Manufacturing Global - June 2015

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F M a nu f ac o o d t ur er s

The Factory Of The Future

Why, when & how: Implementing Predictive Maintenance For Best Results

EDITOR’S COMMENT

Introducing the world’s top food producers T H E N U M B E R O F D O R I T O S chip

varieties may be on the rise, but the number of companies that own our favourite food brand is shrinking. A new map from Oxfam America’s “Behind the Brands” campaign shows the world’s top 10 food companies and what they own, and not surprisingly, they own almost everything. Manufacturing Global unveils the world’s biggest food producers – the results may surprise you.

Also in this issue we take a look at predictive maintenance and how it can benefit your manufacturing operation in 2015. From reducing down time to increasing production line safety, it is more than just a buzzword and brings with it long term benefits.

Enjoy the issue!

Abigail Phillips Associate Editor abigail.phillips@wdmgroup.com 3

Bosgraaf Group offers a total package

Bosgraaf Group’s state-of-the-art systems and service for the production of semihard and hard cheeses, is a result of the company’s extensive experience and innovative technical solutions.

With an unrelenting focus on performance, hygiene and sustainability, Bosgraaf’s bespoke production facilities ensure that an optimal solution is found across the organisation to suit the clients’ needs, including the use of robotics in mould handling and treatment lines.

Bosgraaf specialises in cheese moulding, handling and pressing systems as well as rack brining, treatment and maturation installations.

info@bosgraaf-group.nl www

www.bosgraaf-group.nl

CONTENTS

Features

TECHNOLOGY

LEAN

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8 THE FACTORY OF THE FUTURE

TOP 10 GLOBAL FOOD MANUFACTURERS

IMPLEMENTING PREDICTIVE MAINTENANCE FOR OPTIMUM RESULTS

20 5

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AndTHEÀ nowWEIGHTÀ you want real BUSINESS ÀIt simple, Untilwith. you That’s try it without us. one, the kindseems you can run areally. business when you come to BMC. /URÀSO˴WAREÀBUILDSÀANDÀMANAGESÀCLOUDS — ˱EXIBLE À OPEN À ANDÀ DESIGNEDÀ TOÀ CARRYÀ THEÀ WEIGHTÀ OFÀ YOURÀ BUSINESS ÀIt seems simple, really. Until you try it without us.

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CONTENTS

Company Profiles MIDDLE EAST 32 ASTRACHEM

USA 42 Montrose Molders 52 Revere Plastics Systems

32 52

ASTRACHEM Montrose Molders

Revere Plastics Systems

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60 Essel Propack Americas, LLC

AUSTRALIA 68 Schindler Lifts (Singapore) 78 Plant Miner

AMERICA LATINA 66 Kimberly-Clark Ecuador

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Essel Propack Americas, LLC

76 International Textile Group Mexico

68 66

chindler Lifts S (Singapore)

Kimberly-Clark Ecuador

88 Bosal Mexico 118 Association CNC

BRAZIL 126 Oji Papeis Especiais 138 GREIF 150 Ciber 160 Tanac

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Oji Papeis Especias

172 Ciplan 186 Amcor

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TECHNOLOGY

Implementing Predictive Maintenance for optimum results Dan Somers of Warwick Analytics talks to Manufacturing Global about how far predictive maintenance has come: when it can help, when it can’t and what is the true stateof-the-art in terms of new developments in data science W r i t t e n by: AB I G A I L PH I LLI PS

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TECHNOLOGY THE MAJORITY OF maintenance is reactive (fix it when broke) or preventive (fix it just in case). However, there has recently been a strong drive towards predictive maintenance which overcomes the drawbacks of reactive and preventative maintenance by constantly monitoring actual equipment condition and using the data to predict when a problem is likely to occur.

If it works well, the advantages are three-fold: it can minimise maintenance and down time, cut production hours lost to maintenance, and reduce the Constant monitoring

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June 2015

cost of spare parts and supplies.

While it is fair to suggest that the hype surrounding buzzwords such as Industry 4.0, Big Data and IoT have bought the idea of predictive maintenance to the fore, it is not a flash in the pan concept and could save manufacturing firms both time and money, if implemented correctly.

Don’t believe all the hype As Dan Somers of Warwick Analytics attested: “Predictive maintenance is certainly neither new nor a nirvana by

I M P L E M E N T P R E D I C T I V E M A I N T E N A N C E F O R B E S T R E S U LT S

itself: firstly there are many situations in the most modern plants, where putting sensors over certain pieces of equipment is completely uneconomic.

For example, when it comes to low value, non-critical parts of a factory, running equipment to failure might well be the most economic thing to do.

“Secondly, there are many situations where predictive maintenance just doesn’t work very well. It can easily end up generating a lot of ‘false positive’ alarms and ‘false negative’ unalarmed failures particularly in the case of machinery with an unknown pattern of degradation, which is unfortunately, most machinery given

ACCORDING TO THE PROCESS INDUSTRY FORUM THE BENEFITS OF IMPLEMENTING A PREDICTIVE MAINTENANCE PROGRAM ARE CLEAR: • Savings of 30-40 percent • 10-fold return on investment (ROI) • Maintenance cost reduction of 25-30 percent • Breakdown elimination of up to 75 percent • Reduction in downtime from 35-45 percent • Increase in production of 20-25 percent.

that it isn’t designed to fail predictably in the first place. Expensive and complex machinery breaks without any well-defined or known signal, means that parts are fixed for no reason or the predictive maintenance is effectively useless for the most costly ‘one-offs’.

“New technology and buzzwords are not necessarily the answer to resolving this: When you ‘take the hood’ off some of the latest and greatest predictive maintenance packages, they are in reality either a recipe-builder modelling platform with standard predictive analytics algorithms and techniques or a library of known signals for equipment that fails in a known and predictable way. Anecdotally there are significant disconnects between the amount of marketing dollars that some companies pour into this area versus the capability and satisfaction,” he said.

Upon speaking to a number of plant managers, the general consensus was that some off the shelf technologies only reacted to predictable and contrived circumstances, and didn’t understand the working patterns of the machines they were monitoring.

So what is the explanation for this?

“Well, simply put nearly all predictive analytics algorithms require a 11

TECHNOLOGY

“Predictive maintenance can minimize down time, cut production hours lost to maintenance, and reduce the cost of spare parts and supplies” hypothesis,explicit or implicit, i.e. a known signal to look for,” said Somers. “Some of these (decision trees and neural networks) can be trained from multiple failures of the same type when the data is clean and consistent but in the world of maintenance, data is rarely clean and by the time you have a statistically significant sample of failures you really have a much bigger problem. Mostly the problem is that issues look like one-offs, so trying to find an ‘unknown unknown’ signal without generating lot of false alarms is much more of a challenging problem.”

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The data dilemma So can anything really be done?

“Well, yes and no. Maths is maths and data is data,” said Somers. “If there isn’t enough data being monitored then there’s a limit. However most conventional systems which have some form of condition monitoring often do not suffer from lack of data.

Often on top of historians and IoT data there are maintenance databases full of event logs, unstructured and semistructured data including mechanics logs; there are supply chain/ERP databases, scheduling data and shift

I M P L E M E N T P R E D I C T I V E M A I N T E N A N C E F O R B E S T R E S U LT S

data; testing data and process data.

But how do you join, clean, transform and analyse all this? The problem is basically one of ‘data-rich, informationpoor’. The current methods involve data scientists spending weeks and sometimes months focusing on a specific repeatable issue and building the perfect model.”

Apart from this, can anything else be done?

“The answer is surprisingly yes.

There are technologies emerging into the mainstream from a highly scientific background that can either automate or greatly assist with the joining, cleaning and transformation of disparate and unstructured data and some that have predictive analytics algorithms that can work with dirty and incomplete data.

There are different ways to resolve the same problem and different strengths and weaknesses of each. Some don’t have the marketing muscle of the big brands, but they gain credibility from actual performance,” said Somers.

Know your machines So the point is not about one company being somehow better than others, it is about buyers understanding what is really going on under the

hood and what the limitations are.

Also it is not necessarily about the technology at all but about not getting carried away with the hype, and just implementing good processes.

For instance LNS research recently published useful recommendations for manufacturers looking to implement predictive maintenance in their plants. Start by categorising assets according to reactive, preventative and predictive maintenance. Begin with the assets that would benefit best from a predictive maintenance approach. These are the ones you will want to start with, especially if you are trying to demonstrate quick wins with senior management, from whom you may require endorsement for a more comprehensive predictive maintenance program.

‘Overmaintaining’ can really be as bad as too little maintenance.

The payback in preventive maintenance is not just trying to avoid failure; it is also trying to avoid over maintenance, especially from a cost perspective.

So in essence, think before you make critical business decisions and ensure the software you purchase works for your systems.

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The Factory OF THE FUTURE

Industrial machinery robotic machine at Fiat Cars Serbia factory, Kragujevac.

LE A N

The evolution of the modern manufacturing industry Writ ten by: DAVI D PETRU C C I , V P Manuf ac turing A naly tics, G enpac t

THERE IS NO doubt that the rebirth of robotics and automation is transforming the manufacturing landscape. As emerging IoT technologies are integrated into plant floor processes, operations can be run more efficiently, reducing costs and increasing the speed of production output.

However, the industry needs to continue to adapt. Currently, operations are focused on “Big Data” software and device level processes, and many decision makers aren’t taking a step back to examine how to implement new transformative advanced analytics into their daily operations.

Integrating Internet of Things hardware into plant floor processes The first generation of the Internet of Things is already here, with smart sensors and intelligent devices within products such as connected cars, connected homes and aeroplanes.

However, manufacturers rarely incorporate the Internet of Things (IoT) into their own manufacturing processes. I believe that over the next few years the ‘Internet of Things’ will have a large role in 15

LEAN

Nest’s smart home thermostat Google driveless-car

Amazon delivery drone

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June 2015

creating the ‘Factory of the Future.’

With the increased demand for products and new assembly lines, manufacturers will begin to look at harnessing IoT technologies to increase the efficiencies of their manufacturing processes. A major area of focus will be to drive towards machine learning, which in its simplest form is making machines smarter on their own so they run more efficiently and intelligently based on their environment, and what i s around them.

By implementing IoT into the manufacturing process, maintenance issues can be optimised and costs associated with downtime drastically reduced.

The importance of analytics IoT technologies have the potential to make processes more efficient but in today’s world they also require a dedicated team of data scientists to apply advanced algorithms to mine actionable insights. It’s all well and good having the ability to mine vast quantities of data from factory processes, but there is a need to make this data relevant, actionable and integrated into daily operations in order to improve

T H E FA C T O RY O F T H E F U T U R E

processes or in other case sdrive step change in how we manufacture.

Recently there has been a move to buy analytics products but the reality is that manufacturers are not investing in data analysts and scientists needed to run advanced algorithms to apply the data from equipment running on the plant floor, which is stifling results.

As such, manufacturers are now considering what to do next. One option being considered is to look to outsource technologies and analytics to third parties in a joint venture, to quickly drive outcomes. Alternatively investing heavily in internally building up the whole infrastructure is required.

‘There needs to be a shift to a more inclusive model where data is used across the business, in particular within manufacturing processes to save costs and increase efficiencies’

Linking data across sales, marketing and manufacturing Currently many CIO’s of manufacturing companies are dedicating significant amounts of time and money building ‘big data’ environments and initiatives that support sales and marketing functions, which are not directly linked to the plant floor.

There needs to be a shift to a more inclusive model where data is used across the business, in particular within manufacturing processes to 17

LEAN

‘There is no doubt that the Factory of the Future; a highly efficient and organised modern manufacturing environment using new technologies and advanced analytics to increase efficiency and profitability, is imminent’

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T H E FA C T O RY O F T H E F U T U R E

The automotive industry is leading the way in direct IoT uptake save costs and increase efficiencies.

An industry that is leading the way on this is the automotive industry as initial investment has already happened to link daily operations with advanced manufacturing analytics insight.

‘Factory of the Future’ There is no doubt that the Factory of the Future; a highly efficient and organised modern manufacturing environment using new technologies and advanced analytics to increase efficiency and profitability, is imminent.

When properly integrated, IoT technologies and innovation will drive better analytics for increased efficiencies and asset optimisation – inevitably providing a healthier bottom line. The automotive industry is leading

the way but soon this will be followed by other sectors such as oil and gas, aerospace and heavy equipment.

At the moment manufacturers are cost conscious and reluctant to “believe in IoT” enough to change their own operations.

Once the whole business is better aligned, from the board across all departments and down to the factory floor, and understand the financial impact IoT can have on their own operations, most will understand the need to invest.

This will guarantee them greater success and will equip them to become fighting fit for the next Industrial Revolution, that will neutralise low cost labour manufacturing by increasing smart machines and process through the Factory of the Future concepts.

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TOP 10

TOP 10

Global Food Man Manufacturing Global uncovers the world’s 10 most powerful food brands Written by: Abigail Phillips

nufacturers 21

TOP 10

The number of Doritos chip varieties may be on the rise, but the number of companies that own our favourite food brand is shrinking. A new map from Oxfam America’s “Behind the Brands” campaign shows the world’s top 10 food companies and what they own, and not surprisingly, they own almost everything.

10

PEPSICO

PepsiCo Inc. is an American multinational food and beverage corporation headquartered in New York, United States, with interests in the manufacturing, marketing and distribution of grain-based snack foods, beverages, and other products. PepsiCo was formed in 1965 with the merger of the PepsiCola Company and Frito-Lay, Inc. PepsiCo has since expanded from its namesake product Pepsi to a broader range of food and beverage brands, the largest of which includes an acquisition of Tropicana in 1998 and a merger with Quaker Oats in 2001, which added the Gatorade brand to its portfolio.

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As of January 26, 2012, 22 of PepsiCo’s brands generated retail sales of more than $1 billion a piece, and the company’s products were distributed across more than 200 countries, resulting in annual net revenues of $43.3 billion.

Indra Krishnamurthy Nooyi has been the chief executive of PepsiCo since 2006, and the company employed approximately 274,000 people worldwide as of 2013. The company’s beverage distribution and bottling is conducted by PepsiCo as well as by licensed bottlers in certain regions.

T O P 1 0 G L O B A L F O O D M A N U FA C T U R E R S

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GENERAL MILLS

General Mills, Inc. is an American multinational manufacturer and marketer of branded consumer foods sold through retail stores. It is headquartered in the Minneapolis suburb of Golden Valley, Minnesota.

The company markets many well-known North American brands, such as Betty Crocker, Yoplait, Colombo, Totino’s, Pillsbury, Green Giant, Old El Paso, Häagen-Dazs, Cheerios, Trix, and Lucky Charms. Its brand portfolio includes more than 89 other leading U.S. brands and numerous category leaders around the world.

TOP 10

8

Kellogg’s (also Kellog and Kellogg’s of Battl multinational food ma headquartered in Mic Kellogg’s produces c foods, including cook pastries, cereal bars, frozen waffles, and ve company’s brands inc

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gg, Kellogg Company le Creek) is an American anufacturing company chigan, United States. cereal and convenience kies, crackers, toaster fruit-flavoured snacks, egetarian foods. The clude Froot Loops,

T O P 1 0 G L O B A L F O O D M A N U FA C T U R E R S

Corn Flakes, Frosted Flakes, Rice Krispies, Special K, Cocoa Krispies, Keebler, Pringles, Pop-Tarts, Kashi, Cheez-It, Eggo, Nutri-Grain, Morningstar Farms, and many more. Kellogg’s stated purpose is “Nourishing families so they can flourish and thrive.”

Kellogg’s products are manufactured in 18 countries and marketed in over 180 countries.

Kellogg’s largest factory is at Trafford Park in Manchester, United Kingdom, which is also the location of its European headquarters.

Kellogg’s holds a Royal Warrant from Queen Elizabeth II and the Prince of Wales.

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TOP 10

7 Associated British Foods plc is a British multinational food processing and retailing company whose headquarters are in London, United Kingdom. Its ingredients division is the world’s second-largest producer of both sugar and baker’s yeast and a major producer of other ingredients including emulsifiers, enzymes and lactose. Its grocery division is a major manufacturer of both branded and private label grocery products and includes the brands Mazola, Ovaltine, Ryvita, Jordans and Twinings. Its retail division, Primark, has around 200 stores with over 6,500,000 sq. ft. (600,000 m2) of selling space across Austria, Belgium, Germany, Ireland, the Netherlands, Portugal, Spain and the UK.

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June 2015

6

Mondelēz Internat multinational conf conglomerate, em around the world. and food brands o The Mondelēz nam from the input of K time, a combinatio and “delicious” in Mondelēz Intern snack brands arou cookies and crack Belvita, Triscuit, C chocolate (Milka, C Dairy Milk, Lacta), Chiclets, Halls, St

T O P 1 0 G L O B A L F O O D M A N U FA C T U R E R S

tional, Inc. is a North American fectionery, food and beverage mploying around 107,000 people It comprises the global snack of the former Kraft Foods Inc. me, adopted in 2012, came Kraft Foods employees at the on of the words for “world” romance languages. national manages well-known und the globe, including kers (Oreo, Chips Ahoy!, TUC, Club Social, Barni, Peek Freans), Côte d’Or, Toblerone, Cadbury , and gum and candy (Trident, tride, Cadbury Dairy Milk Eclairs).

5 Mars, Inc. is an American global manufacturer of confectionery, pet food, and other food products with US$33 billion in annual sales in 2013, and is ranked as the 6th largest privately held company in the United States by Forbes.

Headquartered in Virginia, US, the company is entirely owned by the Mars family.

Mars operates in six business segments in the US: Chocolate, pet care, Wm. Wrigley Jr. Company, food, drinks, and symbioscience.

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TOP 10

4 DANONE Danone is a multinational foodproducts corporation based in Paris. It has four business lines: Fresh dairy products, waters, early life nutrition and medical nutrition. In the United States it is marketed as the Dannon Company.

In 2014, fresh dairy products represent 52 percent of the group’s total sales, early life nutrition 21 percent, waters 20 percent and medical nutrition 7 percent.

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June 2015

T O P 1 0 G L O B A L F O O D M A N U FA C T U R E R S

3 UNILEVER Unilever is a British–Dutch multinational consumer goods company co-headquartered in Rotterdam, Netherlands, and London, United Kingdom.

Its products include food, beverages, cleaning agents and personal care products.

Unilever is the world’s largest producer of food spreads, such as margarine, and its products are available in over 190 countries.

Unilever owns over 400 brands, but focuses on 14 brands with sales of over 1 billion euros - Axe/Lynx, Dove, Omo, Becel/Flora, Heartbrand ice creams, Hellmann’s, Knorr, Lipton, Lux, Magnum, Rama, Rexona, Sunsilk and Surf.

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TOP 10

2

THE COCA-COLA COMPANY

The Coca-Cola Company is an American multinational beverage corporation and manufacturer, retailer and marketer of non-alcoholic beverage concentrates and syrups, which is headquartered in Atlanta, Georgia The company is best known for its flagship product Coca-Cola, invented in 1886 by pharmacist John Stith Pemberton. The CocaCola formula and brand was bought in 1889 by Asa Griggs Candler, who incorporated The Coca-Cola Company in 1892. The company operates a franchised distribution system dating from 1889 where The Coca-Cola Company only produces syrup concentrate which is then sold to various bottlers throughout the world who hold an exclusive territory. The Coca-Cola Company owns its anchor bottler in North America, Coca-Cola Refreshments.

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T O P 1 0 G L O B A L F O O D M A N U FA C T U R E R S

NESTLE Formed in 1905 Nestlé is a Swiss multinational food and beverage company headquartered in Vevey, Switzerland. It is the largest food company in the world measured by revenues; however it began life manufacturing condensed milk and baby formula.

Nestlé’s products include baby food, bottled water, breakfast cereals, coffee and tea, confectionery, dairy products, ice cream, frozen food, pet foods, and snacks. Twenty-nine of Nestlé’s brands have annual sales of over US$1.1 billion, including Nespresso, Nescafé, Kit Kat, Smarties, Nesquik, Stouffer’s, Vittel, and Maggi. Nestlé has 447 factories, operates in 194 countries, and employs around 333,000 people. It is also one of the main shareholders of L’Oreal, the world’s largest cosmetics company.

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ASTRACHEM

Astra Industrial Complex Co. Ltd. for Fertilizer and Agr

Benefiting From Its Diverse Offerings Written by: Sam Jermy Produced by: Heykel Ouni

rochemicals

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ASTRACHEM

Plant overview

The company has expanded across the MENA region in recent years, and is now set to reap the rewards

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June 2015

A

strachem is a well-established company most notable for its specialist work in the agriculture and chemical sectors, and is now set to enjoy more growth across the Middle East and North Africa (MENA) region.

The firm, known as Astrachem but formally Astra Industrial Complex, is part of the AIG conglomerate and was founded back in 1988.

It provides tailor-made turnkey solutions to farmers in over 25 mainly MENA countries in the form of fertilizers, pesticides, seeds and plastic.

Due to the success in branching out to a wider customer base, the company has been making major investments in new warehousing and manufacturing facilities in Morocco and Egypt, which will complement existing units

M A N U FA C T U R I N G

Key Personnel

Yehia El Azab CEO

in Damman, Saudi Arabia and also in Turkey through its subsidiary AstraNova.

Yehia El Azab, CEO of Astrachem, said: “We have a far reaching presence, mainly in the MENA region but even in places such as Uzbekistan, Ukraine and remote parts of Africa. We plan to keep investing in the agriculture sector, potentially expanding into the larger US and European markets, so that is the direction we are going. “Due to the water scarcity, there has been a drop in the development of the agricultural sector in Saudi Arabia. Over the past 12 years, cereal production in Saudi Arabia has almost dropped to zero. The export of open field agriculture has been banned and farmers can no longer export open field fruits or vegetables.

Prior to joining AIG (Astrachem), served in the position of General Manager & Sales Director Middle East in SQM (Adfert) for a period of more than 7 year leading the MENA operations by planning and running an annual budget of over $60 million.

Currently assuming the role of CEO in Astrachem with a vision to cross the $350 million mark within the next few years.

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FMC Corporation Vision By focusing on innovation, customer intimacy and safety, we intend to foster The Right Chemistry in everything we d

FMC Corporation is a diversified chemical company serving agricultural, industrial and consumer markets globally for more than a century with innovative solutions, applications and quality products. In 2014, FMC had annual sales of approximately $3.3 billion from continuing operations.

The company employs approximately 5,000 people throughout the world, and operates its businesses in three segments: FMC Agricultural Solutions, FMC Health and Nutrition, and FMC Lithium.

Ever since our beginning in California in 1883 when John Bean invented the first piston sprayer for agriculture, FMC has continued a proud heritage of pioneering solutions for our customers. Today, we

use an array of advanced technologies in manufacturing, research and development to produce customized products and solutions for the many markets we serve.

As a global leader utilizing advanced technologies and customer-focused research and development, FMC provides innovative and cost-effective solutions to enhance crop yield and quality by controlling a broad spectrum of insects, weeds and disease, as well as in nonagricultural markets for pest control. Our food ingredients are used to enhance texture, color, structure and physical stability. The pharmaceutical additives are used for binding, encapsulation and disintegrant applications. Some of our

T 00971506534788 E saleh.shiha@fmc.com • www.fmc.com • FMC Agricultural Produ

Protection of crops, including cotton, sugarcane, rice, corn, soybeans, cereals, fruits and vegetables from weed growth and for non-agricultural applications including turf and roadsides

er do!!

• Carfentrazone-ethyl • Clomazone • Fluthiacet-methyl • Sulfentrzone

products are increasingly being used as active ingredients in nutraceutical and pharmaceutical markets. Our lithium products are utilized in energy storage, specialty polymers and pharmaceutical synthesis.PHILADELPHIA, April 21, 2015, FMC Corporation announced that it has completed the closing of its acquisition of A/S, a multinational crop protection company based in Denmark and a wholly-owned subsidiary of Auriga Industries, FMC completed the acquisition of Cheminova for an aggregate purchase price of approximately $1.8 billion. With this big investment and expansion, we FMC Agricultural Solutions are now the seventh largest crop protection company

Protection of crops, including cotton, sugarcane, rice, corn, soybeans, cereals, fruits and vegetables from weed growth and for non-agricultural applications including pest control for home, garden and other specialty markets

• Bifenthrin • Cadusafos • Carbofuran • Carbosulfan • Cypermethrin • Parmethrin • Zetacypermethrin

Protection of crops, including fruits and vegetables from fungal disease

• Iprodione • Prochloraz • Benalaxyl

in the world—a stronger business with broader global access, complementary technologies, an exciting pipeline of new products, and deeper regulatory expertise.

With combined sales of $3.3 billion for Crop Protection Only and nearly 5,000 Agricultural Solutions employees, we have the scale and resources to compete with the industry’s biggest leaders.

We have Global Presence in all continents; NA, LA, Asia Pacific and EMEA and particularly in ME we are well represent and working through assigned professional and reputational distributors in all countries and we have Rep Subsidiary Office in Dubai – UAE to serve this potential and growing region:

®

®

insecticide

ucts International A.G • Dubai • UAE • RAKFTZ • P.O. Box No. 35741 Dubai

SUPPLIER PROFILE

FMC CORPORATION

Today, FMC Corporation is a diversified chemical company serving agricultural, industrial and consumer markets globally with innovative solutions, applications and quality products. The company employs approximately 5,000 people throughout the world including the areas of Asia-Pacific, Europe-Middle East-Africa, Latin America South, Latin America North and North America.

All totaled, FMC has been serving agriculture for more than a century— long enough to know that new threats are always on the horizon. Crop by crop, region by region, we’re dedicated to meeting these challenges head-on with innovative herbicides, pesticides and fungicides that add value to your operation. Bottom line, we’re in this together and the only factor that determines our success is yours.

Management Pierre Brondeau (CEO) Tel +1 215-299-6000 Address 1735 Market Street, Philadelphia PA 19103, USA

ASTRACHEM

M A N U FA C T U R I N G

But the direct result of this is that more attention is being paid to high-tech agriculture, where you can have farms in greenhouses.

“So, in the next five years a lot of projects are coming up for greenhouses and indoor farming.

So the farmers can export these products as well.

Other than that, we have faced some difficulties, because of a 40 percent drop in the size of arable land. There was a complete stop in this area since 2008 to 2012. Now we are over this crisis and are geared to start with high-tech farming.”

Agricultural player There was a time when Saudi Arabia was exporting cereals and wheat to other countries, but today it focus its strengths in a few main crops due to various regulations that control production in the Arab country.

It is now pursuing large investments in countries like Sudan, Egypt and Ukraine where projects involve the farming of alfalfa and wheat, which uses up most of the water in the soil. In addition to supplying raw material for agriculture, it is very cost-effective to produce in Saudi Arabia and El Azab believes Astrachem can be very competitive in this field.

Other factors such as Saudization have to be considered going forward, but other than that you can easily produce in Saudi Arabia and export to neighbouring Asian countries as well as the MENA regions.

El Azab said: “Our main ports in Dammam and

In the lab

“In the next five years a lot of projects are coming up for greenhouses and indoor farming” - Yehia El Azab, CEO

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ASTRACHEM

Granular NPK production line

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Jeddah are getting faster and more efficient every year. It has become very convenient for us to serve the neighboring countries with low freight costs or in countries where we can use the raw materials produced in Saudi Arabia.

Saudi still has an edge over other countries.

We can use the country to export more in the coming five years. “We find solutions for the farming needs or requirements that are characteristic to each country; be it climate, soil conditions or traditional farming conditions. We also make use of our synergies between our facilities in Turkey and Saudi, which have always been our two main markets. Pesticides are produced in both countries and we have spent five years in production at our AstraNova facilities in Turkey,

M A N U FA C T U R I N G

which has seen renewed investment.”

Future plans In terms of growth markets, Astrachem management see many Asian countries as key focus areas for the future. Two years ago the company started exporting to Vietnam and Taiwan, and will be concentrating on further emerging markets like Pakistan going forward.

For El Azab, it makes logistical sense to export to these countries as his organisation attempts to muscle in between Europe and China and compete for business by offering high quality products at reasonable prices.

A lot of firm’s 400-plus products are either aligned with a multinational logo or a multinational company is allowing Astrachem to produce their product under a brand name.

Consequently, the Astrachem brand image is spreading across multiple countries.

“We are looking forward to going upstream into further production in various other fields which will serve our customers faster and in a cost-effective manner. We believe we can share a part of China’s export market, and strategically we see some future in this area.” said El Azab.

He concluded: “Every year, we are growing at a rate of double digit figures and we are one of few that produce such a wide range of products under one umbrella, so we are confident for the future as farmers know they can rely on us to meet their high expectations.”

Company Information INDUSTRY

Manufacturing HEADQUARTERS

Saudi Arabia FOUNDED

1988 EMPLOYEES

250 REVENUE

80 Million USD PRODUCTS/ SERVICES

Fertilizers and Agricultural chemicals

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Montrose Molders Corporation Injecting quality and service into every part Montrose Molders leads the way in the injection molding and production industry by offering its customers diverse options and services.

Written by: Cutter Slagle Produced by: Brian Mooney

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It’s important to come to work and feel as if you’re a part of the team, as if everyone is working together to achieve a common goal,” said Brendan Wilson, vice president of operations at Montrose Molders.

For 40 years, Montrose Molders has been in the business of custom injection molding solutions. The Piscataway, NJ-based business is about more than its tools and equipment: the family-run company also believes in providing a strong family culture. Through its focus on communication, quality, and exceeding expectations, Montrose has succeeded in doing just that: 44

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making both employees as well as customers feel right at home.

The path to growth: “A diverse offering equals success.”

Montrose Molders began its journey in 1966 as a 22-person tool shop, specializing in the manufacture of tight tolerance tools for the injection molding industry. It was in 1972 that the company invested in their first injection molding press: since then, the company has made it a priority to diversify its offerings to its customers. Today Montrose Molders prides itself on being a “one-stop shop” where customers

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can fulfill a wide variety of needs.

Customers at Montrose Molders can choose from a broad range of services, going beyond injection molding to include tooling, part decoration, and assembly.

According to Wilson and Todd Nicolay, Montrose Molders Vice President of Sales, it’s all of these different services combined that contribute to Montrose’s success.

“A diverse offering equals success,” mentioned by both Wilson and Vice President of Sales, Todd Nicolay, is a perfect mantra to describe part of the company’s philosophy toward providing

consumer satisfaction. The ability to offer customers a wide variety of options and solutions, along with providing every tool a client could possibly need for a single project all at one location, has ultimately allowed Montrose to stay relevant— even through harsh economic times.

With 51 injection molding presses that vary from 50 tons to 1000 tons, Montrose has the capability and the capacity to execute projects of a wide variety of sizes and complexities. When it comes to tooling, their 50 years of experience enables them to design and build tools in a board range of industries, w w w. m o n t ro s e m o l d e r s . c o m

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Brickforce Staffing “Effective Workforce Systems”.

2 Ethel Rd. Suite 204B Durham Center Edison, NJ 08817 Phone: 732-819-7770 Fax: 732-650-0360

Contact us 24/7 at: jeff@brickforce.com

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ith 28 years of experience and thousands of temporary and regular full-time placements annually over a broad range of Fortune 500, mid-sized, and small companies, Brickforce Staffing is recognized as a full service staffing company specializing in light industrial temporary labor. We excel in providing cost-effective staffing solutions.

www.BRiCkFoRCE.Com

SUPPLIER PROFILE

BRICKFORCE STAFFING

Brickforce Staffing is privately owned with 17 branch offices located throughout New Jersey, Pennsylvania, Tennessee and Indiana. We attribute much of our success to our ability to draw production workers from our many offices. Our highly experienced managers coordinate the entire process from employee recruitment, to their on-time arrival at your worksite. Our extensive recruitment network throughout the region enables us to avoid shortfalls in quantity and quality satisfying our clients’ needs every time. The majority of our workers are attracted to Brickforce because of our reputation as a leader in the industry. Brickforce temporary associates are ready and willing to work any shift, including holidays, weekends and overnights. With more recruiting offices than any other light industrial staffing service in New Jersey, our temporary associates are only minutes away from any of your company’s worksites.

As a full service staffing firm, Brickforce is successful at assigning highly effective personnel to temporary, temp-to-hire and regular full time positions. We staff from entry level up to senior management, warehouse / manufacturing employees, as well as general office / clerical positions.

Brickforce Staffing is dedicated to bringing skilled individuals and companies together in a partnership that works -- a compatibility that ensures success for our client as well as for the employee. Twenty-eight years of experience have given us the ability to provide your company with the highest level of service in the temporary labor industry- making us the largest temporary staffing provider in New Jersey. www.brickforce.com

M O N T R O S E M O L D E R S C O R P O R AT I O N

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often on tighter than average lead times. Assembly has also become a popular service, as customers can choose to receive assistance with the decorating, packaging and, assembling of different projects that include hot stamping, pad printing, heat bending and more.

project management, and the latest engineering technology.

This begins with a full service in-house tooling design and engineering department to help clients bring even their most complex injection molding ideas into reality. That process is supported by the assignment of a personal project Valuing Customers: The manager to follow each project.

Montrose Way As the company has stated, “We Montrose Molders values its believe that thorough, continuous, customers, and understands that, and honest communication is while each customer is different, necessary in order to properly each one should be given all the help manage a project in our industry.” they need for a successful outcome. The project managers that “Customers are king,” Nicolay Montrose assigns its clients are said. This notion is the seed for the highly trained to understand the adoption and execution of what’s manufacturing process, capable known throughout the company of relaying the scheduling realities as the “Montrose Experience” or of production and logistics to give the “Montrose Way.” The Montrose clients the clearest picture possible.

Way pays heed to providing This process helps clients feel consumers with three important supported and keeps the lines of deliverables: quality, superior communication clear all the way

“The company started as a family business,” Wilson concluded,” and it continues to grow as one – Brendan Wilson, VP of Operations w w w. m o n t ro s e m o l d e r s . c o m

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from order placement to final delivery.

The last deliverable of the Montrose Way is quality—and at Montrose Molders, the ultimate benchmark of high quality is high customer satisfaction with the finished product. Montrose Molders strives to exceed customer expectations in this field with a rigorous Quality Management System—a system that trains its Quality Assurance staff to not just maintain the status quo, but to continuously monitor operations to identify areas where quality and production processes can be improved. The company also 50

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engages its customers in the process directly, using that open line of communication to establish and clarify those expectations so that it can always evolve and improve.

“Because we’re a custom injection molder, it’s critical that we customize our quality oversight to each customer and to each job.

Our Quality System allows us to do that,” said Wilson. “Montrose Molders Corporation is committed to the improvement of the quality of our product and the way we do things because we understand that the satisfaction of our customers is essential to our growth and survival as a company. We provide the

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necessary tools and resources to employees, in all aspects of the business, so that they may continuously improve Montrose’s processes and products and implement improved technology in an effort to meet the challenges of the future.”

Company Information INDUSTRY

Manufacturing

A LEAN journey into the future For several years now, Montrose Molders has been on a “LEAN” journey. The company has been incorporating ideas of the lean manufacturing business model in an effort to eliminate unnecessary waste. This process has helped Montrose Molders to deliver products that are both high quality and efficiently produced.

When asked about future changes of the industry, Wilson noted the appearance of reshoring as a major trend: after decades of outsourcing, more and more injection molding work is actually coming back into the United States. As work that was once being conducted in China and in other countries overseas is now returning stateside, businesses like Montrose Molders are finding new client opportunities and further potential for growth.

That is a crucial part of the future of Montrose Molders: the company is expected to keep growing and expanding. Bringing the conversation full circle, Wilson contributes one major aspect of this growth to the family culture of the business. “The company started as a family business,” Wilson concluded,” and it continues to grow as one.”

HEADQUARTERS

25 Howard Street Piscataway, New Jersey, United States, 08854 FOUNDED

1966 EMPLOYEES

201-500 REVENUE

Did not disclose

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Revere Plastics Systems LLC Offering the Whole Package

Revere Plastics President Glen Fish discusses growth, development, and the client benefits of offering a one-stop shop Written by: Sasha Orman

Produced by: Jason Wright

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REVERE PLASTICS SYSTEMS LLC

Investment in 6-axis robots enables Revere to provide greater efficiencies. In this product, Revere is manufacturing a wheel/roller assembly where it is molding the hub, pressing a bushing, overmolding the rubber wheel, assemble retention clips, and inspecting with vision system all in a one piece flow cellular fashion at Takt time with balanced operators.

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or more than 50 years, injection molding and design specialists at Revere Plastics Systems LLC has been in the business of helping clients achieve their manufacturing goals. Now the Ohio-based company is ready to scale up, with the capabilities and the drive to make that growth a reality.

More than molding “At Revere Plastics Systems, we really like to focus on the ‘systems’ portion of our name,” said Revere President Glen Fish.

Not content to provide injection molding services alone, Revere Plastic Systems prides itself on its 54

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multiple production facility sites, its engineering capabilities, and its fleet of nearly 300 presses ranging from 25 to 2,000 tons that support a variety of client needs. All of these assets allow the company to enhance its injection-molding core with a host of value-added services from welding and assembly work to supply chain management.

“We can literally be a one-stop shop,” said Fish, noting the clear benefits that this competency provides to Revere’s clients.

Beyond just manufacturing a part, Revere is able to follow that part from conceptualization through execution, with all the prototyping

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Revere adds infrastructure to support two 1880 and two 1500 ton presses. Revere is continuously looking to invest in additional capability to support our customer’s needs.

and tooling in between.

“We are really like an extension of our clients, and that is the true benefit to them,” he added. “We have the expertise to manage all of those steps, and to go out and find suppliers that make the different components that we would assemble onto their parts. It helps them in their launch timeline, and it helps in the amount of effort they have to put into a product launch.”

to settle for making due with the technology it already has at its disposal. Over the years, Revere has committed to refreshing and updating operations with new and varied equipment to expand its capabilities.

“We have definitely invested in our business,” said Fish—and in addition to investments in both new and used presses, Revere is also investing heavily in peripheral technologies to aid every point throughout Investing in technology operations. “We are in the midst of Revere Plastics Systems is not purchasing a 3D printer to allow us content to settle for providing to more rapidly prototype both parts service in just one aspect of injection and tooling so that we can make molding, nor is it a business content testing samples. We have made w w w. re v e re p l a s t i c s s y s t e m s . c o m

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REVERE PLASTICS SYSTEMS LLC multiple quality enhancements in terms of investing in process capabilities on our equipment—there is different technology in welding we’ve invested in, plus engineering technology, like IT capabilities and software to help our engineers resolve issues quicker.”

Revere Plastics Systems also keeps its customers in mind with every investment. Fish added that Revere’s flagship location in Clyde, OH is currently undergoing a sizeable upgrade to add functionality for one of

the company’s largest clients.

Investing in process and people Even the best equipment is only as efficient and effective as the team member operating it. So to build the most effective business possible, Revere Plastics System also works hard to drive efficiencies and improve operations in a variety of ways. The business has long been engaged in the Six Sigma process, also incorporating elements of the Toyota Production System to

Honored to be a part of the Revere Plastics team. Making a difference for every client, every day.

Call +1 (708) 345-5000 to talk to an expert.

Lockton® congratulates Revere Plastics Systems for excellence, innovation, and leadership in the manufacturing industry.

We are continually striving to find ways to provide better, higher quality injection molds so that our customers not only feel proud of the resulting products, but also know their tooling was delivered on-time and on-budget.

1425 Armitage Avenue Melrose Park, IL 60160-1490 USA 708-345-5000 | fax 708-345-2089 www.a1toolcorp.com

WE LIVE SERVICE!

®

Insurance • Risk Management • Employee Benefits

444 W. 47th Street, Suite 900 Kansas City, MO 64112 • 816.960.9000

www.lockton.com

© 2015 Lockton, Inc. All rights reserved.

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streamline the different flows of the business.

“We’re really focused on leaning out our facilities and taking out waste—we’ve put Kanban systems in place, self directed work teams, formal problem solving training and leadership training with our team leaders and front level supervisors, a lot of visual management and getting the operators more involved, and we’ve seen significant improvements in labor efficiency and in scrap reduction,” said Fish. “We’ve made huge strides in terms of quality, delivery, end cost through efficiency, and inventory reduction. So the lean efforts, between lean and Six Sigma, have been huge in our operational improvements.”

In addition to improving efficiencies among its people, Revere is also working to improve communication and leadership among its people. “Our company culture is actually going through a renaissance,” said Fish. “Over the last year and a half we’ve really been emphasizing communication and teaching people the business side of things. They now are engaged in problem solving and continuous improvement—they have a voice.”

Through exercises ranging from newsletters to skip-level management meetings, Fish explained that morale alignment and development at all levels has been improving dramatically. “We put a lot of emphasis on our people, and I continue to remind everyone they’re our greatest asset,” he said. “It’s just really about opening up lines of communication. We’re still in the midst of this

Revere actively develops and implements InMold Decoration (IMD) and In-Mold Labeling (IML) processes. In this application, post the IMD process Revere pad prints for additional part decoration.

“We’ve made huge strides in terms of quality, delivery, end cost through efficiency, and inventory reduction” – Glen Fish, Revere Plastics Systems President

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REVERE PLASTICS SYSTEMS LLC

Revere uses cellular manufacturing to produce two piece fuel tanks.

In this example, Revere is molding 2 halves of a tank, vibratory welding, pressure decay leak testing, and packaging fuel tanks to ship Just-In-Time to customer.

culture change, but it’s getting better every day.”

While 50-plus years in operation could lead some businesses to rigid thinking and force of habit, Flexibility: the Revere Revere draws upon decades of difference experience and expertise to find Flexibility is more than just a fresh and creative solutions to fit property of plastic. It’s also a core into the requirements, budgets, and trait that sets Revere Plastics deadlines of any client.

Systems apart from the competition.

“We emphasize our flexibility: 58

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‘flexible thinking, design, and delivery’ is our mantra,” said Fish. “Being an engineering-based company— along with our willingness to be a problem solver—creates value for our customers.

We can do things more efficiently because we can provide the full gamut of capability, from project management to sourcing to execution on the molding and assembly side and delivering a subcomponent as opposed to a simple ‘shoot and ship’ part.”

Looking Ahead From 3D printing to projects that tackle converting traditionally metal items to lightweight plastic, Revere Plastics Systems had identified and is at the forefront of several industry trends through an increase in product development and R&D efforts.

One rising trend in particular is a reshoring of the injection molding industry in the United States, and Revere is addressing this trend by turning its focus toward growth in the months to come.

“That is the number one priority: growth and expansion of our customer base,” said Fish. “We are actively working on expanding our presence in different end markets—looking in the automotive industry, packaging, medical products—and trying to find out where additionally our services best provide value for our customers. We want to get the word out about what our capabilities are and how we can help people. We have several initiatives underway now to grow and really to better market who Revere is.”

Company Information INDUSTRY

Manufacturing HEADQUARTERS

401 Elm St. Clyde, OH, USA, 43410 FOUNDED

1960s EMPLOYEES

1,200 REVENUE

Not Disclosed PRODUCTS/ SERVICES

Plastics

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Essel Propack America

Breaking the Mold on Packaging For an expanding Essel Propack, there’s so much more to offer than just oral care packaging.

Written by: Ian Hanner Produced by: Jason Wright

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Machine where shoulder is applied onto tube

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hen it comes to essential companies, Essel Propack occupies a slightly unusual space, where consumers rely on their products largely without even knowing who the company is.

That’s a shame given the company’s great progression.

Founded in 1984 in Mumbai, India, Essel Propack has carved out an impressive market share. But this consumer packaging company isn’t content to rest on its laurels.

Essel Propack America (Essel) has been aggressively expanding its operations while expanding its 62

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product line. With a broad range of packaging products that respond to consumer demand, the company has come a long way since first entering the United States in 2002.

“We realize as a company we need to demonstrate continuous improvements as our market is competitive and our customers are continuously looking for us to come up with ways to partner, to innovate in support of their new products and also to help manage costs for them,” said Ted Sojourner, regional vice president.

For much of its history, Essel has largely focused on manufacturing

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Essel employees spelling EP for Essel Propack

packaging solutions for the oral care industry.

According to Sojourner, the company currently supplies tubes for 50 percent of all oral care businesses in the United States that don’t manufacture in-house. This niche has built a solid business foundation.

Despite that, the company has been exploring options for growth. Today, Essel has five core business segments: beauty and cosmetics, pharmaceutical and health, food, home and, of course, oral care.

While oral care still makes up the bulk of the company’s business in America, Sojourner said the company is eager to expand, recently creating a new line of 2-inch tubes with applications in a range of sectors.

One of its product lines is Egnite™, a “high-

“Growth is a spiral process, doubling back on itself, reassessing and regrouping” – Subhash Chandra, Chairman

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Aerial View of EP Danville

luster laminate available in a variety of shades. Its metallic foil enhances its ability to block while also offering a striking level of product differentiation.

With material that provides a protective barrier and resilient bounce-back properties, it helps the tube maintain shape and form while also creating a distinctive aesthetic effect with a surface so lustrous that it is reflective.”

The Egnite packaging line is perfect for products that are looking to be attention grabbing. Think bright golds in a sea of white or grey tubes.

“With the look of metal and the feel of plastic, Egnite is a unique packaging differentiation that

Supply Chain Proud partner with Essel

Packaging Design and Color Development Innovation in Motion

How to ease the pain: Problem Solution

High Inventory?

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Colorants for the Plastics Industry www.carolinacolor.com

JIT Delivery Stocking Arrangements Planning Assistance One-Stop Sourcing Consolidated Deliveries Buying Power

SUPPLY RESOURCES

packaging design w Sourcing w

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Distribution

Proud to be “Supplier of the Year” for Essel Propack

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grabs consumer attention,” Essel’s website said. “Its exceptional barrier (EVOH and MPET) is available in six high-luster shades and helps protect from counterfeiting.”

Outside of appealing to consumers attention spans, another company line— Green Maple Leaf™— is appealing to their sense of environmental stewardship.

The Green Maple Leaf packaging is 100 percent recyclable and protects from oxidization with a “proprietary water-barrier coated core layer and an all-polyethylene film multilayer laminate.” The line is specifically manufactured for cosmetics, toiletries and food products. The tube’s materials have “memory,” meaning once squeezed they return to their original shape.

Green Maple Leaf is part of Essel’s ongoing commitment to reducing their— and by association their clients’— carbon footprint.

“Green Maple Leaf supports and strengthens Essel’s Go-Green Initiative, ensuring that we are leading the way in making meaningful contributions for a greener, better, healthier planet,” according to Essel’s website. “Setting a new curve to packaging innovation, Green Maple Leaf is aimed at markets demanding sustainability by replacing EVOH tubes. It provides extraordinary product stability, shelf life properties, tube resilience and feel. Produced with fully recyclable thermoplastic polymers, Green Maple Leaf helps achieve the ultimate sustainability goal.”

Itaque consed quam aspero et modite

“We realize as a company we need to demonstrate continuous improvements as our market is competitive” – Ted Sojourner, Regional VP

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Another prominent line for the company is Etain. Also aimed at meeting the company’s sustainability goals, the tubes are fully-recyclable and manufactured with a certain level of recycled plastic, cutting down on the amount of virgin plastic that goes into Essel’s manufacturing process. The company says the product line is typically used to package a range of beauty and skin care, pharmaceutical and food products.

While these represent some of the newest product lines from Essel Propack America, they are by no means the only successful ones.

In 2013, the company’s Europe division was awarded “Tube of the Year” by the European Tube Manufacturer’s Association for “its stunning design reproduction, with color vibrancy and metallic sheen.” That tube is being used by L’OREAL for their new “EverRiche” line.

Armed with these impressive offerings, the company is rapidly expanding from its regional base in Virginia. At 300 employees and over $70 million in revenue, the company has more than doubled in size in five years. Still, they show few signs of slowing down.

In the company’s most recent annual report, Chairman Subhash Chandra said, “There is a saying: ‘Growth is a spiral process, doubling back on itself, re-assessing and re-grouping.’ Over the last six to seven years, Essel has done just that.”

Company Information INDUSTRY

Manufacturing HEADQUARTERS

187 Cane Creek Blvd.

Danville, Virginia, USA, 24540 FOUNDED

2002 EMPLOYEES

300 REVENUE

$70 million PRODUCTS/ SERVICES

Consumer packaging

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Schindler Lifts Singapore:

Schindler moves 1 billion peo per day

One of the world’s leaders in moving people, Schindler Singapore is a provider of premium elevator and escalators products.

Written by: Stephanie C. Ocano

ople

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SCHINDLER LIFTS SINGAPORE

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sia’s sixth busiest international airport—Changi Airport—handled more than 51.2 million passengers in 2012, and in 2017, that number is expected to increase to 82 million.

Schindler Lifts Singapore—the international provider of quality elevators, escalators and moving walks—will be the first European brand to supply Changi with 58 lifts, escalators and moving walks that will move millions through its terminals.

Established in 1975 to serve major businesses, Schindler has since become a global powerhouse with a team of dedicated employees, ensuring that projects are completed on time and under budget.

“As with all major projects involving high-profile customers, it is about ensuring that we always keep in mind the client’s vision and expectation throughout the project,” said Steven Foster, Managing Director of Schindler Lifts Singapore, in a recent interview.

Schindler manufactures, installs, services and modernizes elevators, escalators and moving walks for almost every type 70

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of urban infrastructure—from low-rise residential buildings to commercial and high-rise towers.

Changi Airport is simply another name to be added to their extensive list of projects as the company continues to innovate design.

Upcoming projects Project Jewel The Asia Pacific, including China, is the fastest growing part of the world in terms of infrastructure development. The rapid urbanization of the region—with rural communities transforming into cities—has created a need for more buildings and an effective way to handle the traffic. Schindler has stepped up to the plate to become the leader in project management and fulfillment.

Developed from two of Singapore’s most respected names—Changi Airport Group and CapitaMalls Asia—Project Jewel is a unique design by one of the world’s leading architects that will integrate a shopping mall experience in an airport landscape.

“The project is expected to be

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Jewel project for Changi Airport

completed in 2018,” commented Foster.

Solar Impulse The Solar Impulse airplane and its ambitious objective to fly around the world is a showcase of just what can be achieved in terms of green technologies if passion and belief are driving the innovation.

Schindler is a proud global partner of Solar Impulse, sharing the same ambitions to deliver energy-efficient solutions using green technology.

“Whilst it is unlikely that this project will allow for solar planes to be commercialized, the use of

solar energy and its applications for everyday life has been clearly demonstrated,” said Foster.

Advances in technology Elevators remain to be the most voluminous of the products provided by Schindler, and the growth in residential and commercial buildings is a testament to this. But what allows for the expansive production?

In short, the advancements in technology.

Destination Control has been a part of Schindler’s technology strategy for 20 years, but the

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“As with all major projects involving high-profile customers, it is about ensuring that we always keep in mind the client’s vision and expectation throughout the project.”

– Steven Foster

SCHINDLER LIFTS SINGAPORE latest generation of transit management systems has been produced by the company.

“PORT Technology is the latest in Destination Dispatch Technology which optimizes the traffic flow in the building whilst providing personalized access and control systems,” explained Foster. “At its core, PORT uses sophisticated algorithms that run around the clock to ensure the optimal utilization of an elevator group. PORT eliminates elevator runs and random stops at numerous floors, and transports passengers swiftly and efficiently.”

The basis of the system is that it groups passengers going to the same or nearby floors in the same elevator. This cuts down on the time needed to reach a destination as there are less stops along the way. In fact, the system is able to increase traffic efficiency by as much as 30 percent, as compared to conventional elevator systems.

PORT Technology provides buildings with the ability to cleverly increase traffichandling efficiency, as evident in international landmark buildings

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such as the International Commerce Centre in Hong Kong, HSBC in Singapore, Heron Tower in London and Barangaroo South in Sydney.

“The response from customers who have moved from conventional lift system to PORT has been extremely positive,” said Foster.

A unique advantage via green capabilities The design and industrialization of any type of product or technology has its own unique set of challenges—which makes it difficult to make a direct comparison.

However, one thing that can be said about Schindler’s product design is that all new products have to have better eco-performance than their predecessor models.

For example, the Schindler 7000 high-rise product line, which uses carefully selected materials in its design, was cleverly thought out right through to the end of its life cycle. The design of the new machines allows for the dismantling of all major parts and

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SERVICE LIFTS

SKG SERVICE LIFTS is a manufacturer of service and goods lifts for over 60 years with experience in the Australian market for over 20 years. With our partner Lift–Mech Engineering, we would like to offer service lifts and support to the whole continent.

LIFT-MECH ENGINEERING is SKG's Asia Pacific Representative Office.

Strategically located in Singapore, we provide strong and timely support to clients in the region.

52 Ubi Ave 3 #04-47 Frontier Singapore 408867 Tel: 65 6742 7969 Email: info@lift-mech.com Fax: 65 6742 7809 Web: www.lift-mech.com

RCB Reg. No.: 197900001R GST Reg. No.: 1979-00001-R

FURNISH LIFT & ESCALATOR TO PERFECTION

Lifts & Escalators • Engineering Works Metal Fabrication Services Metal Working Machines & Services

27A, Jurong Port Road #01-17/01-25 Jurong Industrial Estate, Singapore 619101 Phone: 65 6261 9671 / 65 6261 9672 Fax: 65 6261 2268 Email: hianglim@singnet.com.sg

CSG Metalfab Pte Ltd is committed to delivering inspired designs that fulfil clients’ high expectations through collaboration and exceptional services.

We specialize in Lift Interior Refurbishment & Renovation Works, Landing Finishes, Escalator Cladding Works.

CONTACT

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SCHINDLER LIFTS SINGAPORE

a compact design of components that uses less material.

The low and mid-rise product lines have also made substantial progress.

“Over the past 10 years, the environmental impact due to raw materials and energy consumption in these segments has been reduced by about 40 per cent,” said Foster.

A good example is the Schindler 3300 AP elevator, which reduces the environmental impact of earlier models by about 40 per

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cent through energy savings from a more energy-efficient drive system and smart control that enables standby mode for inverter, controls and lighting.

“Moreover, the materials that we use in this product are significantly lighter and components are smaller, as compared to its predecessors, requiring less energy to move the elevator,” added Foster. Schindler 3300 AP uses Schindler Traction Media (STM) technology which

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VANDER TECHNOLOGY PTE

YOUR BEST BUSINESS PARTNER FOR ELEVATOR FIXTURES & SOLUTIONS

LED FLOOR POSITION INDICATOR, LCD DISPLAY SCREEN, VOICE SYNTHESIZER, INTERCOM SYSTEM, ENCODER BOARD, ETC.

Oxley Bizhub, Ubi Road 1, Block 67, #09-10 Singapore 408730 p (65) 9182 3357 f (65) 6242 0932 e edward.teh@vander.com.hk

delivers significant space savings since the compact design of its gearless machine requires smaller shaft space.

Its machine room-less (MRL) solution reduces building construction cost, time, manpower and material to build the elevator machine room. “Other important green features include careful building traffic planning to achieve a balance in terms of traffic increases versus energy consumption, Power Factor One converters that feedback

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energy generated by lift to the building power grid, permanent magnet motors, gearless drives and energy-saving modes on escalators including automatic start and stop control or automatic two-speed control—varies the escalator speed according to the passenger flow,” said Foster. “These modes are enabled by the presence or absence of passengers; hence energy can be saved during non-peak hours.”

Looking ahead As space becomes even more of a premium in South East Asia, and in particular Singapore, the need for efficient dispatching of passengers will become even more necessary.

“Destination-control systems in commercial buildings will become standard and over the next five years,” said Foster. “In addition, as the demand for greener buildings increases and the environment is ever more in the public eye, the need for energy-efficient mobility systems will be paramount. Furthermore, the emergence of digital technology as a business tool to improve efficiency and deliver on increasing customer satisfaction will play a key part in the industry dynamics.”

“Schindler sits in a strong position and has been a pioneer in both fields and is poised to take advantage of these evolutions,” concluded Foster.

Company Information INDUSTRY

Construction HEADQUARTERS

Botany, Sydney NSW Australia FOUNDED

1975 EMPLOYEES

54,000 Employees Worldwide PRODUCTS/ SERVICES

Schindler Lifts Singapore is the Singapore operation of the Switzerlandbased Schindler Group, a leading global mobility provider with approximately 54,000 employees operating in more than 100 countries. Schindler supports sustainable urban development with safe, reliable and ecologically sound mobility solutions.

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PlantMiner:

The one stop, all-encompa shop for plant & equipmen

How Australia’s largest plant and equipment hire market changing the industry Written by: Stephanie C. Ocano Produced by: Camilo Sanchez

assing nt hire

tplace is

PLANTMINER

Michael Trusler - winner of Mining Australia’s Young Achiever of the Year

O

ur team is our competitive advantage.

everything from portable toilets, generators, and air compressors, right up to the largest graders, This is the ideology behind dozers and dump trucks.”

PlantMiner—an online portal that Being an all-encompassing oneaims to save time and money for stop shop is the most important procurement officers, estimators and asset to PlantMiner’s success. project managers across Australia when hiring plant equipment.

A competitive advantage “We are Australia’s largest In Australia, there was a real need equipment hire market place, for a service that solved the issue we’ve got the most equipment hire of saving the time it took to procure companies and the most individual plant and equipment hire quotes. items of equipment listed in one “The business has flourished place,” said Michael Trusler, CEO of because of that but also because we the company, in a recent interview. deliver a real return on investments “At our portal, clients can hire for our clients,” said Trusler. “They’re 80

June 2015

AUSTRALIA

Dan Wilson

earning a lot of money through the service because they have been making themselves a lot more accessible to searchers of equipment across the country.”

Over 70 experienced plant equipment hire experts make up the team at PlantMiner, building the business day in and day out.

Their expertise and ability to innovate as a team allows them to recognize a problem within the industry or be given a problem from a client and then procure a solution almost immediately.

“The way we innovate with our technology, through our website and

our business development team, we can come up with a new fix within our service to ensure that the problem is solved,” explained Trusler.

Expanding into New Zealand PlantMiner’s success is leading them to grow their business and venture into surrounding territories—such as New Zealand.

The New Zealand branch of the website went live back in December 2014 and received an immense amount of traction.

“We’re already signed up in the marketplace with clients, and a lot of those clients are already w w w. p l a n t m i n e r. c o m . a u

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seeing return on investment,” said Trusler. “Some of these clients have only just paid their subscriptions and they are winning thousands of dollars worth of work already. That’s very exciting and we have guys on the ground over there at the moment who are really just getting out there and educating searchers for 82

June 2015

equipment so that they can come to our service and save time and money looking for hire quotes.”

New Zealand is a land filled with opportunity for growth as the culture is open to innovation.

“It’s a good place to do business—especially for a tech startup,” said Trusler.

MINING

We are Australia’s largest equipment hire market place.”

– Michael Trusler, CEO

Overcoming challenges when expanding There are always challenges that come into play when doing business—especially when doing business abroad. It’s a new economy with a unique culture in a remote location that isn’t the easiest to travel to.

“An Australian company with w w w. p l a n t m i n e r. c o m . a u

83

PLANTMINER an Australian idea operating in New Zealand probably isn’t going to go down that well,” said Trusler. “Having a couple of New Zealanders selling a New Zealand

product is a lot easier and we recognized that quite quickly.”

Additionally, in New Zealand, business is much more personal, with face-to-face interaction being

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AUSTRALIA

the norm. Online startups, therefore, have to compensate for this.

PlantMiner, however, has found a solution for this.

“Something we’re now doing is meeting everyone initially and getting out there on the ground,” said Trusler. “It’s pretty seamless from there, as [clients] seem to know the product and what it’s all about.”

Company Information INDUSTRY

Mining HEADQUARTERS

Hendra, QLD, Australia

New projects on the horizon With expansion still on the mind of Michael Trusler, the United States is next in his line of sight.

“We’re doing some investigation into the U.S. at the moment and working on an entrance strategy,” added Trusler.

For now, PlantMiner will continue to reinvest into its team, its staff and its culture.

“The major investment is into our team and our team culture and ensuring that the product that we have is successful and all of our clients are adequately serviced,” said Trusler.

PlantMiner is currently shy of being two years into their five year plan and the company has already exceeded their initial expectations.

“We have a couple of exciting things on the horizon,” concluded Trusler.

FOUNDED

2012 EMPLOYEES

70 REVENUE

$50 M PRODUCTS/ SERVICES PlantMiner has over 10,000 searchers from the largest mining, construction and civil companies in Australia searching for and hiring equipment on a regular basis.

In addition to this, PlantMiner has signed up 300+ government and council organisations nationwide who have plant and equipment hire needs on a daily basis.

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Global Manufacturing Reaching The Ecuadorian Consumer 86

June 2015

Written by: Rebecca Castrejon, Editor Produced by: Ana Cardenas, Manufacturing Projects Manager for WDM Group Interviewee: Adriana Gonzalez, General Manager for Kimberly-Clark Ecuador

“Kimberly-Clark is committed to Ecuador’s development” - Adriana Gonzalez, General Manager for Kimberly-Clark Ecuador

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K I M B E R LY- C L A R K E C U A D O R

E Inside KimberlyClark Ecuador’s manufacturing plant

very individual with enough time to read the packaging in most daily-use products is familiar with Kimberly-Clark and its main output. Brands such as Scott®, Flor®, Huggies®, Kimberly-Clark Professional®, Kotex®, Kleenex®, Plenitud®, Poise® are more than household names, to such extent that top of mind awareness in countries such as Mexico has made -since long ago- the general public ask directly for a “kleenex” instead of using the term “facial tissue”. The American personal care company opened in 1872 in Wisconsin, its expansion through distributors and affiliates has taken its presence into more than 175 countries.

Kimberly Clark arrived in Ecuador as a distributor of imported goods in 1995. In 2000, after the merger-acquisition of Ecuapel S.A., Industrial La Reforma Jacinto Jouvin Arce C.A. and Mimo S.A. Mimosa, Kimberly Clark Ecuador became a domestic manufacturer, supplying its native market with quality brands such as Luggies-Huggies®, Suave-Scott®, FlorKleenex® and Mimex-Kotex®.

The company’s established leadership in Ecuador is based on the deployment of latestgeneration machinery, automation processes and an organizational culture based on a commitment to perfection.

The more than 600 company employees are

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based in the Guayaquil production plant and in the corporate headquarters in Quito.

Key People

Accolades Kimberly-Clark Ecuador has ranked high in evaluations from specialized entities such as Great Place to Work and Ecuador’s Ekos magazine. Also, the company ranks high in employee satisfaction surveys, claiming improvements in internal procedures and work atmosphere as the most important factors in their value chain.

KCE’s manufacturing procedures have also been certified by the Ecuadorian Standardization Service (INEN) and by the corporation “Mucho Mejor si es Hecho en

The importance of staff management

Adriana Gonzalez General Manager Adriana Gonzalez was born in Venezuela; she graduated in 1991 in industrial engineering from Andres Bello Catholic University, in her home country, where she also attended marketing management courses.

In 1999 she entered Metropolitan University (also in Venezuela) to obtain a MBA, graduating with honors.

Her career began in Avon Cosmetics, where she performed as Line Manager. By 1997 she joined Kimberly-Clark as Marketing Director for the Venezuelan branch of Kimberly-Clark Professional.

Afterwards, she became Product Manager for Family Care (1998), Marketing Director for Central America (2002), Marketing Director and Line Manager for Latin America (2005) and finally as General Manager for Kimberly-Clark Ecuador since June 2012.

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“Our purpose as a company is to serve, develop individuals and innovative products for our consumers and clients.

We are also committed to give something back to the community selecting our products every day” – Adriana Gonzalez, general manager for Kimberly-Clark Ecuador

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Ecuador” (Best done in Ecuador).

Kimberly-Clark in Latin America manages corporate and local brands with the mission to achieve leadership in each of their markets. KC Ecuador is no exception to any effort focused on reaching this goal, since the subsidiary has performed toward constant expansion and adding new products during its 20-year old presence in the country.

“I’ve been fortunate enough to grow along Kimberly-Clark in Latin America, developing a category in the region, reaching a more than $1 billion value, and with a double digit growth rate in revenue,” detailed Adriana Gonzalez, current general manager for Kimberly-Clark Ecuador.

Gonzalez, an industrial engineer at first, became an expert in business administration and marketing. The executive has worked for Kimberly-Clark for the last 18 years. She has been in charge of Ecuadorian operations since June 2012.

Her closeness to consumers in Ecuador and in any other market where her managed brands have presence is due to an able understanding of user’s needs, learned from marketing surveys.

Results from these are analyzed in Kimberly-Clark innovation centers, where improvements for any product are developed.

L AT I N A M E R I C A

Two Decades of Solidary Growth Though KCE’s outstanding growth is a result from the fusion-acquisition of Ecuapel S.A., Industrial La Reforma Jacinto Jouvin Arce C.A. paper mills and Mimo S.A. Mimosa personal care manufacturer, the key factors to achieving constant leadership have been high investments in machinery, developing automation procedures and improving conditions for its workforce. “We currently have a turnover of more than $160 millions; we are very strong in Ecuador, hence our possibilities for growth are focused on investments rather than from acquisitions,� the general manager explained.

Kimberly-Clark Professional division, providing business solutions for every sector

Nevertheless, KCE is open to growing along other companies through strategic partnerships.

KCE stands out for being a high revenue source built through inorganic growth, able to achieve market penetration. This success has allowed the affiliate to invest more than $120 million in Ecuador to develop new job positions within a context of commercial progress.

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K I M B E R LY- C L A R K E C U A D O R Some examples of KCE’s success in positioning Ecuador-bred brands in the South American market and regional brands into the Ecuadorian market have been:

Presence in trade events

1. Establishing Huggies diapers as the consumers’ preferred brand.

2. Positioning Flor and Scott as the brand for toilet paper, after both brands have been present for years now in Ecuadorian households, with innovations and proposals of added value.

3. Kimberly-Clark’s growth in Ecuador, from

L AT I N A M E R I C A

being a 40-employee distribution operation to become a 600 employee-plus manufacturer, creating other 2,000 indirect jobs.

“We always consider bringing home the best rewards for our staff, consumers, clients and stakeholders, as a retribution for how successful they make us feel with every purchase of our products,” Gonzalez added.

Huggies®, una de las marcas más cercanas

Organizational Culture Beyond the Management Processes

al consumidor

“Our human resource is what’s most important to us,” the executive stated, sharing also that KCE’s rapid growth is also due to the staff’s hard work.

To enhance its engagement to its hired staff, the company has develop different training programs and continuous improvement procedures through global organizational culture and by means of the Kimberly-Clark University, a training program partnered with major colleges in the U.S. (Purdue University, Stanford, for example) and online education classes through Harvard ManageMentor®, and with global forums about new advances in technology and fields such as business, marketing, management and others.

These continuing education programs are w w w. k i m b e r l y c l a r k . b u m e r a n . c o m . e c

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K I M B E R LY- C L A R K E C U A D O R focused for workers to bring out the most of their potential and grow within Kimberly-Clark.

Kimberly-Clark Ecuador,

“We want to make a continual knowledge transference procedure out of these programs, which is a very valuable asset for the staff at KCE,� pointed Gonzalez.

recipient of a Great Place to Work award

Regarding talent exportation, Gonzalez mentioned that there are several KC executives that first started at one affiliate or other and ended up in upper management positions within the corporation’s different brands and territories.

L AT I N A M E R I C A

Other global initiatives from Kimberly-Clark include the opening - five years ago - of a human resource strategic development center in Brazil called Blue Ocean Institute, which has already partnered with important universities from all over the world, with teachers such as Renee Melbourne.

Maintaining World-Class Standards

Company Information NAME

Kimberly-Clark Ecuador INDUSTRY

Manufacturing, personal care

Besides maintaining the corporation’s global standards for quality in every product, KCE set its sight on lean manufacturing, in order to optimize every procedure, increase productivity and reduce waste.

HEADQUARTERS

“We sum more than 6,000 hours of training among our staff to display the lean philosophy within our operations,” the executive expressed.

EMPLOYEES

Guayaquil, Ecuador FOUNDED

1995

603 REVENUE

“We strive to exceed expectations, every piece involved in helping the Kimberly-Clark machinery moving is vital, and each contributor in the chain is our strategic partner for our business’ developments”

US $152 million WEBSITE

kimberlyclark.bumeran.com.ec

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ITG MĂŠ a mo COMPE in the G textile in

A textile organization committed to t and the laws that guarantee product

Written by: Tomas H. Lucero, Editorial Assistant Produced by: Taybele Piven, Director of Operations at WDM Group - LATAM Interviewee: Jose Manuel Gonzalez, CFO, International Textile Group in Mexico 96 June 2015

ĂŠxico, odel ETITOR GLOBAL ndustry

the environment, its human resources t quality in Mexico and the world

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I N T E R N AT I O N A L T E X T I L E G R O U P A look inside ITG’s operations

ITG stands out in its market due to their effort to develop new products and new technologies.

I

nternational Textile Group (ITG) is a global company devoted to the manufacture of textiles.

Its products are used in a variety of sectors including automotive, apparel, military and industrial markets worldwide. While excellence in all areas differentiates ITG, it’s the combination of its global manufacturing platform, innovative products, customer focus and a dynamic team of forward-thinking professionals that create unparalleled opportunities and competitive advantages for our customer partners.

ITG is a leading producer of automotive air bag fabrics

ITG Mexico surfs on the waves of success due to its impressive ability to differentiate itself from its competition. In Mexico, as in the world over, ITG comes out ahead in its sector because it exerts itself to develop new products, commits itself seriously to its obligations and the excellence of its personnel. Currently, ITG has two subsidiaries in Mexico, one in Yecapixtla, Morelos and another in Parras de la Fuente, Coahuila.

ITG’s contributions to the global textile industry are formidable. Capitalizing on its excellent human resources, its state-of-the-art equipment and its brand’s reputation, ITG manufactures as many types of textiles as sectors it services. In this article, we learn about ITG Mexico through its CFO, Jose Manuel Gonzalez, who discusses

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its large commercial capability and its corporate social responsibility in the country.

“Our main differentiator is that we invest in and highly value new product development. We are industry leaders in this area. We have exceptional people. Their daily work is to discover how we can differentiate ourselves in the market creating new styles and textile patterns,” asserted Gonzalez.

ITG Mexico is well-aware of its place in society.

It recognizes that it’s a good business practice to honor its word when participating in an agreement or partnership.

Key People Josa Gonzalez CFO, International Textile Group in Mexico Jose Gonzalez graduated from the University of South Carolina where he studied economics and finance. He started at ITG as an intern in 1990. He’s been with the company 25 years.

“Another important differentiator is the seriousness with which our organization takes all of the financial commercial agreements in which we get involved. I am very proud to work for this company because we take these very seriously.

Even when it would seem that this should be taken for granted, in our industry, in Mexico, it is not the case,” added the CFO. ITG is committed to environmental sustainability. Its strategy is simple, functional and timeless. Sustainability involves using methods that do not completely use up or destroy natural resources. Ensuring that they make products that meet today’s needs without compromising future generations is important to ITG. This core value

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C O M PA N Y N A M E

ITG

“Our main differentiator is that we invest in and highly value new product development. We are industry leaders in this area” – Jose Manuel Gonzalez, CFO of ITG Mexico

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resonates across our operations, processes, and products and is reflected in the innovations and styles we bring to our customers and ultimately the consumer.

ITG operates its business in a manner that protects the environment, minimizes the footprint of our operations, and promotes responsible stewardship of natural resources. We recognize environmental protection as a sound business practice that conserves resources, reduces

SECTOR

potential liability and safeguards employees and the community.

Exceeding goals following standards The Mexican textile industry must follow many international treaties. However, with the obligation to respect local and global authorities and a responsibility to protect a reputation, ITG works within national and international norms even if difficult. “Mexico is among the two or three countries

International Textile Group manufactures a variety of performance and fashion-driven fabrics for every occasion

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that has the most trade agreements with the world. This can complicate operations. In our case, fortunately we have the infrastructure to manage the complexities. However, we support national efforts to fight contraband and encourage a fair and open competitive environment,” described Gonzalez.

The automation of the textile industry in Mexico Under the leadership of its executives, ITG Mexico is going through a process of light modernization. For the remainder of 2015 and the beginning of 2016, ITG plans to upgrade and

SUPPLIER PROFILE

Itema is a leading global provider of advanced weaving solutions, including best-inclass weaving machines, spare parts and integrated services. The Company is the only manufacturer in the world to provide the top three weft insertion technologies: rapier, air jet and projectile, with an ample product portfolio and a commitment to continuous innovation and technological advancement of its weaving machines. The Company is also unique in its sector with two R&D units, of which one – ItemaLab – is dedicated entirely to breakthrough innovations and the development of the “loom of the future.”

Página web: www.itemagroup.com

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modernize its equipment to better support its customers and markets “We are very pleased to make this investment to upgrade our equipment in 2015 and continuing into 2016. We believe this will enable us to be even more competitive and a better partner with all of our customers, and we appreciate the support we have received from our banking partners for this important investment,� said the executive.

The Mexican ITG buildings hum with

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the satisfying sound of productivity. The manufacturing processes are agile and efficient because the organization has installed all of the necessary technology to perform its operations.

At the same time, it has been careful not to impose technology where it is not necessary, where traditional tools—like manual labor—still do a better job.

“Automation is not new to us. We believe proper automation and strong business processes have a positive effect on the production line.

A strong focus on technology and continuous improvement are critical to our mission as a company and beneficial to our people.,” explained Gonzalez.

Partner sustainability initiatives ITG honors its guest country, Mexico, by ensuring that it’s protecting the environment surrounding its operations.

“Two years ago we consumed much more fuel oil.

We’ve switched to natural gas for our processes and now we are embarking on a project of electricity generation based on nature; cleaner, less expensive energy” – Jose Manuel Gonzalez, CFO of ITG Mexico

ITG and its customers, for example, work together to stay at the forefront of standards that protect the environment.

“It’s one of our main concerns. We strive to be in compliance with all environmental requirements.

In many cases we don’t only comply, we exceed

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Manufacturing of modern

Mexican standards. We are periodically audited by our customers who are also concerned with the environment at a global level, just like we are.

At least once a year they come and audit us.

They audit our processes. The standards we mutually set for each other are very high,” explained the CFO.

and contemporary fabric collections

“Another important differentiator is the seriousness with which our organization takes all of the financial commercial agreements in which we get involved.

I am very proud to work for this company because we take these very seriously” – Jose Manuel Gonzalez, CFO of ITG Mexico

In addition to working with its customers to care for the environment, ITG Mexico also does what’s within its power to renew natural resources. In the case of water, Gonzalez admits that textile production uses a lot of water.

ITG Mexico takes it upon itself to treat the water and direct it towards sources destined for farming irrigation.

ITG Mexico’s efforts related to the environment don’t end there. “Currently, the organization is testing an energy platform with a smaller carbon footprint to include a project of energy cogeneration based on natural gas. Two years ago we consumed much more fuel oil. We’ve switched to natural gas for our processes and now are embarking on a project of electricity generation based on nature; cleaner, less expensive energy,” said Gonzalez.

These projects are planned to be fully

L AT I N A M E R I C A

operational by the end of 2016 at Parras de la Fuente and by the second quarter of 2017 in Yecapixtla.

Company Information NAME

Growth prospects

International Textile Group

According to Gonzalez, the outlook for the remainder of 2015, and then for 2016 and 2017 are excellent.

INDUSTRY

Textile manufacturing HEADQUARTERS

ITG’s goal is to maintain their level of production and profits. If it’s possible to grow, said, the executive, all the better. When considering the long-term outlook for the global textile industry, Gonzalez predicts a growing reduction in the number of market players. It’s a market, he suggests, where companies that fail to adapt to remain competitive will disappear or lose market share.

Yecapixtla, Morelos, Mexico FOUNDED

2004 EMPLOYEES

4,800 worldwide REVENUE

USD $595 million (global)

“Our market is not only Mexico. It’s international. The Mexican textile industry has already shrunk in the number of market players and I believe it will continue to do so. I think it’s a difficult market in which those that aren’t careful to keep their costs down and don’t discover ways to differentiate themselves are likely to disappear or minimize their operations,” concluded Gonzalez.

WEBSITE

www.itg-global.com

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COMMITMENT to satisfy ALL

automotive Demands

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Assembling innovative components from Mexico, to provide longevity to global vehicles.

Written by: Rebecca Castrejon, Editor Produced by: Ana Cardenas, Director of Proyects for WDM Group Interviewee: Luis Palome, Managing Director of Bosal Mexico

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B O S A L M E X I C O , S . A . D E C . V.

T

he largest car manufacturers worldwide have set their confidence in Bosal Group, a Dutch corporate founded in 1923, but with a presence in 15 countries around the globe.

With more than 100 years of corporate life, Bosal has earned a leading position as one of the biggest competitors in the field of automotive manufacturing, supplying brands such as General Motors, Chrysler, Volkswagen, Bombardier, etc.

The company has expanded its production of components and parts within its 34 plants and 18 distribution centers located in key economies.

This expansion arrived in Mexico in 1995, with the opening of a production plant in Queretaro.

On account of Bosal’s innovative products and R&D, new designs were being produced at the factory in Mexico. Soon after, this subsidiary won the same international confidence that characterizes the group, while serving the auto parts market in Canada, United States and Central America.

Bosal is a leading manufacturer of: complete exhaust systems for passenger cars and trucks and industrial applications, catalytic converters, towbar systems, roofbars and roofracks, wind deflectors, jacks and toolkits, precision steel tubing, TBI, vehicle cabins, warehouse racking systems, irrigation equipment and energy conversion components.

These two decades of Bosal in Mexico 110

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have meant 20 years of first class domestic manufacturing for the international market of spare parts. Their continuous progress its due to best practices, as well as following industry standards such as ISO: 14001 (environmental management), OSHA (Occupational Health) and ISO / TSI 6949-2002 (high standards in automotive manufacturing).

In Latin America, Bosal has subsidiaries i n Brazil and Argentina.

Two Decades of Growth and Human Development Human management is one of the great differentiators that have driven the development of Bosal business in Mexico. Human resource

Key People Luis Palome Managing Director of Bosal Mexico Palome is an industrial engineer. He began working for Bosal in Mexico in 1994, in the production area.

Later he took various positions in the areas of engineering, industrial maintenance, quality control, human resources and logistics; until 2008, when he took over the top management post of the subsidiary, as Managing Director of the plant in Queretaro, a position he has held until today.

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directors have endeavored to keep all personnel trained, not only with rigorous programs, but also with educational exchanges in academic institutions in Queretaro.

Bosal has a low turnover of employees, clear evidence of growth opportunities offered by the company. The current Managing Director of Bosal in Mexico, Engineer Luis Palome, is a great example of this internal advancement.

Palome has been part of the subsidiary since its establishment in the country in 1994, growing along with personal entrepreneurship and business expansion.

Mexico is attracting the arrival of car assembly plants that will increase global demand

The Managing Director of Bosal Mexico is an industrial engineer and an executive who has led the leadership of the subsidiary in Mexico for the past six years. In an interview with Business Review America Latina, he mentioned: “Our employee skills have been the major success for Bosal in Mexico, this has allowed us to grow with the group and get new businesses.”

“The competitiveness of the workforce is a key element in the development of all manufacturing industries” – Luis Palome, Managing Director of Bosal in México w w w. m e x i c o . b o s a l . c o m

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BOSAL MEXICO

Accessories produced by Bosal Mexico

“Bosal has always sought providers nationwide due to strategic issues and to promote the economic growth of the country” – Luis Palome, Managing Director of Bosal in México 114

June 2015

As for the growth of branches in Latin America, the managing director said: “So far we have not planned to position ourselves in other countries.

We believe that our current affiliates in both Mexico and Brazil, are allowing us to completely cover the Latin American market.”

Innovations for the Domestic and International Market Bosal operates two divisions globally: emissions control systems and automotive protection systems. Nationally, Bosal Group introduced the latter to its product portfolio in Mexico, for the subsidiary to begin the management of specific towbars.

“Bosal is a leader in Europe in this segment

SECTOR

Bosal Mexico seeks to strengthen local supply

(towbars) and with this addition in our portfolio, we will seek to be leaders in North America,�

Palome said.

Bosal Mexico has commercialized all corporate innovations in local and international markets. In general terms, highlighting a more efficient design of parts, with the inclusion of progressive technologies.

Local Logistics The company has a department dedicated to the negotiations and management of local and international suppliers. Bosal Mexico seeks to strengthen local production with long-term relationships with domestic providers; otherwise, w w w. m e x i c o . b o s a l . c o m

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B O S A L M E X I C O , S . A . D E C . V. they will use the global strategy. “Bosal has always sought providers nationwide for strategic reasons and to promote economic growth. However, we know that many commodities and products are not available in Mexico and this is where we use our global sourcing strategy, by using a volume strategy and competitive acquisition from other subsidiaries established on all five continents,� Palome said.

Additionally, the entire chain meets commercial guidelines.

L AT I N A M E R I C A

Company Information

Short-term Projections Mexico is the seventh largest producer in the global automotive industry, attracting the arrival of car assembly plants that will increase the domestic demand of auto parts and components.

The group is preparing for the imminent growth of this sector by investing to serve future needs.

“Although we have been expanding the plant in Queretaro, the fabric will grow 300 percent by early 2017, and we are about to open a second satellite plant in Coahuila. Also, by expanding operations with the new business segment of towbars, this will open the possibility of building a second plant here in Queretaro by the end of 2016,” said Palomé.

NAME

Bosal Mexico, S.A. de C.V. INDUSTRY

Manufacture of automotive components HEADQUARTERS

El Marques, Queretaro, Mexico FOUNDED

1995 EMPLOYEES

185 REVENUE

USD $88 million WEBSITE

www.mexico.bosal.com

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Pio

OJI PAPร IS ESPECIAIS:

FOCUSES ON INNOVATION AND PROFESSIONAL QUALIFICATION

oneer in coated paper on machine manufacture, company keeps focus on environmental appreciation process Written by: Flรกvia Brancato | Produced by: Nayara Ferreira 127

O J I PA P É I S E S P E C I A I S

Factory facade in Piracicaba - São Paulo

W

ith an annual production capacity of 120,000 tons of paper, Oji Papéis Especiais is a national leader in the thermo and selfcopy sector, in addition to having pioneered the manufacture of on-machine coated paper. Founded in Japan in 1873, the group has been operating in Brazil since 2011 when it took control over the Piracicaba, São Paulo state, factory. The company keeps in its essence the strategic guidelines characterized by economic development, innovation, conciliation and sustainability.

“Sustainability is one of our mainstays. So to invest in people and environmental appreciation processes is part of our everyday lives,” comments Silney Szyszko, commercial director of Oji Papéis Especiais.

The company’s directives include environmental protection, cultural promotion, work and income generation, and sports incentive. Every year, investments in socio-environmental action and projects are promoted where the group operates. In 2015 alone there have already been 14 128

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sponsored projects with a variety of activities associated to social inclusion, sports, culture, education, professional qualification and reading, to name a few.

“Besides, we also have a community field trip program when we host, at the factory, small seminars and debates about current themes, in addition to NEA (Núcleo de Educação Ambiental) which in 2014 received more than 350 children from Piracicaba public schools for environmental awareness and preservation education.”

LEADING ROLE IN THE MARKET The company is categorized by four values: integrity, sustainability, excellence and synergy.

“Sustainability is one of our mainstays. So to invest in people and environmental appreciation process is part of our everyday lives” – Silney Szyszko, commercial director of Oji Papéis Especiais

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Some bonds are naturally stronger

Strong bonds lead to unique possibilities – in business as well as in chemistry. And that’s precisely why we’ve acquired AkzoNobel’s paper chemicals business. Additional expertise. A broader technology base. Greater presence where you need us most. It all adds up to a winning partnership with a shared commitment to innovation.

We’ve extended our capabilities so you can extend yours.

Let’s work together to build value into paper.

www.kemira.com/extend-your-capabilities

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Resistance combined with durability - Superior toughness - Optimal abrasion resistance - Nano Technology - Ideal for calenders, supercalenders and over-cotton - Compatible with Xerium's exclusive Thermaguard™ base

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www.xerium.com

BRAZIL

Company’s initiatives for education on behalf of the environment

The company also cherishes diversity, creating opportunities for all through a meritocracy. The director points out that the way the group manages these values makes a big difference. “We work to be important actors in the creation of a new business concept that is capable of changing the world. Oji Papéis Especiais is a distinct company because it is, in fact, special in all fields where it operates, from production to customer service, community and environment relationships,” he indicates.

While the national market displays good expectations for the specialpaper sector, the company keeps up with the positive projections through strategic planning, including in the exportation market. “In regards to the South American market, where we have been since 2014, we see a great potential for both thermo and self-copy paper exports. To carry out the strategy to become a regional player, we already have a growth plan structured for each region which should follow the successful model adopted in the Brazilian market, through a bountiful portfolio and distinctive service,” comments Szyszko.

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O J I PA P É I S E S P E C I A I S

With company investments the productive capacity increased 20% in 2014

(Febraban) show that the use of credit, debit and store cards have been increasing between eight and nine percent, for an estimated total of 900 million cards in 2014. This factor, together with the introduction of mandatory receipt emission in Sao Paulo, has boosted consumption of thermo paper.

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SAFETY AND PROFESSIONAL QUALITY The company constantly invests in training, lectures and reaching a goal of zero accidents in the workplace. Some programs help in this process, such as the Pocket and the Safe Behavior Programs, in which professionals identify key points to improve work atmosphere as well as risk assessments. Besides, there are weekly dialogues between workers to discuss areas that might require further adjustments to develop a better quality of work.

Oji also develops and maintains several preventive health programs to ensure a better quality of life for its employees, such as: labor gymnastics, an Ergonomics and a Speak Better program, available nursing staff, a Hearing Conservation program, occupational assistance, health campaigns, medical consultation assistance, executive check-ups, professional re-adaptation, Live Better Oji, among others.

Quality from start to finish

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Social Projects

Seeds of tomorrow

Art, music and sports

PE Haroldo Institution

Young Musicians

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Appreciation is the backbone of the organization. The group seeks to recognize the efforts of each individual who works on his or her own development through a meritocracy. The director reinforces that “the company’s success depends massively on know-how and innovation capability. For that reason, it is important to recruit and qualify our people well.”

In 2014 alone, there were 1200 training participations, which in almost 30,000 hours, sought to train employees, developing inherent leadership, management, and innovation skills.

Additionally, the company defrays training programs in areas that appeal to professionals.

Last year, there were almost 50 considered.

Furthermore, this year the company has launched its new internship program. Titled “Germinar,” the program seeks to attract young talents who would like to learn how to put theory into practice, with career development opportunities and professional growth. In the program, the youth receive professional training, in addition to coaching follow-ups and career forums.

GROWTH AND IMPROVEMENTS With an above-average market growth, in 2014 Oji Papéis Especiais saw an increase of 16 percent over the previous year on thermo paper sales. “We had an expressive result that was mainly propelled by the work done by the whole company—such as market case studies,

BRAZIL

The company employs nearly 600 people in Piracicaba - São Paulo

research, product improvement and innovation,” says the director.

Last year, the company invested in improvements and new equipment, precisely to back up the growth that yielded positive results. Among them, renovation of thermo paper production machines guaranteed the capacity increase of 20 percent of each one, reaching an annual productivity of 70,000 tons. Demand was around 60,000. “The difference between capacity and demand guarantee development for market

OJI is sponsoring 14 social projects

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The company currently has capacity to produce up to 120,000 tons per year of

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growth and allows us to explore new domestic and international market possibilities,” explains Szyszko.

When asked about the future, Szyszko comments that “the biggest challenge of 2015 is to keep up with 2014’s domestic market achievements, for no expressive growth is projected due to the macroeconomic scenario.

Swimming against the tide in large parts of the sector, we started the year very well with a first trimester that surpassed all our expectations. The growth projection for the year is now around three percent, which is a step forward, since according to our analysis, 2015 and 2016 would have been

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Company Information INDUSTRY

Special Papers HEADQUARTERS

Piracicaba, São Paulo Brazil E S TA B L I S H E D

2011 EMPLOYEES

560 thermal and carbonless papers

PRODUCTS/

complete recessions.”

And to maintain an excellent participation in both domestic and international markets, the director completes, “As for exports, our strategy is to strengthen the role earning more businesses and increasing our market share in South America. We have been accomplishing a gradual and growing work that started in 2008 with the self-copy paper.

Today, we have an established position in several countries and that, without question, accredited us and contributed to the introduction of the thermo paper. It is all about a market with a great growth potential and intends to become a regional player,” he emphasizes.

SERVICES

Thermo and Self-copy Papers MANAGEMENT

President: Gilberto Julio Piatto Vice-President: Agostinho Monsserrocco Commercial Director: Silney Szyszko Industrial Director: Giovani Ribeiro Varella Financial Director: Agostinho Monsserrocco

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GREIF: 137 YEARS PACKAGING SAFETY

Company is named one of America’s 100 mos Written by: Flávia Brancato | Produced by: Nayara Ferreira

Y

st trustworthy.

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GREIF

A

s a world leader in industrial packaging, Greif is centenary success story. The company employs over 14,000 people in more than 300 locations, spread in 50 countries worldwide.

Founded in 1877, it has survived harsh economic recessions, built a solid base in the market and today operates in various business sectors such as chemical products, food and drink, oil, adhesive, industrial lining, pharmaceutical, agricultural, construction and many others.

DIVERSITY Diversity is the reflection of Greif’s global presence and by leveraging the differences and similarities through a unique platform the company becomes an attractive partner to work with.

Above all, there are key segments that strengthen the business. Eduardo Simoniello, president of Greif Latin America admits, “We work with rigid,

Santo Amaro unit- Headquarter in Brasil

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flexible and paper industrial packaging and together they bring in approximately [USD] $4.5 billion in sales.”

PRODUCTS Greif manufactures standard and specialty steel drums in a range of sizes and thicknesses with linings and configurations, and covers options to transport a variety of materials including paint and coatings, food, pharmaceutical and hazardous waste and hazardous products under stringent U.N. transportation regulations.

Always complying with customer quality demands and sector international standards rated by the U.N., Greif also produces COEX multi and single-layered jerry cans with EVOH or NYLON (Polyamide) barrier, with technology that offers complete safety to the bottled product and its consumer, preventing the exposure of toxic gases and substances to the environment.

Greif develops innovative solutions, such as Double Green COEX 10 liters—a jerry can with a stackable design which eliminates the use of paper boxes and can also be produced with green PE—specifically for the agrochemicals market.

THE GROUP Since the company started its activities with the production of wooden barrels for industrial product bottling of nails and packaged food— sugar and flour—the company’s journey has

Tight Head Steel Drums

Open Head Steel Drums

Multilayer 5 liter jerry cans w w w. g r e i f . c o m . b r

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DoubleGreen COEX 5, 10 and 20 liter plastic jerry can

always been decorated with good news and new partnerships.

In 1998, Greif bought the industrial packaging business from Sonoco Products Company, becoming the sector leader in North America.

Upon purchasing Van Leer Industrial Packaging in 2001, the company doubled its size and entered the global market with 140 factories in 40 countries in five continents Followed by a joint venture established in 1998, in 2003 Greif obtained full ownership of CorrChoice Inc., a Greif joint venture formed on Nov. 1, 1998, with Greif owning 63 percent of the outstanding stock In 2006, Greif made two significant acquisitions: Delta Petroleum Company, Inc.—a third party provider of blending, packaging, warehousing distribution and logistics services, processing more than 200 million gallons of products a year—and Blagden— a steel drum manufacturing and closures business in Europe and Asia.

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Rigid packaging production line - Steel drum w w w. g r e i f . c o m . b r

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Global presence

In 2010, Greif made another visionary move, acquiring the top three producers of flexible intermediate bulk containers, and a large regional distributor of the “big bags.” Storsack, Unsa and Sunjut, along with Benelux-based distributor Ligtermoet, make up Greif’s “Flexible Products & Services” business segment.

Also in 2010, Greif established the Container Life Cycle Management joint venture, focused on the reconditioning of rigid industrial packaging in North America. In 2011, the venture went global with Greif’s acquisition of pack2pack in Europe. Both, along with other independent re-conditioners who are network participants, are now part of EarthMinded™ Life Cycle Services, which is the largest global reconditioning business.

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200 liter steel drums

RECOGNIZED FOR EXCELLENCE “The greatest trends of our sector are usually linked to sustainability and innovation. We are working hard to keep up with these areas and the result is recognition within our sector.” Simoniello is referring to the countless prizes that Greif has accumulated as the company was widely acknowledged in 2014. It was featured in Forbes magazines as one of “America’s 100 Most Trustworthy Companies,” awarded the “Manufacturing Leadership Awards Frost & Sullivan” prize and in Brazil, named by Valor Econômico, the largest financial newspaper in Brazil, as one of the “35 Best People Management Companies.” Last but not least, in 2012 it was recognized with the “Carter Work Project” in Haiti. w w w. g r e i f . c o m . b r

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2014 Safety award

Greif’s Latin America president is straightforward when talking about the company’s impressive feats: “The difference between us and our direct competition is the people. They are our base. We have the best in this industry and we make extra efforts to offer them the highest quality standards around the world.” Aimed at following global sustainability and safety standards and to keep up with market trends, the company is always watchful. “We are boarding a big global transformation, so we are engaged in optimizing our portfolio, analyzing countries’ risk, developing talents and organizational health, operational working capital, operational excellence, 146

June 2015

commercial excellence as well as innovation and sustainability,” explains Simoniello.

SUSTAINTABILITY AND ENVIRONMENT Since 2010, a program counts on Greif’s Global Energy Team, from all business segments and all over the world, to meet energy consumption and reduction goals. With these actions, several plants conserved beyond the proposed 15

“The greatest trends of our sector are usually linked to sustainability and innovation. We are working hard to keep up with these areas and the result is recognition within our sector” – Eduardo Simoniello, president of Greif Latin America

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Eduardo Simoniello, President GR

percent, including Greif Packaging Accessories, Rigid Industrial Packaging & Services—of Europe, Middle East, Africa and Latin America. Progress has also been made towards limiting CO2 emissions and residues and saving water. “We are proud of our accomplishments thus far. The accumulated economic benefit of energy conservation, since 2009, reached [USD] $45 million in 2014,” reports the Latin America president.

In order to determine the impact of different variables related to sustainability, depending on the packaging type and supply chain used

by Greif’s clients, key technologies have been developed such as a tool called the “Green Tool.” It is now possible to monitor the impact in specific variables—like for instance, climate change, acidification, pollution, human toxicity, to mention a few. Simoniello explains that, “With the help 148

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Company Information INDUSTRY

Packaging HEADQUARTER

São Paulo, SP - Brazil E S TA B L I S H E D

2001 EMPLOYEE

476 PRODUCTS/ SERVICES

REIF Latin America

Steel and plastic rigid industrial packaging,

of this tool, we help our client evaluate the impact of different packaging alternatives, including recycling and materials reuse.”

Lastly, there is one thing certain. Greif is more than ready to face any challenge. “Today, Greif Latin America, including Brazil, as well as Greif Global, is focused on transforming the business to better serve our clients. Latin America and Brazil are the regions that offer the greatest opportunities. And despite economic turbulences, we are ready to surf these waves,” assured Greif Latin America president.

flexible packaging and servives MANAGEMENT

President GREIF Latin America: Eduardo Simoniello President GREIF Brazil: Flavio Carneiro

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Ciber:

THE MOST ADVANCED

With the best in equipment and services, this com for building, maintaining and repairing highway pa Written by : Flรกvia Brancato | Produced by: Nayara Ferreira

TECHNOLOGIES

mpany offers the best in the market avements.

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S

tanding out for its manufacturing and application of highway construction and maintenance equipment for over 57 years, Ciber Equipamentos Rodoviários—part of the German Wirtgen Group, specialized and a world leader in the segment—incorporates in its portfolio solutions for the entire group’s line.

Considered the master dealer of the Wirtgen Group to Brazil, the company is specialized in mobile batch asphalt plants and serves all Latin America, in addition to countries in Africa, Oceania and Asia. Always tuned in to the latest technologies and focused on the development of complete products to keep up with the sector demands, the operations are becoming increasingly sturdy. “Based on our observations and control over imports and exports, we can safely say that Ciber plants play a role of leadership in this segment, always innovating and setting trends, with more than 65 percent of participation in the Brazilian market and over 50 percent in the Latin American,” declares Luiz Marcelo Garcia Tegon, president of Ciber.

With a brand of more than 1,700 commercialized units in all the Southern Hemisphere producing asphalt mixture in more than 50 countries worldwide, the company complies with transportation legislation, safety

Ciber’s factory in Porto Alegre/RS

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Wirtgen Group Brands

Counterflow asphalt plants UACF iNOVA 1200 P1

and emission levels of each country, following the most rigid control norms. Currently, Ciber produces the series of mobile hot mix asphalt plants Kompakt, Advance, Inova and batch asphalt plant UAB. An important feature of each of Ciber’s developing products is the dedication to environmental regulations and social responsibility. The plants, for instance, have emission levels up to eight times less than required by law. In the social scope, through the Rouanet Law—which encourages cultural investments that can be used by firms and citizens to help finance cultural projects—the w w w. c i b e r. c o m . b r

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Luiz Marcelo Garcia Tegon, president of Ciber

group is investing for the third year in an awareness project for students and parents in schools in Rio de Janeiro and Rio Grande do Sul states.

TRENDS AND CHALLENGES As the industry constantly releases equipment with updated technologies, Ciber keeps up with the latest news and is always involved in the sector’s movement. Tegon identifies a few trends that soon should be put into practice. “Cold-in-place recycling and the production of asphalt mix with RAP - Reclaimed Asphalt Pavement - are topics gaining visibility. However, it is important that the countries’ guidelines move forward as well so the applications containing this new stuff become part of the company’s public announcements and that they are effectively incorporated into the projects’ 154

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Wirtgen cold recycler WR 240

guidelines to be executed accordingly.

On the other hand, the market’s challenge, such as the heavy equipment sector as pointed out by Tegon, has been affected by the lack of long-term policy and investments in highway infrastructure.

This is another example where Ciber seeks to adapt to the reality. “At Ciber, we have been trying to adapt to each scenery change. We adjusted out goals and tailored the structure’s efforts in each country or continent we operate. Whenever a certain market is not doing well, we reinforce the focus in other markets, find new clients, increase

“At Ciber, we have been trying to adapt to each scenery change. We adjusted out goals and tailored the structure’s efforts in each country or continent we operate” – Luiz Marcelo Garcia Tegon, president of Ciber

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Wirtgen cold milling machine W100

the commercial coverage and offer new services so we can seize new opportunities,” explains the president.

FOCUS ON INVESTMENTS In general, the main investments are routed towards structure in a way that the company is always prepared to serve the market’s demands.

Over the past few years, the attention has been focused on distribution channels, featuring the launching of Pernambuco and Rio de Janeiro subsidiaries in 2014 and 2015, respectively. “It has been 12 months of construction work and [USD] $4.7 million of investments that resulted in a modern structure of 54 thousand square feet, with three warehouses plus 156

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a 5381 square feet washing unit. In addition to having over two thousand pieces in stock ready for delivery, there is a specialized and technical commercial staff highly qualified to provide proper support to the product,” declares Tegon.

Besides, the new Wirtgen subsidiary in São Paulo is also in expansion phase.

The investments also cover a robust supplier development program. The president reinforces that “The biggest focus of Wirtgen Group, as well as Ciber, are continuous investments in professional qualification and training. We believe that the constant improvement of our employees helps to elevate the quality level in our processes, in all areas of the company.”

PROMISING FUTURE In addition to maintaining high quality in the segments where it operates, the steady search for new markets and expansion of operation fields are only some of many strategies to keep the leadership. “Not one of the factors mentioned

Hamm Compactor 3411P

Binding agent spreaders

“It has been 12 months of construction work and [USD] $4.7 million of investments that resulted in a modern structure of 54 thousand square feet” – Luiz Marcelo Garcia Tegon, president of Ciber w w w. c i b e r. c o m . b r

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CIBER

Highest performance and world-class quality in ventilation and air treatment

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Visit our website and explore our products: • Industrial fans and hoods of medium and large size • High-efficient noise control system • Air conditioning units of several capacities • Ventilation and air conditioning's components

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berlinerluft.com

“We left a plateau of [USD] $70 million in 2011 to [USD] $140 million in 2014” anúncio berliner_ingles

quinta-feira, 21 de maio de 2015 17:02:58

– Luiz Marcelo Garcia Tegon, president of Ciber

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Kleemann mobile crushers – Minin

above would have such success and positive results without high quality products and services,” asserts Tegon. The sales volume of the past four years doubled. “We left a plateau of [USD] $70 million in 2011 to [USD] $140 million in 2014,” he completes.

For the next 5 years, a strategic action plan has been drafted. Goals, performance, new product release, proprietary projects and results management guidelines were mapped out and defined to support the company’s vision. The strategic committee is in charge of this plan and counts on the support from managers of all

BRAZIL

Company Information INDUSTRY

Manufacturing equipment for building, maintaining, and repairing roads HEADQUARTERS

Porto Alegre, Rio Grande do Sul - Brazil E S TA B L I S H E D

1958 EMPLOYEES

380

ng operation in Tamoio/RJ

MANAGEMENT

departments and involved at every level of the organization regarding the implementation and execution of projects and strategic actions.

According to the president, the idea is to keep increasing the plants’ portfolio, envisioning new opportunities. “In the next 24 months, we will invest in the expansion of our own reseller, Wirtgen Brasil, which in May merged with the São Paulo territory, becoming the largest reseller of Wirtgen Group in the country with approximately 65 percent of the highway construction industry,” concludes Tegon.

Commercial President: Luiz Marcelo Tegon Industrial President: Daniel Siebrecht PRODUCTS/ SERVICES

Hot mix asphalt plants, compactors, cold milling machines, recyclers, slipform pavers, road pavers, mobile jaw crushers, mobile screens, surface miners.

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TANAC:

BUILDING A SUSTAINABLE FUTU

World leader in vegetable extraction and woodchips, the com USD$ 60 million in new wood pellet manufacturing facility Written by: Flรกvia Brancato | Produced by: Nayara Ferreira

URE

mpany invests

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F

rom a small tannin factory in 1948, today Tanac is a world leader in the production of vegetable tannin extracts and black wattle wood chips. The ethical relationship with its partners, suppliers and service providers is the company’s most valuable and rigorously followed guideline on its path to success.

Promoting productive process sustainability is a basic principle ever present in each of the company’s units. Economic and social growth of the communities where it operates, directly and indirectly, is a feature that Tanac has carried since its foundation.

With the shrinking of vegetable extract consumption for leather tanning due to the aggressive synthetic products competition, starting in the 1990s the company found motivation to search for new applications for wattle tannin extract, focusing the research in other product lines, such as coagulants and wood sticker. Around that same period, the company solidified a partnership with the Japanese company Sumitomo to export wattle woodchips to the cellulose industry in Japan. Today these products represent more than 60% of the company’s profits, with 661 tons exported

Tanac Montenegro facade

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Wood chips ready for shipment

annually. “We are considered the best producer in the world, for both quality and as well as compaction rates.We were the first ones to export wattle woodchip in the Brazilian market,” gushes Otávio Guimarães Decusati, Superintendent Director of Tanac.

Certifications and Special Projects The environment and quality certifications earned by a crew committed to sheer excellence are the definite proof that the company is on the right path.

The company’s achievement and maintenance of International Standards Organization (ISO) certification 14001 and Forest Stewardship Council® (FSC) demonstrate the company’s

“We are considered the best producer in the world. We were the first ones to export wattle woodchip in the Brazilian market” – Otávio Guimarães Decusati, Superintendent Director of Tanac

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“The quality of our products and services, along with environment preservation and our sustainability, is what will make us grow in various area in the future” – Otávio Guimarães Decusati superintendent director of Tanac Carbon footprint

commitment to preservation and the securing of a better future. The Quality and Environmental Management Systems ISO 9001, and 14001, certifications by Norms and the fulfillment of all FSC® criteria, indisputably affirms Tanac’s units leadership status in its markets. “In our segment, we are the only company in the world to have earned ISO 9001, 14001, FSC and chain-of-custody certification by the FSC. Besides, we have a positive carbon footprint. For every 2.2 lbs. of CO2 generated by the company, we sequester 24.2 lbs. from the natural environment,” explains Decusati.

FSC®-certified forest management ensures the quality of raw materials supplied by the company’s forestry unit, known as Tanagro, right from its origin. The company also develops a variety of environmental education projects. For instance, in Montenegro, Rio Grande do Sul, the “Embrace Nature Project,” aimed at students from 7 to 14 years old, reaches out to hundreds of kids every year when they visit the tannin units and facilities w w w. t a n a c . c o m . b r

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TA N A C and realize how Tanac focuses on producing while preserving their environment. In Rio Grande, lectures at schools, in the neighborhoods, near the wood chip unit help students reinvent their reality by turning them into proactive agents regarding environmental preservation.

Investment and Technology Through solid investments in R&D are, the company has been launching a variety of tannin derivatives such as flocculants for water treatment, stickers and dispersant. For instance, when it comes to flocculants, Tanfloc—an organic product, non-pollutant—is utilized in the treatment of water for human consumption as well as effluents. Still according to Decusati, as an organic product, it does not harm nature and its growth rate in the market is around 20 percent a year.

Water treatment

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Tannery machines in Montenegro

The director is straightforward: “Our focus is on the development of new products and technologies. The company has been working hard to increase its participation in different markets, expanding its forest capacity, reducing costs and improving its services.” A good example of that is the construction of a new manufacturing facility of black wattle wood pellets, responsible for the production of 440 thousand tons a year. With investments of around USD$60 million, the plant located in Rio Grande, Rio Grande do Sul state near Super Porto, is completely dedicated to the bioenergy market and considered the largest unit ever built in Latin America.

Additionally, over the past years Tanac has been investing heavily in IT in terms of infrastructure, modernization of its data center and acquisition

“Our focus is on the development of new products and technologies” – Otávio Guimarães Decusati, superintendent director of Tanac

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Soil preparation for Acacia tree plantation

of robust equipment. With strong presence in the international market, the company also invested on Trade-Easy ofThomson Reuters solutions, with integration of all areas involved in export processes, eliminating rework and generating productivity gain and information reliability.

Units and Business The tannin unit started producing black wattle vegetable extracts in Montenegro, Rio Grande do Sul. Its output is directed at the leather industry, for drinking water, industrial effluent treatment, drilling mud conditioners, wood adhesives and other applications. Approximately 350 employees work at this unit located on an 8-hectare, wooded area alongside CaĂ­ River.

The woodchip unit was created as an initiative to diversify activities, seeking to supply the cellulose industry. Located in Rio Grande, in the 168

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south of Brazil, the plant is one of the only modern woodchip producing facilities in the world, set up on a 2.8 million square feet area. Using certified wood, this unit is equipped to produce 700 thousand tons of woodchips per year and has a 99 thousand ton storage capacity at any one time.

Boasting one of the highest compaction rates in ship loading, the company is considered one of the world’sfastest. Tanac’s black wattle woodchips are also exported to energy and woodchip board-producing markets, diversifying and widening their field of application.

The supply guarantee for the tannin and woodchip units starts at the forest unit. With responsible forest handling, today Tanac owns approximately 74 thousand acres of planted forest. The use of advanced technology in the production of seedlings, genetic improvement research and collaboration agreements with universities and forest organizations makes it possible to continue the evolution of the sector. The result is a significant increase in the quality and productivity of Tanac’s forests.

Ship to transport wood chips

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Tanac’s tree nursery

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In addition, the company runs a program providing technical support to seedling and wattle plant growers in Rio Grande do Sul. The program provides technology transfers for the formation of quality forests by adopting suitable environmental management practices. Over forty thousand families are involved in growing black wattle in Rio Grande do Sul, where 420 thousand acres of forests stand.

In black wattle plantation areas, the forest unit combines black wattle growing with cattle breeding, capitalizing on the availability of areas and large expanses of native grass. At present, nearly 6,000 cattle coexist in black wattle forests.

The future Above all, the commitment to the product and services quality has always been our focus with our clients and it is the main ground rule maintained by Tanac. “The quality of our products and services, along with environment preservation and our sustainability, is what will make us grow in various areas in the future,” concludes Decusati.

The steady improving process has been a constant practice in several production areas of the company. A significant growth can be noticed by analyzing the profit reports of the past two years. In domestic sales alone, the volume has increased more than 20%, and adding the export numbers, the annual revenue of 2014 nearly reached USD$76 million.

Company Information INDUSTRY

Extraction chemistry HEADQUARTERS

Montenegro, RS - Brazil E S TA B L I S H E D

1948 EMPLOYEES

306 ANNUAL REVENUE

USD$ 74 million MANAGEMENT

Superintendent Director: Otávio Guimarães Decusati Administrative/Financial Director: Diorge Otávio Pagani Commercial Director: José Osmar Graff Junior Industry and Technology Director: José Luiz Zanatta Director of Forestry: Luiz Augusto Alves

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BELIEVING AND INVESTING IN THE DOMESTIC MARKET FOR 40 ANOS

One of the few cement businesses genuinely Brazilian operating in Brazil, the family company prioritizes quality and excellence Written by: Ellen Mason | Produced by: Nayara Ferreira

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CIPLAN

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ith simplicity and agility, Ciplan Planalto S/A is a family company that since its 1968 foundation has been successfully operating in the cement market. Betting on the domestic market, the company believed in the country’s growth and was one of the first ones to open its doors in Brasilia.

More than four decades later, Ciplan is one of its sector’s leaders with a strong presence in seven states, covering areas in the Midwest, North and South.

The company operates within the civil construction industry and the production line includes aggregates, ready mix concrete and cement— featuring bagged cement reselling—which serve all types of projects.

Holding 19 percent of the market share in the Midwest region, the group offers services to the special construction market; differentiated solutions and concreting available at its concrete batchers.

Despite only owning one plant, Ciplan has kept up with the market evolution and sectors trends. Speaking about the main elements that

Mortar application

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Aggregates automatic loading

set the company apart from its competition, President of Ciplan Robert Castelani says, “bet on the market growth, invest in conditions and opportunities of scale gain market.” Castelani also says that the company “promotes the culture of investing in people.”

Despite facing fierce competition, excellence is a Ciplan trademark that is responsible for the company’s ultimate success. Its structure is simplified and focused on results. Decisions are agile and without bureaucracy.

In view of the civil construction industry’s contraction period on a national level, Ciplan revised its strategic plan last year “avoiding mass layoffs and reducing the financial impact,” says Castelani. He also says that “we have an advantage over our competitors because of our tight costs control.”

“We have an advantage over our competitors because of our tight costs control” – Roberto Castelani, Ciplan’s president

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OVERCOMING CHALLENGES Like any growing company, Ciplan also faces its challenges. Among them are environmental factors, employee training and safety, in addition to not letting the market contraction affect productivity.

“We are trying to work on all those issues. We have a strategic plan that covers each one of them and allows us to direct actions, investments and, especially, prepare the staff to deal with these challenges. We are now talking about mid-to-long term work which will channel a culture change, environment care, general compliances and employee training,” asserts the president.

The key strategies to reduce turnover are competent leadership, good remuneration and a positive work environment. “Along with that, it is important to provide incentives so the employees dream about the company’s success, where we are and where we have to be at, with a well defined mission and vision and aligned with everybody. This engaging W E

C O N V E Y

Q U A L I T Y

Expertise in the Cement Industry Proven Technology with equal Quality, Strength and Reliability

• Quality and Reliability for kiln capacities up to 12,000 t/d • Proven by more than 10,000 references worldwide

AUMUND Ltda.

São Paulo / SP aumund@aumund.com.br www.aumund.com

movement to constantly outdo ourselves has been helping us to reach our main goals,” assures Castelani.

The company prioritizes its people, health and safety. For that, training programs aimed at reducing or eliminating accidents are put into practice.

“Through an awareness training program, the company has been overdoing its own expectations,” completes Castelani. For that reason, several procedures are already in place.

The company’s products are certified by the Associação Brasileira de Cimento Portland. Ciplan constantly seeks to improve its performance.

With that in mind, the group is intensely focused on updating its factory.

ENVIROMENT AND COMMUNITY “Currently, all of our machines are equipped with appropriate filters to avoid harmful pollution emission. We have a rigid control over particulate emissions and because of that we exceeded the expectations of 178

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Mandatory use of protective equipment

Production team with certificate of training completion

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CIPLAN’s fleet of concrete mixer trucks

environmental agencies. Additionally, we utilize alternative fuel, biomass, to mitigate CO2 emission,” points out Castelani.

Always concerned with the community’s needs, Ciplan considers social actions as part of its long-term plans. Based on that, the company consolidated a partnership with SENAI, a network of not-for profit secondary level schools, intending to provide industrial professional training to members of the community. It has

Factory and truck parking overview

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also implemented social inclusion actions that stimulate the development of special talents, such as allocation of individuals with disabilities to administrative and industrial occupations.

Another action of equal importance incorporated by the company is the program Menor Aprendiz which contributes to the creation of professional opportunities for adolescents and promotes knowledge and an introduction to the market.

“This engaging movement to constantly outdo ourselves has been helping us to reach our main goals” – Roberto Castelani, Ciplan’s president

CIPLAN

Expansion work of BrasĂ­lia International Airport

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Brasília National Stadium built with concrete CIPLAN

JK bridge on Paranoá lake built with concrete CIPLAN

Brasília digital tower built with concrete CIPLAN

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Your product deserves the best packaging • Highly resistant • Excellent printing quality • Greater security • Easy automation • High-speed sacking • Reduction of leaks • Better palletization • Chain of Custody certification from the Forest Stewardship Council® (FSC®) • Recognized by Carbon Disclosure Project (CDP) • Certifications: ISEGA, ISO14001, ISO9001 BIODEGRADABLE

100% Compostable

Klabin’s paper sacks are developed using high technology to meet the specific needs of diverse products. And all of this is done efficiently using renewable resources with low environmental impacts. Being a pioneer in sustainable development is one of the key characteristics of Klabin, the first Brazilian pulp and paper producer to be certified by the Belgian OK compost seal, which guarantees that the company’s cement paper sacks, even after use, will decompose completely in industrial composting.

Present in the daily lives of millions of people. Even when they don’t realize it. klabin.com.br

Palletized cement stock

TECHNOLOGY Known for aggressive investments in technology, this year Ciplan made three important ones. “Circular pre-homogenizer, flower milling and a 14,000 ton stocking silo. Besides the operational safety, with this equipment we bring a significant reduction in electricity consumption,” says Castelani. Aiming at lessening CO2 emission, the company purchased an artificial pozzolan calcination furnace which the president conveys will help greatly.

Speaking of investments, over the past few years the company has been focusing on capacity expansion. Including environmental projects, safety and work, in 10 years there has been “[USD 16 million] per year on these categories,” explains Castelani.

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Company Information NAME

Ciplan Cimento Planalto S/A INDUSTRY

Cement, Mortar and Aggregates HEADQUARTERS

Sobradinho - DF, Brazil E S TA B L I S H E D

1968 EMPLOYEES

1100

THE FUTURE Ciplan wants to be prepared for when the volume of business starts picking up again.

With the market increase in its operating region, the company studies its next expansion opportunities. “Preparing the staff, eliminating bottleneck and depending on the growth, we are analyzing the possibility of expansion. All these subjects are part of our strategic planning,� finalizes Castelani.

PRODUCTS/ SERVICES

Cement, mortar, aggregates, civil construction

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AMCOR:

Exclusive and revolutionary solutions Synonymous with innovation, company offers a wide variety of applications in rigid plastic packaging for mainstream industries in the market Written by: Flรกvia Brancato | Produced by: Nayara Ferreira

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C O M PA N Y N A M E

Suape plant

A

world leader in supplying rigid, flexible and tobacco packaging solutions, Amcor is recognized by its innovation, product development and production flexibility. Initially headquartered in Australia, the company has been operating since 1860 and is currently operating in 43 countries, employing around 27,000 people in more than 180 plants.

With annual profits reaching USD $9.5 billion, Amcor also offers services related to its packaging, contributing to its clients’ success tying art and science together and working towards innovation.

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“When the consumer open a package, whether a beverage bottle or a food jar or a plastic bag, he or she knows that these products are fresh, clean, safe and protected.”

– Ruben Melara , general manager of Amcor Brazil

RIGID PLASTICS The headquarters of the rigid plastic division is located in Ann Arbor, Michigan. With units in 12 countries and 6,200 employees in 63 plants, the rigid plastic segment is responsible for approximately one third of the group’s profits. The division is reinforced by two R&D centers where professionals with scientific, engineering, design and research backgrounds focus on innovation. w w w. a m c o r. c o m

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An important part of this success is owed to Amcor Plásticos Rígidos do Brasil, founded in 1998. According to Ruben Melara, general manager of Amcor Brasil, “With six plants and around 600 employees, the Brazilian unit is one of the country’s leaders in PET bottles and jars, retaining 16 percent of the market.” With an annual production capacity above two billion units, he notes, “We also lead the PET bottle supply for the competitive carbonated beverage industry.”

Offering a wide variety of PET packaging applications, Amcor’s experience in the domestic packaging market created an extensive expertise in several segments. Besides the diversified food and beverage business, the company also serves the pharmaceutical, hygiene, cosmetic and

SUPPLIER PROFILE

Bottle for the soft drinks market

M&G CHEMICALS

M&G operates PET RESIN manufacturing units in Italy, United States, Mexico, Brazil and it is building a PET production plant in Corpus Christi/USA with the capacity of 1.000.000 ton/year, integrated with PTA raw material. M&G also has a state of the art CPD in Sharon Center/ USA. Combining entrepreneurship, studies, research, innovation and technical assistance to customers, M&G enhances its portfolio providing high performance PET resins that are light, strong, glossy, transparent and recyclable.

Website: www.gruppomg.com.br

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Food bottles production – Amcor Goiânia plant

cleaning products industries.

Among the rigid plastic technologies and products, the Brazilian division also features solutions for hot, aseptic and cold fill packaging, resin PET, PP & HDPE, rPET, in addition to bottles, jars, pots and lids.

Bottle for milk drinks

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DIVERSIFICATION AND SUTAINABILITY “In order to meet our clients demands, our development, technology and design centers located in Jundiaí, São Paulo state, Miramar,

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Florida and Manchester, Michigan, offer a qualified technical and design staff to conduct case studies, from the bottles layout’s conception until its prototyping, focusing on fulfilling the customers’ final expectations,” points out Melara.

For that, besides structures adapted to the reality of each country or region, Amcor utilizes its global scale with exclusive technologies and constant investments to dedicate itself to research and development. And as part of the commitment to a sustainable future, Amcor

“We also lead the PET bottle supply for the competitive carbonated beverage industry.”

– Ruben Melara , general manager of Amcor Brazil

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Preform Production – Amcor Manaus plant

Plásticos Rígidos do Brasil reuses part of its industrial waste in the manufacturing process.

A great example of recycling is the reutilization of PCR—post consumer resin. The manager illustrates that through an example: a J&J 200 ml shampoo bottle is made with 50 percent virgin resin and 50 percent recycled. According to Melara, these initiatives were, “internationally recognized in 2014 by the Grandes Cases de Embalagem award.”

When it comes to social responsibility, one relevant initiative is the AmcorAção program. Through a group of volunteers, the company works alongside the community and the environment of surrounding areas where it operates. The charity actions are aimed at assisting senior homes, orphanages and animal protection associations. The donations come from the volunteers themselves and they are not necessarily financial. Therefore, 194

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Soft drink bottles production, Amcor Jundiaí plant

for each action realized by AmcorAção, Amcor adds cash value to the project.

PRODUCTION STRATEGY In order to offer competitive prices, Amcor is always looking to invest in platform renovation and latest technology machinery acquisition, such as the one used in Manaus, Amazonas state, and Suape, Pernambuco state. There are also some programs intended for operations improvement.

A couple good program examples are Procure Plus—a new culture for acquisitions of products and services aimed at simplifying and bettering

Production Amcor Louveira plant

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Production Amcor Louveira plant

their operations, in addition to saving in significant expenses—and Value Plus—a program focused on maximizing the value to the clients through commercial culture excellence.

“At Amcor, we package the most important moments. Around the world, several millions of times a day, people touch and use our packages to live better,” summarizes Melara. The effect of all the technology and creation of any package has only one meaning. When the consumer opens a package, whether a beverage bottle or a food jar or a plastic bag, he or she knows that these products are fresh, clean, safe and protected,” he synthesizes.

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Bottles - technology Amcor

arches, ergo grip, flat panel, moth into shape and origami, the company also developed two new products for the market: Design Olivia - developed exclusively for Gatorade bottles, it has a 33mm Bericap bottleneck making possible the elimination of induction sealing. It also comes with Ergogrip technology to improve handling, combined with DSIB, which is the flexible base concept that compensates the vacuum generated. This design

Bottle with embossing

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“For 2016, our strategy is to consolidate our market leadership position and the partnerships with current customers.”

Ruben Melara, General Manager o

is already being used in Central American countries.

MicroDose – the solution for cold fill packaging comes in a 15 ml bottle and it is considered a new opportunity on the market and presentation for a diversity of liquid products. With the exclusive activating system, Powerflex, it offers a flexible base to dispense specific liquid quantities.

Finally, safety is one of Amcor’s main concerns and the company coordinates strategies and goals focused on zero accidents in all plants across Brazil and the world.

CONSOLIDATION In the past three years, Amcor invested around USD $30 million on capacity increase and new technologies. Amcor’s most recent big enterprise was the new greenfield, its injection plant in Suape with only 18 198

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Company Information INDUSTRY

Rigid Plastics Packaging HEADQUARTERS

Jundiaí, São Paulo Brazil E S TA B L I S H E D

1998 in Brazil 1860 in Australia EMPLOYEES

600 in Brazil

of Amcor Brazil

PRODUCTS/ SERVICES

months as a startup. With new machines and the latest technologies, the plant serves the carbonated beverage and food markets, and is completely ready to serve new fronts.

2014 was a year marked by the focus on the relationship with current clients, development of new projects and new segments. “For 2016, our strategy is to consolidate our market leadership position and the partnerships with current customers, in addition to earning new business and conquering new talents, always offering technologies that reduce the final product cost,” concludes Melara.

Preshapes, bottles, jars, pots, lids in resin, PET, PP, HDPE MANAGEMENT

General Manager: Ruben Melara Financial Director: Carlos Ferretto Commercial Director: Juan Procel

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