Zambia’s economic future.
Inara Investments Limited is a leading provider of end-to-end logistics service solutions across Eastern, Central, and Southern Africa. Inara offers a comprehensive set of services, including warehousing, transportation, and customs clearing. Our transportation and haulage services span across Zambia, Tanzania, the Democratic Republic of Congo, Mozambique, and Namibia.
We own and operate an extensive network of assets and resources that let us take full control of every link of our client’s supply chain. We leverage our 28 years of experience in the marketplace to ensure end-to-end excellence in the handling of goods, from transportation to ports and at every touchpoint in between.
Inara has gained a reputation as an innovative, dynamic, and reliable supply chain partner in the African logistics industry. At Inara, we pride ourselves on delivering efficient, tailored, and trustworthy services to meet our client’s unique supply chain needs.
This is also where Mopani Copper Mines PLC (MCM) started nearly a century ago, and developed, in various forms and under various owners, to emerge as a significant mineral supplier to the world’s manufacturers, concentrating its operations in the Kitwe and Mufulira districts of the Copperbelt.
Zambia has also seen copper mining companies setting up operations in the North West Province as evidenced over the last decade.
With a rich history in mining and processing dating back to the 1930s, Mopani’s assets in Kitwe and Mufulira include underground mines, concentrators, a smelter and a refinery. The company continues to upgrade its infrastructure by investing
in new technologies to increase production and improve efficiencies.
The new infrastructure includes three deep shafts (Synclinorium, Mindola and Henderson), which were sunk and equipped between 2014 and 2021 to extend the life of the mine by over 25 years, safeguard the existing jobs at both mine sites and ensure Mopani’s continuous contribution to Zambia’s economic development.
Over the last few months, the company has undergone a significant change. Until very recently, Mopani Copper Mines PLC was owned by ZCCM Investment Holdings PLC, which assumed ownership of the company in 2021 after buying off the majority stake from Carlisa Investments – a joint venture
Timaja Drilling, a prominent company based in Zambia, has carved a niche for itself in the field of drilling and exploration services, significantly contributing to Zambia’s growing mining and water management sectors. As a key player in the industry, Timaja Drilling specializes in providing comprehensive drilling solutions, including exploration drilling, borehole drilling, and water well drilling, catering to both the mining industry and agricultural sectors.
In the mining sector, Timaja Drilling plays a crucial role by offering exploration drilling services that are fundamental for mineral exploration. Their expertise enables mining companies to locate and delineate mineral deposits, which is a critical step in the mining process. By utilizing advanced drilling techniques and stateof-the-art equipment, Timaja ensures efficient and effective exploration activities, thereby aiding Zambia’s status as a major mining country with rich deposits of copper and other valuable minerals.
Moreover, Timaja Drilling is deeply involved in enhancing water accessibility through its borehole and water well drilling services. Their commitment to utilizing sustainable drilling practices further underscores their role in promoting environmental stewardship and supporting Zambia’s agricultural development.
Through its diverse range of drilling services, Timaja Drilling not only supports the mining and agricultural industries but also contributes to the socio-economic development of Zambia. Their dedication to quality, safety, and environmental sustainability positions Timaja as a key contributor to Zambia’s growth and development in these sectors.
As such, the Company monitors the appropriate IMS (Integrated Management System – ISO 45001:2018, 14001:2015 and 9001:2015) and discard the obsolete Safe Working Procedures and replace with the updated ones to suit the international Standards.
between Swiss commodity trader Glencore and Canadian-based First Quantum Minerals – which ran Mopani from its privatisation in 2000.
Since assuming control of Mopani from Glencore in 2021, Zambia has actively sought a new investor for the assets. The search was completed in December 2023, when the government selected United Arab Emirates’ International Resources Holdings (IRH) as the new strategic equity partner in Mopani Copper Mines PLC. Through its subsidiary, Delta Mining Ltd, IRH has committed $1.1 billion for a 51% interest in Mopani.
“The transaction was ultimately closed and took effect at the end of March 2024, with Zambia’s president officially making the announcement to the general public,” says Mopani’s CEO Charles Sakanya, explaining that the investment will primarily help with short-term working capital and finance the completion of the expansion projects to unlock Mopani’s long-term potential.
He affirms that the future of Mopani lies in the expansion projects that the company has been
undertaking since 2013. “As a proudly Zambian mining company, our desire is to continue investing in infrastructure development and our employees to ensure we make Mopani a world-class mining operation. The expansion projects, worth some $400 million, are expected to resume short-
ly with the ultimate objective to increase annual production from 3.5 million tonnes of ore to some 8.5 million in the next 6 to 7 years.”
He himself has witnessed the company’s turbulent development first hand. An accomplished
mechanical engineer with over 39 years of mining engineering experience in Zambia, Canada, South Africa, , Australia, and Kazakhstan, and a former president of the Engineering Institution of Zambia (EIZ), he joined MCM in 2004 when he returned from abroad.
Prior to his appointment as MCM’s Chief Executive Officer in 2020, he was Chief Engineer at Mopani. Having worked at Konkola Copper Mines, Hudson Bay Mining and Smelting Company (Canada), Nkana Mine, and other locations, he possesses the extensive knowledge and experience needed to steer Mopani to new heights.
“Back then, it was a good decision to come back to Zambia, and it’s been a privilege to participate in Mopani’s development. We have some exciting times ahead, with the new investor committed to supporting business growth,” he says.
Looking back at the difficult years, he reflected that even when Glencore left in 2021, the management always believed in Mopani’s future. “Instead of worrying about the company, we knew a major partner was on the horizon. We sat back and drew our vision – not something one would normally do when they are waiting for an equity partner, but we were determined to plan for the completion of the expansion projects and envisaged a successful outcome.”
The operations in the mine are well established. Mopani owns the Mufulira ISA smelter, where concentrates coming from Mufulira and Nkana concentrators are blended with toll concentrates from other sources to produce copper anodes containing 99.6% copper.
The upgraded smelter is equipped with two acid plants; the operating one captures up to 95% sulphur dioxide and converts it to sulphuric acid as part of Mopani’s commitment towards maintaining a clean atmospheric environment. The second acid plant will have to be upgraded from a single contact and single absorption plant to double contact and double absorption to treat increased gas flows when production is ramped up after completion of the expansion projects.
Further down the line, Mopani’s refinery has the capacity to produce 225,000 tonnes of copper cathode per annum. At the refinery, copper anodes coming from the smelter are electro-refined to produce cathodes with 99.999% copper, conforming to LME grade ‘A’.
Our stateof-the-art
Centre (MCTC), a project worth $21 million that was accomplished under Glencore ownership, is one of the best miningorientated training facilities in Zambia and beyond
Mr Sakanya affirms that the investment is aimed not only at increasing production but also at adding value. “New technology will enable us to convert copper cathodes into copper rods and wire bars to be exported to global manufacturers, primarily for EV production and other associated products. When we add renewable energy to the offering, Mopani’s product, widely reputed to be the purest copper in the world, can sell at a premium for almost $185 per tonne.”
Mining technology is not the only area that the investment is to cover – environmental measures are just as important. With less rain as a result of climate change, the company is considering installation of photovoltaics to supplement traditional hydropower, so far the major energy source in the country. In addition, Mopani is looking at making use of its important by-product, sulphuric acid, to produce fertilisers, a substantial percentage of which is currently imported into Zambia, thus contributing to supporting local agriculture.
Mr Sakanya points out that with regards to its waste, Mopani is now in a process of initiating a major project for slag processing and recovery and has moved from tailing dams to tailings buttressing, again important steps to save resources and the environment.
While investing in growth and environmental measures, Mopani remains committed to supporting the social-economic development of the host communities through its robust Corporate Social Responsibility (CSR) programmes.
The company supports the development of sports, local enterprises, education, health, basic infrastructure as well as water and sanitation in the communities of Kitwe and Mufulira, and is well-known for its focus on training and human resources development.
“Our state-of-the-art Mopani Central Training Centre (MCTC), a project worth $21 million that was accomplished under Glencore ownership, is one of the best mining-orientated training facilities in Zambia and beyond,” says Mr Sakanya.
The training centre offers long- and short-term courses in mechanical, metallurgical and mining engineering, and has both full-scale underground and surface simulations so that all theoretical courses are also seen and experienced in practice on-site. The Zambia Chamber of Mines, an association of all mining companies, has mandated MCTC to train all Mine Rescue proto teams in the country while the Zambian government continues to sponsor thousands of youths under its skills development programme and fiscal decentralisation scheme, the Constituency Development Fund for training at MCTC.
“The Centre attracts students from across the sub-region and from as far as Liberia in West Africa. We have students from Botswana this year. . We are also working with the Chamber of Commerce of Germany on both course design and preparation for future student exchanges and skills transfer.”
It goes without saying that the company’s own staff are
also trained at the Centre, and Mr Sakanya acknowledges that Mopani is proud of its high calibre employees. “The vast majority of our 5,500 employees are Zambians and highly-skilled, with many educated abroad.”
The focus on enhancing local skills is strong, he affirms. Mopani has implemented various reforms to its supply value chain programme to promote inclusiveness and fairness as well as to create opportunities for increased local participation under its new deliberate ‘Buy Local, Buy Zambian’ policy. Foreign contractors are used only for highly specialized works while the rest of the goods and services are procured locally.
“We want to grow our local supplier base, which today includes nearly 3,000 companies, and also want to support Zambian manufacturers. Investing in Zambia and its sustainable development is what drives us forward, and is the purpose of expanding our operation.”
It is evident that the coming months will be both exciting and challenging for the company,
with many tasks to be accomplished within a relatively short time frame. Mr Charles Sakanya, an experienced, well travelled and internationally educated leader, is aware that succession planning, and developing talented individuals into the next generation of industrial and economic leaders, will be an integral part of the way forward.
What would he say to young enthusiasts striving to lead prosperous businesses into the future?
“My advice is simple – when you get an opportunity to perform a task, do it to the best of your ability. A good understanding of the business is key, and start from the bottom up – engagement with the shop floor is essential, as sometimes the best solutions come from the bottom.”
“Stay abreast with technological advances, work smarter, not harder, and have an open mind. The higher you go, the more you need to open up your horizon,” he says, affirming that supporting and growing the next generation who will face up to the challenge of taking over the baton, will be essential for Mopani’s continued success and growth.
Norwegian shipping company Hurtigruten, an iconic brand in its home country, is leveraging its century-long tradition, enriched with a spirit of modern adventure. “Following the harsh years of the global pandemic, Hurtigruten is sailing full speed again,” says Tom Arild Trosterud, VP Procurement.
Established in 1893, Hurtigruten is not only a household name in Norway but an indispensable part of the country’s history. In the late 19th century, the 780-mile coastline from Bergen to Kirkenes was a busy route for the transportation of both goods and passengers but services were unreliable and infrequent. That changed in 1893, when Captain Richard With’s steamer, DS Vesteraalen, was brought into service along the coast of Norway, marking the birth of the ‘hurtigruten’ (the fast route).
Let your journey begin here
Together we will create memorable and sustainable travel experiences - every day.
Tide Bus has a total of 5 600 employees in Norway and Denmark. The company takes great pride in its diversity, represented by 67 different nationalities among its employees.
Operating seamlessly, Tide coordinates more than 20 000 daily bus departures by utilizing a fleet of around 2 300 buses.
Established in 1880, Tide holds the distinction of beeing the second-largest bus operator in Norway and the fourth-largest in Denmark.
Discover Norway’s breathtaking landscapes and vibrant cities with confidence, comfort and knowing you’re making an eco-conscious choice for your journey.
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Please contact us at tur@tide.no
Tide is one of the markets leaders within the Norwegian bus transport market, known for its high quality and reliability. The company offers a large variety of modern coaches with a high level of comfort, all over the country.
Some of Tides core values are simplicity and quality, that are reflected throughout its customer care. Simplified booking systems are in place to ensure smooth travel planning, in addition to a dedicated sales team that will be the main contact for all inquiries.
This approach is particularly valued at a time when people seek clarity and efficiency in their interactions with service providers. Tide utilizes forward-thinking technology within the industry, providing more predictable operations and even better customer experiences.
Tide has a distinctly strategy to be a leading contributor towards the green transition, reflected in the company’s investment in electric coaches. The first electric coach was purchased in 2021, and the development is progressing rapidly, with positive results. In spring 2024, brand new electric coaches from Yutong are available for Tides customers. With their 15 meters, 61 seats, and increased battery capacity, the usage areas are expanded, making the bus even «greener».
“We at Tide are committed to creating good, memorable and sustainable travel experiences. Our aim is to be a leading player towards the green transition. Tide has therefore made an active choice to invest in electric buses to meet our customers’ demands and to be pioneers towards more sustainable travel. We see that this has been a valuable investment”.
Roger Harkestad, CEOTide AS
In addition to offering a modern bus fleet, Tide is also proud of its skilled drivers who ensure good travel experiences for thousands of passengers every day. Their combination of experienced driving skills and local knowledge ensures a safe and comfortable journey for all passengers. Tide’s history dates back to 1880, and the strength of its long industry experience undoubtedly plays a crucial role in delivering excellent travel experiences. Together with a high level of expertise among its employees, Tide positions itself as a professional and reliable partner for land-based transport services.
Tide’s goal is to offer tailored solutions that meet the specific requirements of each customer. Whether it’s a simple day trip, complex multi-day tours, or regular assignments, Tide addresses this with an unwavering commitment to quality and customer satisfaction. This makes Tide the obvious choice for anyone who values reliability, comfort, and environmental responsibility in their transport requirements.
The company continued to grow steadily, adding both more ships and more destinations to the portfolio, and as its prime role of connecting coastline communities started to diminish, the emphasis on tourism increased. A significant milestone came in 2014, when TDR Capital, a British private equity firm, acquired the majority stake in the Norwegian company, bringing with it a push for further expansion, strengthening the international expedition cruise initiative.
In 2021, Hurtingruten was split into two entities – the expedition cruise business is covered by HX – Hurtigruten Expeditions, while Hurtigruten Norway continues to operate the scheduled traffic between Bergen and Kirkenes. The coastal route has been expanded to include the Svalbard Express, an old trading route from Bergen to Svalbard. The group further contains Hurtigruten Svalbard, offering land-based adventures on the spectacular Arctic archipelago, and the Hurtigruten Foundation, which was established in 2015.
Today the company offers the world’s most spectacular destinations, from the High North to Antarctica in the south. Making sure that all technical as well as passenger needs are met on all these ships that operate 24/7 all year round is a formidable task, one that has been placed on Tom Arils Trosterud, with the support of an international team of colleagues.
Tom joined Hurtigruten two and a half years ago after an exciting career in project management and procurement. Having started as a consultant, he soon moved into managing projects for large Scandinavian companies, acquiring experience and skills in both procurement and negotiations. Then the opportunity to join Norway’s iconic shipping company came along, at a time when, after the best year in its history, Hurtigruten hit rock bottom as a result of the global pandemic.
We had to adopt a different approach, scrutinising every cost item and turning every stone to save expenses
“When I joined the company, a lot of staff had left, and there was little control within a disrupted structure. So my main task was to help resume control, to show how procurement could help improve the overall performance of the business. We had to adopt a different approach, scrutinising every cost item and turning every stone to save expenses.”
“For me personally, it was an exciting opportunity,” he continues. “With a very small team, we managed to automate some areas of procurement, to professionalise the whole department, focusing on stabilising the business and making sure that everything runs smoothly for the ships – they need food, they need spare parts, and everything has to be there on time and as required. That is my responsibility.”
The Group Strategic Procurement team is small, consisting of just two people, but Tom explains that there are 9 colleagues in the Hurtigruten Norway procurement operational team and 7 in the HX team which is run from Germany. When asked about his leadership style, Tom says: “No micromanagement and no focus on hierarchy. Everyone is equally important, and I promote cross-team cooperation.”
Tom’s job is very diverse, covering anything from a tender for fuel, which is Hurtigruten’s biggest cost, to a very small part of IT, and making sure that the ships have just the right amount needed with no excess items. He also explains that some changes to managing the supply chain have been made post-pandemic, with a view to improving efficiencies.
“The focus on ‘local’ is important to us. However, while we have some long-standing relationships with many vendors, this is not always an advantage when a change is required as these relationships may have become too ‘familiar’. While supporting local communities has always been part of Hurtigruten’s DNA, that does not stop us from using alternative suppliers if needed. I always seek the best deal for the company, not necessary in terms of price but in terms of the overall package.”
No micromanagement and no focus on hierarchy. Everyone is equally important
Reflecting on his role for Hurtigruten’s future development, he says: “I am proud to be working in a company that is such an important part of Norway’s history, that was historically instrumental in promoting the connection between the country’s south and north, and which today offers the most beautiful voyages in the world, with a strong focus on giving back to the local community and wildlife while creating the memories of a lifetime.”
The company is now set to grow both of its business lines. In the wake of the pandemic, Hurtigruten Norway’s seven coastal ships yet again carry freight and guests along the coast of Norway, which many describe as “the world’s most beautiful voyage”.
And under the HX brand, the company’s fleet of modern custom-built expedition cruise ships explores many exciting destinations including Antarctica, the Galapagos, the Northern Passage, Greenland and more. “At the moment, demand is rising again and occupancy is really good, particularly in high season,” says Tom.
In addition to providing exciting voyages to remote, pristine corners of the Earth, the company is also making a push to take a lead in moving the shipping industry to a greener future, aspiring to be the most sustainable travel operator in the world. In 2019 Hurtigruten launched the world’s first hybrid-powered cruise ship MS Roald Amundsen, followed by her sister ship MS Fridtjof Nansen, with more to come.
“Sustainability has been at the heart of our operations ever since we started, and ESG is ingrained in all parts of our business and operations. Being responsible is more than what we do – it’s who we are. It’s the backbone of our business, it is a part of our DNA and our road ahead,” Tom affirms.
Sustainability has been at the heart of our operations ever since we started
I am proud to be working in a company that is such an important part of Norway’s history, that was historically instrumental in promoting the connection between the country’s south and north, and which today offers the most beautiful voyages in the world, with a strong focus on giving back to the local community and wildlife while creating the memories of a lifetime
With this vision being at the absolute forefront of sustainability and ESG, integrating such practices with key partners is also fundamental in achieving the environmental results befitting of the natural beauty around in which Hurtigruten operates. One of these partners being Tide Buss AS. Tide Buss have been working with Hurtigruten on all their passenger travels from ports through to other areas of the passenger destination requirements. With Tide Buss also having an important stance on Sustainable and Environmentally friendly travelling for their passengers, it ties in well with the visionary of Tom and the procurement best practice values.
It’s the perfect partnership, with Tide Buss having the largest electric fleet of tour operating buses in the country, the relationship has flourished since its inception in 2019 and as more tourists continue to flock to the Fjords and its surrounding geographical wonders in which Hurtigruten operates, the customers will take solace in this.
Hurtigruten Norway’s project aims to have a significant impact on the cruise industry’s sustainability and the future of travel
To this end, the company is not only investing in the hybridisation of its fleet but also in R&D to develop zero-emission ships specifically adapted to the Norwegian coast, with the first vessel expected to be delivered by 2030. With only 0.1% of all vessels worldwide currently using zero-emission technology, Hurtigruten Norway’s project aims to have a significant impact on the cruise industry’s sustainability and the future of travel. As such, Hurtigruten stays true to its legacy of blazing trails to new horizons.
Authentic yet innovative, with memorable flavour profiles – those are the characteristics of CARIB Brewery’s brands that please regional and global consumers alike. Now, the company that significantly contributes to the economic development of the Caribbean region is set to further expand its reach.
In 1950, the local and regional beverage industry in the Caribbean changed forever with the introduction of Carib® Beer. Today, the company that bears the name of this eminent beer brand stands stronger than ever before, boasting a varied portfolio and continuing the Trinidad and Tobago brewing heritage.
For over 19 years, J. Morris Welding Company Ltd have been a cornerstone in food grade welding for the Food and Beverage industry, leaving an indelible mark in Trinidad and Tobago and extending its reach to Aruba, Suriname, and Jamaica. Founded by Director Jeffrey Morris, we have cultivated enduring relationships - transforming clients into industry leaders.
Our mission is clear-cut: deliver professionalism, integrity, and top-tier construction services at competitive prices. Aspiring to lead in engineering and construction, we set high standards for quality and safety, envisioning leadership in both performance and quality.
Distinguishing ourselves through a commitment to quality, J. Morris Welding surpasses client expectations with meticulous planning and continuous improvement. We prioritize Health, Safety, and Environment (HSE) performance, maintaining a zero-tolerance stance on accidents.
We specialize in food grade/aseptic welding for the food and beverage industry. The job is developed, executed, and completed in such a way that the weld’s sanitary and structural integrity are not compromised. We also provide plant module assembly, maintenance and repair of critical components, fabrication of structural steel and other pipelines, and tailored solutions to fulfill a wide range of industry needs.
J. Morris Welding has had a major impact on the industry with projects ranging from plant renovations to installations. The company has served prestigious clients as SM Jaleel & Company Ltd, Nestle TT Ltd, Charles Candy, Universal foods, SMI LTD, A Due S.p.A, Tetra Pak, CGA Ltd, Gable and recently, Carib Brewery Grenada.
Additionally, we were excited to collaborate with Carib Brewery to upgrade their packaging system and subsequently set up the cross-flow membrane technology’s infrastructure. Helping the company reach its objectives of reducing losses, improving quality and increasing production was a delight, and we look forward to a fantastic and long-lasting partnership with them in the future. These were only a handful of the many fruitful projects we completed for Carib Brewery, with whom we have a thriving cooperation that has lasted for more than five years.
J. Morris Welding stands as a reliable, customer-focused entity, blending experience, innovation, and an unwavering commitment to excellence in welding and fabrication services, encompassing the essence of what it means to pioneer excellence in our field.
To learn more, please don’t hesitate to call one of our team:
Julios Smith - 868 - 326-8214 (Primary Contact) • Jeffrey Morris - 868 - 312-6750 (Secondary Contact)
Our skilled fabricators and welders will provide high quality results, guaranteed. We can custom-fit and design any job to match exact specifications. We listen to the customer’s needs and provide the very best we have to offer.
that’s our guarantee!
We specialize in the welding of aseptic lines in the Food and Beverage industry
Structural Steel Beams, Columns, Plates and Channels
Pipelines of all types (Stainless Steel (all grades), Carbon Steel, Aluminum etc.)
Railings and Safety Platforms
Plasma Cutting
Product/Industrial Welding and Assembly
Industrial Painting
Custom Design and Welding Engineering
Fabrication of various material
Plant Welding Consultation Services
The brewery was founded in 1947 as the Caribbean Development Company (CDC) by Sir Gerald Wight who was determined to move Trinidad’s local industry away from its traditional sugar and oil-dependent economy. However, long before CDC, Trinidad resident Mr Walters had created
the Trinidad Brewing Company, lifting the spirits of many during the worldwide depression that followed World War I with his dark porter brews: Royal Lion Ale, Royal Extra Stout and Black Velvet Stout.
In 1957, Mr Walters sold Trinidad Brewing Company to CDC,
adding his brands to CDC’s growing portfolio. Further ownership changes followed until 1986 when the company was acquired by the ANSA McAL Group, one of the Caribbean’s largest and most diversified companies. Since then, the business has been operating as CARIB Brewery.
“CARIB Brewery today operates four breweries located in Trinidad and Tobago, St. Kitts and Nevis, Grenada and Florida, and offers its world-renowned brands around the globe,” says Adrian Sabga, Managing Director International and Business Development for CARIB Brewery. “Our current portfolio is wide and varied with lagers, malts, stouts, ciders, seltzers, , ready-to-drink (RTDs) beverages as well as low and non-alcoholic beverages.”
He explains that ANSA today employs over 6,000 people worldwide and CARIB, with its nearly 1,300 employees across the Caribbean region and the United States, is one of its largest subsidiaries. “I’m very proud to say that a company born in the Caribbean has become a truly international business offering its products in well over 38 countries around the world and growing.”
But CARIB’s regional impact is much larger. The Brewery, a major employer in the Caribbean region, plays a significant role in the economies of the countries in which it operates, contributing to employment and economic development.
CARIB Brewery has established a reputation for producing beverages of exceptional quality and consistency. The Brewery’s beverages are known for their distinctive and memorable flavour profiles. Whether it’s the crisp and refreshing taste of Carib Lager, the flagship product, or the rich complexity of Shandy Carib, each product offers a unique sensory experience that stands out in the market.
Innovation is part of the growth. “We have a highly robust innovation pipeline. We continually introduce new and innovative products to our portfolio, catering to our growing and diverse consumer preferences,” says Adrian.
“The variety of options allows customers to explore different flavours and find beverages that suit their individual tastes, making the brand a go-to choice for various occasions. This responsiveness to changing tastes and preferences ensures that CARIB Brewery remains relevant and appealing to a wide range of consumers.”
The company has recently entered the fast-growing hard seltzer market, with the launch of its latest product offering – Eagle Ray Hard Seltzer, a gluten-free ready-to-drink beverage that comes in three all-natural fruit flavours, with no added sugar. This launch signifies that the ‘beyond beer’ category at CARIB is continuously expanding, following another unique product introduced in 2022 – Rockstone Tonic Wine.
This ready-to-drink fortified alcoholic beverage, loaded with vitamins that can be drunk as a revitaliser, was the result of two and a half years development, says Adrian. “We don’t take any shortcuts with our R&D – we spend significant money on any innovation to ensure that the liquid is right, the packaging is right, the consumer testing and consumer acceptance are perfect.”Still, it is not just innovation but also the Brewery’s connection to the Caribbean region and its rich cultural heritage that resonates with customers. Many consumers appreciate the local identity embedded in CARIB Brewery’s products, fostering a sense of pride and loyalty among Caribbean people both at home and abroad as well as others who identify with good Caribbean vibes.
The efforts that the company has put into its brand’s enhancement have been widely recognised. At the end of last year, CARIB Brewery proudly announce its latest accolade, the “Internationally Known TT Owned Company of the Year” award, presented by the Trinidad and Tobago Chamber of Industry and Commerce.
Adrian says: “Being recognised at this level was a phenomenal honour for us and a testament to the collective effort and dedication of the entire CARIB Brewery team, a reflection of 70 years of emphasis on quality products. We consistently strive to produce beverages that not only meet but exceed international standards, making us a brand that is recognised and celebrated globally.
Adrian himself has been a driving force behind CARIB’s recent growth and international expansion. “I’ve always been extremely excited by the manufacturing sector. I see Trinidad as one of the best manufacturers within the region, with the ability to stand up against some of the biggest global players,” he says.
With a sound track record in the beverage industry, Adrian has been working in the beverage and manufacturing space for 12+ years.. “My journey at CARIB Brewery has been both rewarding and challenging. Since completing my Master’s degree in the UK, I have had the privilege of being part of the Brewery’s growth story. Over the years, I have been involved in various roles that have allowed me to gain a deep understanding of the beverage industry, the dynamics of different markets, and the complexities of international business.”
The variety of options allows customers to explore different flavours and find beverages that suit their individual tastes
This insight has been well used for CARIB Brewery’s international development. “The commitment to excellence and innovation has provided me with a platform to contribute to the company’s success while furthering my professional development. As a leader in the organisation, I am committed to fostering a collaborative and innovative culture and to encouraging a culture of learning and adaptability, to help my team develop and grow.”
For the region and its people
CARIB Brewery has also made significant strides in embracing sustainability and adopting Environmental, Social, and Governance (ESG) practices. These are multi-faceted, encompassing environmental responsibility, community support and transparency.
“Our breweries provide employment opportunities within the local community, contributing to economic growth and stability. Creating a skilled and diverse workforce helps build a strong foundation for the communities surrounding the brewery,” he says.
Sustainability is embedded in CARIB’s business strategy and planning. One of the primary platforms for sustainability at CARIB Brewery is its returnable bottle and crate system. This is in operation across all its breweries in the Caribbean and the model ensures that bottles are collected and returned for reuse or recycling. Over 95% of
CARIB Brewery’s packaging is returned and recycled. This helps reduce the consumption of raw material and the energy used to produce them, leading to a significantly reduced carbon footprint.
“The future of sustainable alternatives in our brewing process is high on the agenda for all our breweries. We aim to design economically-sound processes throughout the value chain, working to reduce waste and engineer better outcomes for our business and more value for our customers.”
He further notes that CARIB Brewery collaborates with suppliers who share a commitment to sustainable and ethical practices. By working closely with its supply chain partners, the brewery ensures that sustainability is embedded throughout the entire value chain. “These enduring partnerships are built on mutual trust, shared values, and a commitment to excellence. Our suppliers become integral parts of our extended CARIB Brewery family, and we appreciate the stability and reliability that come with long-standing collaborations.”
sustainable growth
Recognising the ever-evolving nature
of technology, CARIB Brewery is committed to ongoing investments in this critical area, says Adrian, listing the upcoming priorities: “Over the next 18 months, we plan to further enhance our technological infrastructure, exploring innovations that can optimize our supply chain, improve production capabilities, and strengthen our digital presence. This investment aligns with our commitment to staying at the forefront of technological advancements in the beverage industry.”
As the Managing Director International and Business Development for CARIB Brewery, Adrian Sabga is set to expand the company’s global presence, fostering sustainable growth, and continuously elevating its brand in the competitive beverage industry.
In concluding, he affirms that the company wishes to continue to be the premium and preferred beverage supplier of the best quality products that are available. “I am excited about the opportunities that lie ahead for CARIB Brewery, and I remain dedicated to leading our international and business development efforts with a focus on sustainable growth and market leadership.”
In today’s environment where businesses are undergoing rapid transformation, and with technology fuelling the pace of change, PwC is bringing its business expertise alongside its long-standing relationships with technology leaders to drive value for its clients.
PwC is at the forefront of forming alliances and partnerships to build momentum in digital transformation towards an AI-powered future. Executive Insight had the pleasure of speaking to digital services expert Nicola Quincey who has recently joined PwC as its new EMEA AWS (Amazon Web Services) Alliance Leader and Partner, about how advancing cloud innovation and technology transformation will unlock the potential of future business operations.
The New Equation is a community of solvers coming together.
We’ve all been told what one plus one adds up to. But if you bring together the right combinations of people and technology in unexpected ways then it can be something greater.
At PwC, it all adds up to The New Equation.
A former AWS Executive with 25 years in cloud tech, Nicola has implemented cutting-edge technological solutions for clients, with a strong emphasis on co-innovation and delivering value at scale. Prior to AWS, Nicola worked at Microsoft for 10 years, and she co-founded and managed a sales and marketing consultancy.
Interestingly, she says she had come to tech almost by accident. “I studied law, then I travelled a bit. When I needed a job to fund my post-graduate studies, I ended up in IT sales and found that this was much more fun and more creative. So, I decided to continue in the technology sphere,” she says.
Accelerated transition through alliance partnerships
Amazon Web Services is PwC’s valued alliance partner– in September 2023, PwC announced a three-year global strategic collaboration agreement with AWS to accelerate innovation, improve operational efficiency and transform the way business is done. The move enhanced PwC’s strong expertise in using the cloud to power business, while allowing the two firms to deliver approximately $800 million
in value to clients, according to a joint release.
Nicola’s task is to unlock the potential of PwC’s alliance with AWS, merging PwC’s extensive EMEA expertise with their market knowledge. This positions PwC as the preferred collaborator for clients seeking transformative, innovative, and cloud-focused solutions.
She says: “One of the reasons I joined PwC was the leadership principles that are aligned with my values as well as my personality. In terms of culture, AWS has a lot of similarities with PwC, the most important is that we start with the client and work backwards from there. We help build businesses achieve ambitions rather than sell ready-made products.”
Nicola, who is positioned in PwC’s EMEA Alliances Impact Center, further points out that PwC is leveraging strategic alliances with the world’s leading technology and data companies to help accelerate innovation and power the client’s business transformation. With PwC’s industry insight and technology expertise, clients get tailored and best-fit digital solutions that simplify their systems and amplify their results.
PwC’s 27th Annual Global CEO Survey confirmed that many companies are taking steps to reinvent themselves within the digital transformation sphere to stay viable in at least 10 years’ time. Specifically, the survey looked at generative AI, which has all the hallmarks of a technology that could significantly change how companies operate, transform business models, redefine work processes and overhaul entire industries.
Nicola points out that although AI has become a hot topic, it has been used in industry for a long time. “What I really love about IT is that it almost enables you to see into the future – the things you’re working on now will probably hit the market in three to five years. And what we are going to see is digital innovation leading business, and industry, transformation.”
PwC has long solved complex problems in industry. The results of the CEO survey, where 45% of CEOs feel their business model will not sustain them in their current paths, lend themselves to PwC’s business transformation services. Here, the company works with clients to look into their future, build a strategy, design or refine structures, build solutions to quickly test in market and optimise and ensure success of new model operations, while taking a holistic approach, which includes the technology solutions as well as the business and process layers to ensure smooth adoption and long-term benefit.
As an example, she mentions PwC’s strategic partnership with Engine by Starling, softwareas-a-service (SaaS) subsidiary of Starling Bank that launched in 2022. Starling Bank was founded in 2014 by Anne Boden and launched in the UK in 2017.
“Starting with business transformation with Starling to build a digital banking solution they could leverage in the UK, the client realised the benefit was much wider across the whole banking sector,” she says.
“Engine brings modern banking technology to banks around the world. The Engine platform, built to power Starling Bank, is modular, API-based, cloud-native and proven at scale. The ones who ultimately benefit most are the banks’ customers.”
Nicola reflects that it is not just the product that PwC and AWS are willing to present to clients but also a novel idea and delivering on that. “It’s about talking about the art of the possible, about making clients think in different terms.”
“With technology, you can literally shape the future. We can start with an idea and then figure out how to get there. Sometimes that takes time. And it takes incredibly clever people. But the amazing thing about technology is that if you can dream it, you can achieve it.”
In terms of current market trends, she affirms that sustainability is just as important as digitisation for business leaders, and the two go hand in hand. “All of the alliance partners we work with have a strong sustainability message, and specifically Amazon has set themselves very, very aggressive goals and tasks in terms of sustainability and carbon neutrality. “
Statistically, an AWS data centre is typically five times more efficient than a typical data centre in Europe. They are water-positive – billions of litres of water used to cool the data centres are returned to communities. By the end of 2022, 90% of AWS energy came from renewable sources.
“AWS systematically work with suppliers to improve efficiency for hardware, and where possible they use sustainable fuels. They also use the technology for longer. So overall, AWS are reducing their own carbon footprint, which means their customers using the data centres are getting the benefit in terms of their sustainability goals.”
Diversity is another major topic and Nicola affirms that this is one of her big passions. “Both AWS and PwC have implemented progressive diversity policies. However, I believe it is necessary to go deeper, to help raise interest in STEM subjects for girls or disadvantaged children already at schools, help them think about technology or engineering as their career choice.”
“Why am I so passionate about diversity? In my experience, the best ideas come from teams that have different perspectives, with members coming from different countries, different socioeconomic backgrounds, different cultures. That makes the
In my experience, the best ideas come from teams that have different perspectives
The value of PwC and its alliance business is that collection of people who want to innovate and work together and drive for a common outcome
biggest impact. And I also think we owe it to the next generation to do better. If we are not feeding into diversity that is representative of a community then we will continue with biases and with discrimination. “
PwC has recently pushed diversity strongly, she says, noting that the company has opened up the gateway for non-traditional PwC candidates, and introduced apprenticeships and internships, bringing people in from various backgrounds.
“I myself am a great example of that attitude – I didn’t go to the “right” university and I definitely don’t fit the mould of what you would consider a traditional PwC partner,” she says, adding that the alliance teams that PwC has built with members from different parts of the world and diverse career experience is another great example of where that non-traditional version of a PwC partner is really delivering value to the organisation.
“That can only be achieved by team effort. The value of PwC and its alliance business is that collection of people who want to innovate and work together and drive for a common outcome. And that really aligns with AWS. My overriding belief is that we have a lot of very, very talented people, and the real magic happens when we come together as a team,” she concludes.
Norwegian company IK Subsea, a specialist in delivering bespoke engineering solutions to solve the biggest challenges in the subsea industry, is expanding its global footing. “We have used the lessons learned on the Norwegian Continental Shelf to drive an innovative approach that helps our customers wherever they may be – in the Gulf of Mexico, Asia, the Middle East, South America or the North Sea,” says Adrian Gamman, VP and leader for IK Subsea.
IK Subsea is a wholly owned subsidiary of the IK Group, based in south-western Norway, which specialises in the design and manufacture of subsea tools used in the harshest environments worldwide. The company has a strong track record of helping customers with their challenges in all water depths – sometimes deeper than 2,000 metres, maintaining pipelines and subsea infrastructure, repairing leaks and correcting structural problems – all critical elements for performing safe and environmentally friendly operations.
In an industry where excellence and innovation intersect, Namtvedt Sealmaker Service stands at the forefront, heralding a new era of leak repair solutions for oil and gas operators facing the challenges of subsea and downhole leaks. As specialists in advanced sealant technologies, we provide bespoke solutions that ensure the integrity and efficiency of complex subsea infrastructure s . Our partnership with IK Subsea is more than a collaboration; it is a union of visions dedicated to setting unprecedented standards in subsea operations. “This partnership exemplifies our shared commitm ent to excellence, sustainability, and the relentless pursuit of perfection,” states Peter B. Namtvedt, CEO of Namtvedt Sealmaker Services AS.
At the core of the success is our proprietary sealant technology, a beacon of innovation that has guided Sealmaker through 32 years of industry leadership. “Our technology’s 90 95% success rate is not just a statistic; it represents our unwavering dedication to our clients’ operational continuity and financial efficiency,” Namtvedt remarks. Designed for versatility, our sealants address the most challenging downhole and subsea leaks, proving Sealmaker as the definitive solution for operators globally.
Namtvedt Sealmaker was recognized with the Outstanding Achievement Award by Shell Philippines Exploration for our expertise and operational success. This award followed our initial project with the IK Group in November 2015, involving complex subsea operations aboard the SkandiHawk marine vessel. The project demonstrated our i nnovative capabilities and our proficiency in managing challenging conditions effectively. The breadth of our capabilities extends beyond mere product
excellence. “We’ve developed specialized techniques to repair a wide spectrum of leaks, showcasing our engineered solutions’ ability to withstand extreme conditions,” says Ken Phillips, Partner & COO. The sealant’s performance is unmatched, capable of enduring pressures over 15,000 psi and temperatures above 260 degrees Celsius, ensuring reliability across all operational environments.
Sustainability forms the bedrock of our philosophy. “The sealant is completely environmentally friendly and 100% Plonor, which makes it 100% safe to use and protect all sea life after being applied and during the application”, continues Ken. Our commitment to non pollution and environmental stewardship is unwavering, as we continue to innovate in alignment with our sustainabi lity ethos.
Reflecting on Sealmaker’s 32 year legacy, Namtvedt shares, “Our journey is defined by a continuous pursuit of excellence and a deep understanding of subsea complexities. This experience is our guiding light, propelling us towards innovative solutions for tomorrow’s challenges.” Our partnership with IK Subsea marks a pivotal moment in our journey, setting new industry benchmarks for leak repair success and environmental responsibility.
Looking ahead, Namtvedt Sealmaker’s vision is clear. “We aim to lead the industry in delivering solutions that not only ensure operational integrity but also protect the marine environment,” Namtvedt asserts. Join us as we advance toward a future where subsea and downhole leaks are addressed with unparalleled expertise and success rate.. “Together, we’re not just solving today’s challenges; we’re setting the standards for the future of subsea operations,” concludes Namtvedt.
Prolonging the lifetime of subsea assets has a substantial impact on sustainability, and the market is not only vast but also expected to remain in place for many years to come. This is evident in the company’s recent developments and plans for the future. Since 2021, IK Subsea has been experiencing continuous growth, with revenues tripling from 2020 to 2023 and expected to
reach a 100% increase in 2024. A record number of orders are already in place.
We had the pleasure of speaking to Adrian Gamman, Vice President IK Subsea, about recent developments, the company’s technological capabilities, and its plans for the future. Adrian joined IK Group in 2015 as a project manager. After overseeing some of the company’s most significant and challenging projects, he became Subsea Manager in 2020 and was subsequently promoted to Vice President of IK Subsea.
Congratulations on your recent entry into the Asian market! What were the key factors that led IK to make this move, and what are your expectations for the region?
Post-COVID, we started increasing our global reach, and the Asian market has been something we have been looking at for a long time. When an opportunity came along last year, we saw that the time was right.
But perhaps we should add a little background colour to the importance of energy security globally and the key drivers around offshore markets, and subsea in particular. Recent geopolitical events have sharpened the focus of every global political and business leader on the critical importance of a secure,
Until alternative energy sources become abundant and reliable globally, hydrocarbons will realistically play a critical role in the energy mix for at least the next decade or longer. Hence, oil and gas continue to play an important role in energy supply. In the offshore segment, platforms and subsea production and transportation (pipelines) are critical elements of extracting and transporting hydrocarbons to process plants and end users.
IK Subsea supplies technology to keep this subsea infrastructure functioning efficiently and cleanly. Our blend of brilliant engineering and our delivery times have been seen in the Asian market as a very attractive proposition.
Adrian, IK has seen impressive year-on-year growth recently. Can you elaborate on the main drivers of this growth?
Perhaps more impressive than the steep increase in revenues is that around 70% of our revenues are from customers outside of Norway. A key element in our growth has been increased sales to the Middle East and, most recently, China, as energy players prioritise environmental oversight and are becoming highly focused on robust solutions. While clients may have highly developed technologies in some areas, these countries buy the best available subsea technology and are very international in their procurement strategies.
Over the last few years, we have also become more customer-centric. Our entire ethos
is built around engineered solutions that help our customers repair their complex infrastructure in situ. IK Subsea technologies mitigate and repair structural problems and, where necessary, instantly repair subsea leaks. At IK Subsea, we have utilised our unique engineering skills and understanding of customer needs to manufacture highly competitive custom designs and standard products. As large orders increase from new markets, maintaining our reputation for on-time delivery on a budget will be key.
What strategies are you implementing to sustain this trajectory?
We will strive to leverage our engineering centre in Poland as well as our team in Aberdeen, as we rely on seamless integration between Norway, Poland and the UK to drive our successes. We will also continue to hire the right talent at the right time; we feel that our strengths are in our flat organisational structure, our open and diverse culture, and our robust training and staff development plans.
Lastly, we are convinced that pursuing sustainable growth is essential. We have integrated sustainability plans into our key strategies and see a real competitive advantage for companies that walk the talk.
IK Subsea believes that as part of a brown industrial segment, we need an independently verifiable approach to sustainability, including our carbon footprint. Additionally, our technologies lower our customers’ emissions. It’s about a social licence to operate but also about being first and best to ensure our continued growth.
IK is known for its commitment to sustainable
manufacturing. How does this commitment manifest itself in your production processes, and what are the biggest challenges you face in upholding these standards?
By definition, our technologies help our customers lower their carbon impact by mitigating or stopping leaks. We focus on equipment lifetime extension and help decommission, ensuring that equipment is brought up from the subsea environment and disposed of safely. So, our business ID in itself is based on sustainability. But we want to do more as well. And that’s what we are working on.
We are already working hard with employ -
ees in a structured approach to reducing our footprint, whether that means travel, logistics, efficiency, or quality initiatives. We have also entered a sustainability partnership with ClimateAdvisor, which has introduced us to a non-profit group called TerraVera. TerraVera’s mission is to represent real sustainability by modelling the world as it is and verifying data. We aim to understand our current impact, identify efficient improvement measures, and document our sustainable advantage.
As the first pilot, our sister company, Izomax, is mapping out the AOGV tool value chain and measuring emissions. IK Subsea is leveraging
that understanding and data set, and now, together with TerraVera, we will begin modelling some of our key Subsea technologies. Our next step involves documenting avoided emissions (scope 4) and setting a benchmark for the industry. So, addressing a complex question and providing an answer can only be achieved through intricate and accurate measurements of today’s processes, followed by modelling alternatives that lead us to lower carbon footprint solutions.
Collaboration seems to be a core value at IK, as evidenced by your focus on sustainable partnerships throughout the value chain. Can you share some examples of successful partnerships that.
As mentioned earlier, IK Subsea has been operating since 1987, so we have forged long-lasting partnerships with key suppliers and established new relationships. This has been a huge success factor for us, specifically considering that over 70% of our revenue is generated in export markets.
Beyond the major Asian project, IK has been involved in numerous projects across Africa and Europe. How does IK approach its project selection process, and which criteria are the most important when considering new opportunities?
First of all, any new opportunity needs to match our expertise. Our organic growth has been aligned with our technology development. This brings a natural alignment with geographies with offshore activity and infrastructure. We already have a track record of sales and installation/support to most corners of the globe, and with that comes an understanding of the cost of doing business.
We select our projects by analysing technology fit, capacity, and lead times and understanding customer requirements. It goes without saying that profitability is a critical element; we can spend hundreds of hours of engineering time before an order is awarded, so we do not have the luxury of constant failure when we bid for work. Also, compliance with export (or import) regulations is vital.
The subsea pipeline and infrastructure industry is constantly evolving. What are the most significant technological advancements you see on the horizon, and how is IK preparing to adapt and stay ahead of the curve?
Three words come to mind—cost, innovation, and sustainability. We compete with companies from Scandinavia, Europe, Asia, and the US, to name just a few areas. That in itself keeps us on our toes. Norway has a reputation, somewhat deservedly, as a high-cost country, which means IK Subsea needs to manage costs and resources. We have seen that engineering expertise and technology innovation can lower expenses and overcome cost differentials.
A great mix of experience helps us understand the fundamentals required to operate in ultra-harsh environments while utilising advances in technology and materials science to innovate and improve. This will continue to provide us with a competitive advantage. Lastly, our partners, suppliers and others will choose to work with companies that take sustainability seriously.
Looking towards the future, what are IK’s main goals and aspirations for the next 5 to 10 years?
The next decade will be a defining one for IK-Subsea. We’re committed to driving innovation, expanding our global reach, and championing sustainability while prioritising our customers and workforce.
The market is there, and we have the competence, innovation, and products to really grow. We want to be a company with revenue of around one billion NOK by 2030, which basically means tripling in size from what we are today. This is a steep growth curve, but it is realistic. How do we want to achieve it? By delivering outstanding standardised products and developing cutting-edge, innovative, and customer-centric solutions. We firmly believe this combination will fuel our growth.
We plan to continue attracting and investing in talent and expand globally with strategic partnerships, enhancing our reach into key markets. We also strive to minimise our environmental footprint for a greener future. By staying true to our values and embracing change, we’re confident in achieving these goals and shaping a brighter future for IK Subsea, our customers, and the industries we serve.
Given your extensive experience in the subsea pipeline and infrastructure industry, what advice would you give aspiring entrepreneurs or businesses looking to enter this market?
That’s a difficult question. This is a maturing, high-tech market in a highly challenging environment. Think of the temperatures and pressures at 2,000 m of water depth. Only highly specialised components survive and function under these conditions. Having said that, market researchers estimate that the global subsea market is worth between $15 and $20 billion, so there is always room for new entrants. A profound understanding of the market is key, as is a laser focus on the niche.
Addressing local markets is challenging. Building networks, visiting customers, and putting together detailed proposals all take time and investment when it comes to international markets. The subsea market is vast, but you must be a specialist to identify your niche and leverage your expertise. You must have the right product or solution for the customer and keep delivering it to secure sustainable growth.
Metro Rod has been leading the way in drainage solutions for over 40 years, guaranteeing clients a safe, professional and honest service every day of the year. “Fully focusing on clients’ needs has been the very basis of our business,” says Managing Director Peter Molloy.
Over the four decades of its existence, Metro Rod has built an unrivalled reputation for excellence and innovation in the drainage industry. As a specialist in drain clearance and maintenance services, about 80% of which are provided on a reactive basis, the company serves national business customers across multiple sectors including facilities management, retail, water utilities, social housing, hospitality and insurance, as well as local businesses and households.
Pump Technology Ltd – the UK’s Leading Pump Specialist
• One call to answer all replacement pump requirements
• Accurate pump match and fit if like-for-like replacement is not available
• Contact Will McPhee and the team for best price and next day delivery details
• Benefit from your Metro Rod Account
In stock replacement pumps from Jung Pumpen, KSB, ABS, Flygt, Ebara, Lowara, Dab, Saniflo….
In sto ck all accessories- Level Floats, Pump Claws, Lifting Chain, Alarms, Control Panels….
In stock Floor Mounted and Below Ground Pumping Systems and Stations
One call! Connects you to our team of specialist pump experts to help you with whatever pumping application you have such as a simple, like-for-like replacement, or, if the existing pump is superseded, a replacement that will match pump performance and fit!
Our specialists are on hand to help Metro Rod Engineers select the right replacement pump first time at a competitive price for next day delivery, while benefiting from their Metro Rod agreed account 30 days payment terms.
Any pump project is fast and easy with the support of the Pump Technology Ltd team.
Pump Technology Ltd is a specialist firm dedicated to providing optimal pumping solutions for a wide range of applications. Jon Bradley had a chat with Jonathan Barker, Managing Director of Pump Technology, exploring their partnership with Metro Rod, a leading name in the drainage industry.
At the heart of Pump Technology’s operations lies a deep understanding of the complexities involved in the effective pumping of wastewater and sewage. Their technical prowess spans a diverse array of pump manufactures and models, each tailored to meet the unique demands of residential, commercial, and industrial settings.
Pump Technology’s solutions are a testament to their unwavering commitment to excellence. Their portfolio encompasses an impressive range of submersible pumps for drainage, wastewater and sewage.
The relationship between Pump Technology and Metro Rod is a prime example of how collaboration can yield remarkable results. Metro Rod, a renowned name in the drainage industry, frequently encounters situations where their engineers must grapple with a wide variety of pumping challenges. In such instances, the expertise of Pump Technology’s technical team, led by Technical Manager Will McPhee, becomes invaluable.
Jonathan says, “The Metro Rod engineers can simply phone our technical team, led by Will, who will answer the phone immediately (a key part of the company’s ethos of No Answer Machines and No Button Pressing Menus) to discuss the problem and application. The solution might be a simple like-for-like pump replacement, but could also require specialist expertise from our engineers to find an equivalent pump for performance and fit when the original model is superseded. Our team will also discuss suitable upgrades and new pump and pump system installations with Metro Rod engineers if required”.
Because Metro Rod’s engineers are now well-acquainted with Will and his team’s guidance, plus the integration of product availability, the partnership is a resounding success.
Pump Technology’s extensive stock of replacement pumps and spare parts from major brands ensures that Metro Rod’s engineers can swiftly acquire the necessary replacement pumps and components for Next Day Delivery, minimizing downtime and maximizing customer satisfaction. As Jonathan remarked, “This is important to the Metro Rod engineers because it means that they can satisfy the end-user and get the job finished with a quick turnaround, underscoring the efficiency and expediency that define our collaborative efforts”.
Moreover, the partnership extends beyond mere product supply. Pump Technology’s technical acumen, spearheaded by Will McPhee’s team, empowers Metro Rod’s engineers to approach pump-related issues with confidence, secure in the knowledge that expert guidance is readily available. This synergy translates into enhanced job value for the engineers, as they can confidently present comprehensive solutions to their clients.
Pump Technology’s commitment to excellence championed by its chairman, Jeremy Brownlee, also applies to its social and environmental responsibilities. The company has consistently demonstrated a profound dedication to initiatives such as the London Irish Charitable Foundation. Through the medium of sports training, the foundation empowers young individuals, equipping them with essential life skills, confidence, and the ability to thrive in team-oriented environments.
Furthermore, Pump Technology has actively championed environmental causes by sponsoring organisations such as the UK Rainforest Trust and Surfers against Sewage, reflecting their commitment to the environment.
Pumping solutions for drainage, wastewater and sewage will always be required and companies like Pump Technology and Metro Rod will undoubtedly play a pivotal role in maintaining the effectiveness of these pumps and pumping systems.
Gil Walker, was a lady with the great vision to grow the business quickly
Managing Director Peter Molloy explains that the company was founded in 1983 in Macclesfield, Cheshire as a ‘one man one van’ company. “The founder of the company, Gill Walker, was a lady with the great vision to grow the business quickly, and that was accomplished through a franchise model. Through its franchisees, the company has grown into a leading provider of drain clearance and maintenance services on a national basis. In 2016 Metro Rod expanded its range of services with the launch of Metro Plumb which today offers emergency and routine plumbing solutions to domestic and commercial customers across the UK.”
Since he joined the company as a Sales Director in 2003, Peter Molloy has himself played a key role in Metro Rod’s growth from a relatively modest business back then into a major UK-wide drainage services provider. With his vast experience and pro -
found knowledge of the business, he was appointed Managing Director in 2017 when Metro Rod was acquired by Franchise Brands plc, an international multi-franchisor with over 450 franchisees worldwide.
This was a major
milestone for Metro Rod. “Acquiring an owner that understood franchising, and could engage with the franchisees, gain the franchisees’ trust, has been a real step change and a catalyst for accelerating business development,” says Molloy.
People at the core
He further reflects that Metro Rod has a very strong position from which to grow – its 43 Metro Rod and 22 Metro Plumb franchisees and their technicians provide first-class drainage repair and maintenance
and plumbing services 24 hours a day, 365 days a year, covering effectively 100% of the postcodes in mainland Britain.
“We still have a relatively small share of a large market and there is definitely room for expansion. I truly believe that we offer value for money with our national coverage and ability to rectify a
We still have a relatively small share of a large market and there is definitely room for expansion
customer’s problem quickly and efficiently, for the best outcome,” he says, affirming that the focus on customer needs is the very basis of the business.
“We tend to look at the problem through the customer’s eyes – without a customer, the best solution and the best service are irrelevant. Our company is based on the belief that our customers’ needs are of the utmost importance, and our entire team is committed to meeting those needs. This is why we expanded our range of services to include tankers and pump maintenance, to ensure we could fulfil all of our customers’ demands and deliver a solution to any drainage or plumbing issue.”
As a result, a high percentage of Metro Rod’s business is from repeat customers and referrals and its reputation is well established. The company has won a number of national awards including the Franchisor of the Year in 2003; in 2016, two of its franchisees were named Young Franchisee of the Year and Female Franchisee of the Year.
The same level of attention is given to meeting the needs of the franchisees - to emphasise its commitment, the company’s head office has been renamed the ‘Support Centre’. “The franchisees grow with us and we grow with the franchisees. So the entire focus of the business is to support our franchisees. I’m proud to say that most of them have been with us for a long time – a testament to the model and the system that the company operates; that creates tangible benefits for all parties, as well as for local communities.”
Speaking about promoting local development, Molloy points out that franchising is a really interesting model. “The franchise owners invest in their own local territories, always putting money back into their own community. The focus on ‘local’ extends to our apprenticeship scheme which helps to develop local talent and offers young people with few or no practical skills proper training, both technical and cultural, and, ultimately, profes -
sional accreditation that will provide them with skills for life, regardless of whether they choose to stay with Metro Rod or to transfer those skills to another industry.”
He affirms that the company is well aware of the value of the human factor and continuously invests not only in training but also in the wellbeing of its staff, creating a culture that promotes respect and an enjoyable working environment. Supporting personal development is an integral part of that culture.
“Over the years we have spent a lot of effort on training our engineers to certain
mandatory standards that we’ve imposed, to ensure that we have the best skilled engineers in the industry. The heart of our business are our franchisees and our engineers so we strive to make sure that they do their job really well.
Looking back, I’m immensely proud of
the people in our franchise network as well as those working in our Support Centre and of what they have achieved.”
On a wider level, the focus on human development and local communities is reflected in the company’s support for numerous charities
and good causes. For example, to mark its 40th business anniversary Metro Rod donated 40,000 meals to FareShare the UK’s biggest charity tackling food waste for social good.
“We wanted to give something back to the communities in which we operate to
celebrate this business achievement. FareShare does amazing work redistributing surplus food and drink to vulnerable people each year across the UK. We are all delighted to be able to support them with this donation.”
Reflecting on the company’s 40 years of successful growth, Peter Molloy affirms that this could not have been achieved without the hard work and commitment of its franchise owners, engineers, the expert Support Centre team, as well as the company’s trusted suppliers.
“There are really four key elements to our business – our customers, our franchisees and engineers, our Support Centre and then the supply chain. Without a robust supply chain, we can’t service the rest of the elements. To promote close relationships, we organize a franchisee conference every year where our suppliers have the opportunity to present the latest innovations and the latest technologies. Supplier partnerships are key, as they clearly help us to further enhance our service.”
In concluding, he affirms that going forward, Metro Rod will be looking at further
service improvements and expansion. “The aim is to provide a comprehensive service covering the whole spectrum from water to waste maintenance and repair.”
“We have ambitious growth targets in the short to medium term as we continue to help our franchisees grow their businesses, to attract and retain new customers and to ensure that the customer experience is the best it can be. I absolutely believe in this business; it is genuinely authentic, open and honest, focused on a great service offering for our customers. And we are working hard every single day to further improve it.”
We have ambitious growth targets in the short to medium term as we continue to help our franchisees grow their businesses businesses.
In the dynamic landscape of modern business, the vital arteries powering connectivity and digital transformation are often overlooked heroes. Dark Fiber Africa (DFA), a key player in this space, quietly but significantly contributes to the infrastructure that underpins our digital world. As we explore the corridors of technology, DFA emerges as a cornerstone, ensuring that the data highways remain robust and capable of handling the ever-growing traffic of the digital age.
DFA’s journey is deeply entwined with the evolution of South Africa’s digital landscape. In the early days, when digital aspirations were more a distant dream than a reality, DFA was laying the groundwork for a connected future. Founded against the backdrop of an emerging digital era, the company embarked on a mission to weave a tapestry of connectivity across the nation.
www.dfafrica.co.za
Since its inception in 2016, backed by an initial investment of 150 million Rand, Yangtze Optics Africa (YOA) Cable has solidified its position as the foremost locally led world-class manufacturer and supplier of optical fibre cable in South Africa.
In response to the accelerating demands of the country's broadband market, YOA has further committed an additional 150 million Rand investment towards expanding its production capacity to 2.5 million fkm and building a new manufacturing facility in the Dube TradePort Special Economic Zone, in KwaZulu-Natal. The purpose-built facility will encompass 14,000 square meters dedicated to next-generation optical fibre production lines and is expected to commence full production in quarter two of 2024. As part of YOAs commitment to contributing positively to job creation in South Africa, the expansion will further invest in local specialist skills and sustainable employment opportunities.
Since launching operations in 2016, Yangtze Optics Africa (YOA) Cable has arguably grown to be one of the region’s pre-eminent fibre cable manufacturers. A joint venture between JSE-Listed Mustek Limited and the global optical fibre and cable behemoth, Yangtze Optical Fibre and Cable Joint Stock Limited Company (YOFC), YOA Cable is helping to power the future of Africa’s digital communication.
YOA Cable recently announced an additional investment of 150 million rand in local optical fibre manufacturing, bringing the company’s total investment to 300 million rand to date. The new 14 000 square meters purpose-built plant will incorporate the latest intelligent manufacturing technologies to streamline production and maximise efficiencies, enabling the company to expand its production capacity from 1fkm to 2.5fkm. In fact, says YOA Cable’s CEO, Pieter Viljoen, the plant will in future be capable of producing 4fkm, making it the first optical fibre manufacturer in Africa with this capacity. Located in the Dube TradePort Special Economic Zone, the new facility incorporates sustainable manufacturing processes to ensure responsible consumption of energy and water resources.
YOA Cable’s investment is a clear indicator of the company’s confidence in South Africa’s ICT Sector, as a driver of socio-economic growth and development. The critical role played by the telecommunications sector and its contribution to South Africa’s digital transformation agenda, was underscored by the recent announcement of the 400 million rand fibre network infrastructure expansion project by Dark Fibre Africa (DFA). As a proudly South African locally-led partner of DFA, YOA Cable is committed to supporting DFA’s goal of providing faster high-speed connectivity for businesses, increased access to online services for its customers and future proofing its optical fibre infrastructure. Through YOA Cable’s investment in globally benchmarked manufacturing systems, the company is well positioned to deliver on DFA’s stringent technical requirements and provide products that deliver faster speeds, lower latencies, improved resiliency, greater security, and more flexible applications for the South African market.
“Investing in our people is fundamental to our business approach and success,” says Viljoen. Early on the company took a decision to focus on women and youth skills development, something that was lacking in the ICT manufacturing sector in South Africa. Today, more than two thirds of the company comprise female staff members, with many progressing into leadership roles. A young and vibrant workforce was also the ideal environment to bring in and train young people under the Youth Employment Service (YES) programme. To date more than 40 young people, including matriculants and graduates from KwaZulu Natal with no previous job experience, have received training in production, process engineering and a range of other manufacturing and business skills. True to YOA Cable’s commitment to meaningfully contribute to South Arica’s youth employment, the company annually absorbs 10 percent of the YES trainees into full time positions within the company.
The first chapters of DFA’s story involve the laying of fiber-optic cables, threading through the urban sprawls and reaching the farthest corners of South Africa. These initial steps were not just about cables and connections; they were about sowing the seeds of a digital revolution. As the physical infrastructure took shape beneath the earth’s surface, DFA was simultaneously setting the stage for a broader transformation, one where businesses and individuals could seamlessly communicate and transact in the digital realm.
The journey of DFA wasn’t without its challenges. Navigating the complex terrain of laying
fiber-optic cables required not only technical expertise but also a visionary outlook. The company encountered hurdles ranging from logistical intricacies to financial considerations. However, each challenge was met with resilience and innovation.
In the early 2000s, when the tech bubble burst, DFA stood resilient, recognizing that the digital future was not a fleeting trend but a fundamental shift. The laying of dark fiber, a forward-looking strategy, became DFA’s signature move. Dark fiber, referring to unused optical fiber infrastructure, became a metaphor for untapped potential. By deploying dark fiber networks, DFA not only created a robust foundation for immediate needs but also anticipated the escalating demands of the future.
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Central to this range is our specialised focus on fibre technology. Dartcom owns multiple internationally accredited manufacturing facilities equipped with the latest technology to ensure high-speed precision manufacturing and customisation. Our manufacturing sites are certified by global leaders in the industry, including Furukawa Electric Company and Huber+Suhner. Dartcom strictly adheres to ISO standards, ensuring high standards of production and service quality.
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Customised Fibre Solutions: Innovative product development for local needs.
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Efficient Reach: Warehouses in South Africa and Tanzania, strategically positioned for effective distribution and network support.
Our innovative fibre solutions are meticulously designed, seamlessly integrating the latest product advancements and offering a range of pre-terminated and diverse drop cable options manufactured to meet the unique requirements of our customers. Quality and reliability are the cornerstones of our products, which are subjected to stringent testing processes in adherence to international standards.
With a network of warehouses strategically located across South Africa and in Tanzania, Dartcom ensures that products are within close proximity to our customers.
For more information on our range of telecommunications and backup power solutions, please visit dartcom.co.za, contact +27 (012) 345-7530, or email info@dartcom.co.za.
High Quality Fibre: ISO-certified with rigorous testing for reliability and performance.
Cost Competitive: Fibre that helps reduce network TCO.
Customised Fibre Solutions: Innovative product development for local needs.
Precision Manufacturing: State-of-the-art facilities and technology ensure reliable production.
Efficient Reach: Warehouses in South Africa and Tanzania, strategically positioned for effective distribution and network support.
Pillars of Connectivity: DFA’s Role in South Africa’s Digital Renaissance
DFA’s impact on South Africa’s digital landscape cannot be overstated. The expansive network of fiber-optic cables has transformed the nation into a digital hub, fostering innovation, economic growth, and social connectivity. The once-unimaginable speeds of data transfer are now a reality, thanks to DFA’s commitment to staying ahead of the curve.
The company’s role as a digital enabler extends beyond the physical infrastructure. DFA has been a catalyst for empowering businesses, big and small, to embrace the digital age. The reliability and speed of the network have unlocked new possibilities, from fostering e-commerce growth to supporting advanced communication technologies.
As the digital landscape undergoes rapid transformations, DFA remains at the forefront of innovation. The demand for data, driven by emerging technologies like 5G, the Internet of Things (IoT), and artificial intelligence, necessitates an infrastructure that can not only keep up but also lead the way.
Recent articles highlighting DFA’s initiatives shed light on the company’s commitment to staying ahead in the digital race. The deployment of cutting-edge technologies, strategic partnerships, and ongoing expansion projects are testaments to DFA’s unwavering dedication to providing top-notch connectivity solutions.
Strategic Partnerships: Collaborating for a Connected Future
In the intricate web of the digital ecosystem, partnerships play a pivotal role. DFA’s collaborations with tech giants and emerging startups alike underscore the company’s commitment to collective progress. By joining forces with those at the forefront of technological innovation, DFA ensures that its network remains not just a conduit of data but a pathway to the future.
Recent partnerships highlight DFA’s role in 5G rollout and its involvement in shaping smart city initiatives. These endeavours are not merely about expanding the network; they are about actively contributing to the transformative potential of technology in every facet of society.
While DFA’s roots are firmly embedded in the South African soil, its impact transcends national borders. The interconnected nature of the digital world means that DFA’s role extends to the broader African continent. The company’s initiatives align with the broader vision of an Africa that harnesses the power of technology for economic development and societal progress.
a beacon of reliability and innovation
As the digital frontier expands, new challenges emerge. Cybersecurity concerns and ensuring accessibility to digital resources for all segments of society become crucial focal points. DFA’s commitment to addressing these challenges is evident in its investments in secure infrastructure and initiatives aimed at bridging the digital divide.
The Road Ahead: DFA’s Vision for a Digital Tomorrow
In the ever-evolving landscape of connectivity, DFA remains a beacon of reliability and innovation. The company’s vision extends beyond being a mere infrastructure provider; it aspires to be a driving force behind the digital transformation narrative. The road ahead involves not only expanding the physical network but also actively participating in shaping the digital policies and frameworks that will define the future.
DFA stands as a symbol of what is possible when visionaries set out to connect not just cables but the very fabric of our digital future
As we reflect on DFA’s journey – from the early days of laying cables to the current era of digital dominance – one cannot help but marvel at the role this company has played in shaping South Africa’s digital destiny. The story of Dark Fiber Africa is not just a technological saga; it is a testament to the power of foresight, innovation, and a commitment to realizing the boundless potential of the digital age.
In conclusion, Dark Fiber Africa emerges not just as a silent architect of digital connectivity but as a protagonist in the ongoing digital odyssey. The narrative weaves together elements of resilience, innovation, and a relentless pursuit of progress. As we stand on the precipice of unprecedented technological advancements, DFA stands as a symbol of what is possible when visionaries set out to connect not just cables but the very fabric of our digital future.
In the vast, sun-drenched landscapes of Mexico, where the earth whispers tales of untold riches, SilverCrest Mines Inc., a Canadian-based mining company, is carving out a legacy. Led by the visionary CEO, Eric Fier, SilverCrest has positioned itself as a beacon of innovation and environmental stewardship in the extraction of silver and other precious metals. The company’s recent announcement of a five-year contract with Dumas, a leading underground mining contractor, marks a new chapter in its journey, promising to bolster its operational capabilities and underscore its commitment to sustainable mining practices.
At the helm of SilverCrest is Eric Fier, a geologist and seasoned mining engineer whose career spans over three decades in the industry. Fier’s leadership philosophy is grounded in a deep respect for the earth and the communities that his company impacts. Under his guidance, SilverCrest has not only discovered and developed significant silver deposits but has also set industry benchmarks for responsible mining.
Dumas is a leading full-service underground mining contractor providing services to clients throughout the Americas specializing in mine development, mine infrastructure and construction, mechanized raising, shaft sinking and engineering. As a mature Canadian underground contracting organization with proven and reliable technologically forward business systems, Dumas is capable of successfully delivering projects of various scopes and magnitude on time, and within budget, with a dedicated focus on Zero Harm. We have the requisite safety culture, sustainable development framework, proven operating experience and the ability to resource projects with high-performance, results-driven technical and operational teams.
We have active operations across North America on many long-term contracts and were recently awarded a five-year service contract covering all underground development and production activities at SilverCrest Metals Inc. Las Chispas Mine in Sonora, Mexico. We are proud to sustain long-term relationships with clients and local communities, providing concept to completion collaboration and a “one-team” collaborative partnership through the complete lifecycle. “Your Project. Our Expertise. Common Ground.” extends beyond being just a tagline, it represents Dumas’ commitment to develop and sustain mutually beneficial, socially responsible long-term relationships with our clients and industry partners.
As an action and results oriented member of STRACON Group, a specialty mining services group throughout North, Central and South America, we bring a commitment to continual innovation and sustainability, we are dedicated to nurturing strong, transparent, and mutually beneficial relationships with indigenous communities throughout North and South America, ensuring local communities share in the social and economic benefits or our projects and training opportunities.
2024 marks the 30th anniversary for Dumas being founded in 1994. One of the most important factors contributing to Dumas’ growth and success over the past 30 years is our exceptional employees across the Americas, both past and present. Our people are our most important asset. From regional office employees to our remote workers in the field, dedication to safety and teamwork has grown Dumas into the company we are today. We have a reputation of being results focused teams who collaborate with our clients to achieve success for all. Dumas employees are innovative, we offer solutions to our clients and deliver on our commitments. Similarly, we offer our employees a work environment where they are proud to wear the Dumas badge, returning to our project portfolio as opportunities arise.
As a component of our strategic plan and continual improvement initiatives, we have designed, implemented, and adopted an operational pillar of our organization to focus on Digital Transformation. This operating philosophy allows Dumas to manage projects on a granular level through short-interval control, using real-time data reporting and analytics adopted across our organizational Operations, Health & Safety, and Technical Services divisions.
We have remained committed to the safety of our employees and clients, leading the way to keep achieving our client’s targets and retain our valuable employees. Over our 30-year journey, Dumas implemented many safety systems that are still in place today. Our employees have fostered the Internal Responsibility System, ensuring we are all held personally accountable to health and safety in the workplace. Then and now, our employees are committed to better their workplace conditions and work environment, and to ensure we all can return home healthy and safe at the end of every shift.
Fier’s strategy for SilverCrest revolves around operational efficiency, technological innovation, and a stringent commitment to environmental conservation. His leadership has steered the company through volatile market conditions, positioning it as a resilient and forward-thinking player in the global mining arena. Fier believes in the power of partnership and community engagement, principles that are evident in every facet of SilverCrest’s operations.
The recent signing of a five-year contract with Dumas represents a strategic pivot for SilverCrest, aimed at enhancing its mining operations and ensuring the safety and well-being of its workforce. Dumas, with its extensive experience in providing comprehensive underground mining services, brings to the table a suite of innovative solutions that align with SilverCrest’s commitment to sustainability and efficiency.
This collaboration is set to accelerate the development of SilverCrest’s flagship projects, enabling the company to tap into deeper veins and unlock the full potential of its concessions. The partnership with Dumas underscores SilverCrest’s dedication to employing best-in-class technologies and practices in its quest to extract precious metals with minimal environmental footprint.
Sustainability is not just a buzzword for SilverCrest; it is a core operational principle. The company has pioneered several initiatives aimed at reducing its environmental impact, from water recycling programs to the adoption of renewable energy sources in its mining operations. SilverCrest’s commitment to sustainability extends beyond environmental measures; it also encompasses social responsibility efforts, including community development programs and transparent stakeholder engagement.
The partnership with Dumas further enhances SilverCrest’s ability to implement cutting-edge mining technologies that are not only more efficient but also less invasive to the environment. These technologies include the use of electric-powered mining equipment to reduce greenhouse gas emissions and the implementation of advanced ore processing methods that minimize water usage and waste production. These practises are definitely indicative of a senior leadership that prioritises and rewards innovation as a foundational principle of SilverCrest’s day-to-day operations.
SilverCrest’s activities have a profound impact on the local economies of the regions where it operates. By creating jobs, fostering local entrepreneurship, and investing in community infrastructure, SilverCrest is playing a pivotal role in the socio-economic development of these areas.
The company’s approach to corporate social responsibility is rooted in the belief that the true value of mining extends beyond the extraction of minerals. It lies in the ability to generate lasting benefits for local communities and contribute to their prosperity. SilverCrest’s initiatives in education, healthcare, and economic development have earned it the respect and support of local stakeholders, creating a model for how mining companies can be agents of positive change.
The Las Chispas Mine stands as a flagship project showcasing the company’s prowess in the efficient and sustainable extraction of silver and gold. Located in Sonora, Mexico, this historic mine is part of a region with a rich lineage of precious metal mining. SilverCrest’s approach at Las Chispas underscores its commitment to leveraging state-of-the-art technologies and innovative mining practices to tap into this resource-rich area while ensuring environmental stewardship and fostering positive community relations.
SilverCrest has revitalized Las Chispas by deploying modern exploration and development techniques that contrast sharply with the mine’s historical operations, which date back to the late 19th and early 20th centuries. The company’s investment in detailed geological mapping, advanced drilling programs, and rigorous resource estima-
tion methods has significantly increased the understanding of the mine’s potential, leading to the discovery of high-grade ore zones that had been overlooked in the past. This strategic focus on high-grade areas enables SilverCrest to optimize its extraction processes, enhancing the mine’s productivity and profitability.
A key aspect of SilverCrest’s operation at Las Chispas is its commitment to sustainable mining practices. The company has implemented rigorous environmental management systems designed to minimize its ecological footprint, including water conservation measures, waste reduction strategies, and initiatives to reduce greenhouse gas emissions. SilverCrest’s sustainability agenda also extends to its workforce and the local community. The company invests in worker safety and training programs to ensure a skilled and healthy workforce while engaging with local stakeholders to support community development projects and social programs that contribute to the well-being of the surrounding areas.
In sum, SilverCrest’s operation of the Las Chispas Mine is a testament to its capability to balance the demands of high-grade silver and gold production with the imperatives of environmental conservation and social responsibility. Through innovative mining techniques, a focus on sustainability, and a commitment to community engagement,
SilverCrest aims to ensure that the Las Chispas Mine remains a valuable asset for its stakeholders and a positive influence in the region for years to come.
As SilverCrest looks to the future, it is clear that the company is on a trajectory of growth and innovation. With the backing of the strategic partnership with Dumas and guided by Eric Fier’s visionary leadership, SilverCrest is poised to explore new frontiers in precious metal mining.
The company’s commitment to environmental sustainability, coupled with its strategic investments in mining technology, positions SilverCrest as a leader in the transition towards more responsible and sustainable mining practices. As the demand for precious metals continues to rise, driven by their critical role in emerging technologies, SilverCrest’s role in the global mining landscape is set to become increasingly significant.
In a world where the mining industry often faces scrutiny for its environmental and social impact, SilverCrest Mines Inc. stands out as a beacon of progress and responsibility. With its strategic foresight, innovative practices, and unwavering commitment to sustainability, SilverCrest is not just extracting precious metals from the earth; it is also laying the foundation for a more sustainable and equitable future.
Glencore’s Minera Lomas Bayas is not just another copper mine; it’s a ground-breaking symbol of technological innovation and sustainability within the Chilean mining sector. As it celebrated its 25th anniversary in 2023, Lomas Bayas launched Lomas Lab, heralding a new era of digital transformation and operational efficiency. This pioneering initiative underscores a strategic commitment to the development, testing, and enhancement of digitization and automation in production processes. Its success at Lomas Bayas sets a blueprint for adoption across Glencore’s global operations, marking a significant leap towards sustainability and setting a new standard for the mining industry at large.
At Bailac, we have nearly a century of leadership in the comprehensive management and maintenance of giant tyres in the demanding mining industry.
With over 1,200 mining trucks serviced each month and more than 8,000 tyres retreaded, our specialisation goes beyond maintenance; we are pioneers in the implementation of advanced technologies and in our in-house development softwares for tyre management and inventory. Thanks to real-time monitoring, we optimise operational efficiency and profitability, offering a comprehensive and personalised service, while also safeguarding the integrity of operators by immediately alerting them to any parameters out of range.
We understand the importance of operational efficiency, cost reduction, and sustainability. Therefore, our services are designed to maximise tyre durability under extreme conditions, ensuring that your fleet remains in motion.
Our nearly 100 years of experience in mining tyre retreading underpin our commitment to the circular economy. Currently in Chile, we are authorised by the Ministry of the Environment to issue valorisation certificates through retreading, in line with the objectives of the Chilean Extended Producer Responsibility Law (REP Law), which promotes waste reduction, reuse, and recycling. Our dedication to safety and efficiency, makes us the ideal strategic partner to optimize your operations without compromising quality.
We are more than service providers; we are partners committed to the success of our clients. Our experience and market leadership consolidate us as a voice of authority and trust in the tyre maintenance and management industry.
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Lomas Lab represents the heart of Lomas Bayas’ innovation drive, created with the vision of transforming the mining operations through digitization and automation. This initiative is a testament to the company’s dedication to enhancing operational efficiencies and sustainability, embodying a forward-thinking approach to mining that leverages tech -
nology to overcome traditional challenges. The lab serves as a nexus for technological experimentation, with its eyes set on redefining mining processes not just within Lomas Bayas but across the entire Glencore network.
A key highlight of Lomas Lab’s achievements is the introduction of autonomous haul trucks, an innovation powered by Komatsu’s FrontRunner system. The pilot project started with four Komatsu 930E-5 haul trucks operating autonomously in a designated circuit, aiming for a full-scale rollout to 27 trucks by 2025. This initiative marks a pivotal transition towards more sustainable mining practices, promising enhanced safety, operational efficiency, and environmental sustainability.
The autonomous trucks signify a myriad of benefits, including up to a 4% decrease in fuel consumption, reduced safety incidents due to their sophisticated sensors, and the relocation of personnel to safer, more strategic roles. Furthermore, their capability for extended operational hours without human fatigue factors into an overall improvement in fleet utilization and operational continuity.
The successful deployment of autonomous trucks at Lomas Bayas reflects Glencore’s broader ambitions to lead the industry in sustainable mining practices. Pablo Carvallo, General Manager of Lomas Bayas, emphasized the transformative impact of this technology not only on operational efficiency but also on the mine’s working culture. The swift implementation pace, notably quicker than industry standards, is attributed to clear goals, effective team collaboration, and a pioneering spirit that drives technological adoption and innovation.
This initiative has set a precedent, proving that Lomas Bayas, despite its challenges with ore grade, can excel through technological and operational efficiency. It embodies a shift towards a more agile, technology-driven mining operation, distinguishing Lomas Bayas as a leader in mining innovation.
Expanding Horizons: From Autonomous Trucks to Drilling and Beyond
The ambition of Lomas Lab and Lomas Bayas extends beyond autonomous trucks.
Abraham Chahuán, Copper Assets Director – South America, and Enrique Caballero, Regional Technology Transformation Manager at Glencore, shared insights into the broader scope of technological advancements being pursued. These include autonomous drilling, anti-collision systems, and mining electrification, all underpinned by cutting-edge technology tailored to meet the demands of modern mining.
These efforts are part of a robust and ambitious business plan geared towards the future, signaling a decisive
step forward for the Lomas Lab innovation program. The program is currently exploring the development of power supply via trolley assist, which could position Lomas Bayas as the first mining company in the world to operate autonomous trucks under trolley. This initiative is reflective of a comprehensive approach to addressing the challenges and opportunities of contemporary mining, aligning with the industry’s evolution and the expectations of newer generations.
A Vision for the Future: Sustainable Mining and Quality of Life
The initiatives spearheaded by Lomas Bayas and Lomas Lab represent more than just technological advancements; they are a commitment to a sustainable future where mining operations are not only more efficient and safer but also environmentally responsible. This vision aligns with Glencore’s global strategy and sets a benchmark for the mining industry worldwide.
The implementation of autonomous trucks and other state-of-the-art technologies
signals a dedication to excellence, sustainability, and an enhanced quality of life for those involved in and impacted by the mining sector. By fostering a culture of innovation and sustainability, Lomas Bayas is not only addressing the immediate needs of its operations but is also contributing to the broader goals of environmental stewardship and social responsibility.
Conclusion
As Minera Lomas Bayas looks towards the future, its journey with Lomas Lab embodies a bold stride towards redefining the mining industry through technological innovation and sustainable practices. Owned by Glencore, Lomas Bayas has emerged as a flagship of mining excellence, demonstrating that through commitment, innovation, and a forward-looking approach, the mining industry can meet the challenges of the 21st century. The successful implementation of autonomous trucks and the broader spectrum of technological advancements under Lomas Lab are testament to a transformative vision
These efforts are part of a robust and ambitious business plan geared
