EME Outlook - Issue 32

EME w w w. e m e o u t l o o k m a g . c o m

Issue 32

MUNCK CRANES

Bringing dynamic design to the global stage

VISIT PRAGUE

By adding a global, technology-enabled layer of transparency to shipping agency operations, Inchcape Shipping Services continues to gain trust

A fairy tale city steeped in culture and romance

GLOBAL LOCAL TRANSPARENT Carabao’s Chief Marketing Officer John Luck on his role of challenger to the UK energy drinks establishment

A complete guide to the leading business travel destinations in Europe and the Middle East

PRAGUE

P

rague is no longer one of Europe’s hidden gems but remains brilliant nonetheless, the city’s alluring architecture, culture and history having combined to create a romantic atmosphere which continues to draw increasing at in estuary ofafter the Tagus numbers ofthe tourists year year.

River,environment Prague is thesteeped westernAn urban in most capital city in continental tradition, its origins dating back more Europe and servesthe as Portugal’s chief than a millennium, Czech capital port, largest and and is mapped out bycapital a mazecity, of cobbled commercial, political and tourist streets and fairy tale-esque buildings centre.

It was once considered by Europeans to be the furthest edge of the known world before it became basecamp for the renowned Portuguese explorers of the 15th and 16th centuries, Vasco da Gama being the most well-known.

The city is defined geographically by seven hillsides which overlook the river, these vantage points being a highlight for anybody’s visit. Much of the architecture is defined by a huge earthquake that destroyed much of Prague in 1755, the rebuilding exercise that followed providing the template of what stands today.

As well as being scenically spectacular, Prague is a crucial economic cen-

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BUSINESS TRAVEL GUIDE

which house everything from quaint cafes to the world’s largest LEGO museum.

You might think this architectural prowess would be matched by an equally thriving traditional arts scene.

And you would be correct. It’s the birthplace of Franz Kafka, an individual widely considered to be one of the key figures of 20th century literature.

Further, an abundance of galleries and museums showcase an array of the city’s best artists – ideal attractions for visitors to relax and unwind.

Decimated by a cataclysmic series of earthquakes in 1755, Prague has been rebuilt into a national hub of economic and cultural activity on the Tagus River Writer: Tom Wadlow | Project Manager: Matt Cole-Wilkin

The city has a thriving business segment as well. 79 Czech firms rank on Deloitte’s overview of the top 500 largest central European companies, and many of these have a major footprint in Prague.

Indeed, whether you’re looking for the aesthetically breath-taking, tre and lies on a strategic sea route. Its culturally port is bustling magnificent with activity, or simply handling a the large hustle proportion and bustle of the oftrade an urban between epicentre, Portugal and Prague neighbouring truly has it Spain. all.

The city is also culturally one of the country’s most important hubs. Despite making up just three percent of Portugal’s landmass, the metropolitan area is home to more than a quarter of the nation’s population, owed much to the surge in migration from rural areas in the 1970s when industrial activity took off.

24 BUSINESS TRAVEL GUIDE

Outlook Recommends

3,700 m

2

O2 Universum

PRAGUE

1,700 pax

Multipurpose Venue For Your Events

Set to open with a concert performance from Czech band Kábat on September 26, 2019, the O2 Universum Arena will become one of Prague’s leading modern multifunctional centres. Offering up to 24 halls of various sizes, the facility will be capable of welcoming 10,000 visitors at any one time, its largest hall able to hold up to 4,500 people.

Currently, it is gearing up to host performances including Beethoven’s 9th Symphony orchestra and National Geographic’s Symphony For Our World, alongside a concert from The Neighbourhood.

capacity

CUBISM

1,000 pax

interiors inspired by Czech cubist architecture

main hall capacity

www.cubexcentrum.cz

Prague Congress Centre

Writer: Jonathan Dyble | Project Manager: Joe Palliser

48 | EME Outlook issue 32

conference and exhibition area

Choose your own lighting colour

MI CE V ENUES

Home to a blossoming business environment and booming tourism industry, the Czech capital equally remains a fairy tale city steeped in culture and romance

A fairy tale city steeped in culture and romance

See page

Languages: Czech Area: 496 km2² Population (2019): 1.3 million Currency: Czech Koruna Time zone: Central European Time Dialling code: +420 Internet TLD: .cz Climate: Continental Highest recorded temperature: 37.9°C

PRAGUE

BusinessTravel Guide

PRAGUE

FACTS & FIGURES

EME Outlook issue 32

Formerly known as the Palace of Culture Prague, Prague Congress Centre is one of the capital’s largest neofunctionalist facilities. Able to house up to 2,764 people in one room, and 10,000 people in total across 13,000 square metres of exhibition space, it readily hosts musicals, meetings, festivals and concerts as well as congresses.

Landmark events it has entertained in the past include the 55th IMF and World Bank meeting, NATO Summit (2002), EuropeConference on Housing and |an 49 Sustainable Urban Development (2016) and Congress of the International Congress and Convention Association (2017).

MI CE V ENUES

RESTAURANTS

MUS EUMS

Cubex Centrum Praha

The Eatery

The Museum of Decorative Arts Národní Muzeum Jewish Museum

Sad Man’s Tongue Bar & Bistro

Grand Cru Restaurant

66 | EME Outlook issue 32

EME Outlook issue 32 | 67

Our Business Travel section not only gives executives the complete guide to the world’s most popular and populous locations, but also gives said locations the perfect opportunity to showcase their own businesses, events, venues and services to a truly international audience and readership of more than 395,000 each month.

To share in this unrivalled exposure and to put your own offering on our map, then please contact our Sales Managers, Joe Palliser, Jordan Levey or Matt Cole-Wilkin to find out more.

BusinessTravel Guides www.emeoutlookmag.com/business-travel-guides

WELCOME

Charting a new course

EDITORIAL Editorial Director: Tom Wadlow tom.wadlow@outlookpublishing.com Deputy Editor: Jonathan Dyble jonathan.dyble@outlookpublishing.com PRODUCTION Art Director: Stephen Giles steve.giles@outlookpublishing.com Senior Designer: Devon Collins devon.collins@outlookpublishing.com

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Junior Designer: Matt Loudwell matt.loudwell@outlookpublishing.com BUSINESS Managing Director: Ben Weaver ben.weaver@outlookpublishing.com Sales Director: Nick Norris nick.norris@outlookpublishing.com Operations Director: James Mitchell james.mitchell@outlookpublishing.com PROJECT DIRECTORS Joshua Mann joshua.mann@outlookpublishing.com Tom Cullum tom.cullum@outlookpublishing.com HEAD OF PROJECTS Callam Waller callam.waller@outlookpublishing.com Thomas Arnold thomas.arnold@outlookpublishing.com TRAINING & DEVELOPMENT DIRECTOR Eddie Clinton eddie.clinton@outlookpublishing.com PROJECT MANAGERS David Knott david.knott@outlookpublishing.com Josh Hyland josh.hyland@outlookpublishing.com Matthew Selby matthew.selby@outlookpublishing.com Ryan Gray ryan.gray@outlookpublishing.com Vivek Valmiki vivek.valmiki@outlookpublishing.com BUSINESS TRAVEL Director: Joe Palliser joe.palliser@outlookpublishing.com Sales Manager: Jordan Levey jordan.levey@outlookpublishing.com Sales Manager: Krisha Canlas krisha.canlas@outlookpublishing.com Sales Manager: Matt Cole-Wilkin matt.cole-wilkin@outlookpublishing.com

ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Administrative Assistant: Sophia Curran sophia.curran@outlookpublishing.com Office Manager: Daniel George daniel.george@outlookpublishing.com CONTACT EME Outlook East Wing, Ground Floor, 69-75 Thorpe Road, Norwich, Norfolk, NR1 1UA, United Kingdom.

Sales: +44 (0) 1603 959 652 Editorial: +44 (0) 1603 959 657 SUBSCRIPTIONS Tel: +44 (0) 1603 959 657 Email: tom.wadlow@outlookpublishing.com www.emeoutlookmag.com Like us on Facebook: facebook.com/emeoutlook Follow us on Twitter: @eme_outlook

o be able to survive in business for more than 170 years requires a heavy dose of resilience, adaptability and innovation.

In the 1840s, what is today known as Inchcape Shipping Services began servicing the British East India Company, acting as agents on a new route from Calcutta. Fast-forward to the current day, and shipping agency is still heavily reliant on local conversation and presence on the ground, a status quo which Inchcape has both mastered and is seeking to evolve with the use of technology. “…the issues around shipping have always been that what happens in faraway lands has always been a faraway thing,” explains Frank Olsen, the company’s CEO. “There has not always been enough information, communication, control or transparency, and therefore a lack of trust, in what is occurring in places which are hundreds, if not thousands of miles away.”

Leveraging the power of technology, Inchcape now operates a digitally driven, global network that underpins the still crucial local knowledge of port agents. This edition’s cover story looks at this transformative activity.

You will also notice a new chapter for the visuals of EME Outlook, the result of a design refresh which helps further bring our stories to life, stories which include an exclusive interview with John Luck, Chief Marketing Officer of Thai energy drinks giant Carabao. Discussing his approach to branding communications, Luck reveals how Carabao has successfully embedded into the congested UK market thanks to its willingness to take risks.

Elsewhere in this edition we have a sizable focus on the region’s construction industry, with no fewer than five reports on companies making waves in their respective territories. Munck Cranes and Moelven Limtre, for example, are respectively helping to elevate Norway’s building sector through the supply of leading edge equipment and championing timber as a sustainable, reliable construction material.

Sustainability commands our attention in another two features this issue, starting with a look at how French energy giant ENGIE has established an entire new business, ENGIE Impact, to help large corporates devise their sustainable strategies. We also speak to Tetra Pak about the war on single use plastics.

Other exclusive insights come from Polish confectioner Wawel SA and Czech automotive supplier Futaba, while our business travel section is also packed with detailed reviews of three outstanding destinations – Prague, Slovenia and Lisbon.

Enjoy the issue!

Tom Wadlow Editorial Director, Outlook Publishing EME Outlook issue 32 | 3

CONTENTS

20

12 REGULARS

8 18

6 NEWS

EVENT FOCUS

Around Europe and the Middle East in seven stories

162 Supply Chain & Logistics Summit & Expo

8 EXPERT EYE

164 AUTOMA 2019

BUSINESS INSIGHT

12 Food & Drink

166 International Mining and Resources Conference (IMARC)

Carabao’s challenge to the UK energy drinks establishment

Where global mining leaders connect with technology, finance and the future

18 Environment

168 European Mining Convention

An interview with ENGIE Impact CEO Matthias Lelievre

Reframing mining sustainability with innovation and experience

TOPICAL FOCUS

170 THE FINAL WORD

Luck of the Draw

Sustainability at Scale

20 Sustainability – single use plastics Turning the Tide

Tetra Pak’s progressive mindset towards the challenges posed by plastic

BUSINESS TRAVEL GUIDES

24 Prague A fairy tale city steeped in culture and romance

46 Slovenia

62 4 | EME Outlook issue 32

Ripping up the rule book

Why the shipping industry must bridge the gender divide

Europe’s closest answer to a natural paradise

62 Lisbon Portugal’s gateway to the world

Discussing automation in oil and gas

What technologies are helping to transform your industry?

EME OUTLOOK MAGAZINE

F E AT U R E S

76 SHOWCASING LEADING COMPANIES

118 Norm LLC

Tell us your story and we’ll tell the world

Laying the Foundations for Change

SUPPLY CHAIN

Facilitating cement-empowered economic diversification in Azerbaijan

78 Inchcape Shipping Services

RETAIL

Global, Local, Transparent

124 Krónan

Leveraging technology to provide international transparency in the shipping industry

Stocking Iceland’s shelves with accessible, ethical, affordable produce

CONSTRUCTION

88 Munck Cranes

Uplifting Global Industries Supplying construction projects with Norway’s leading crane solutions

94 Dico și Tigănaș Raising the Bar

Romania’s flagbearer for quality construction

Putting the Green in Grocers

130 Echo Marine Group Wind in the Sails

Navigating Australia onto the global yacht building stage

138 Wawel SA

Confection Perfection Keeping up with the confectionery consumer

Romania’s dynamic façade specialist

144 Dubai Refreshment PJSC

106 Moelven Limtre Timber Titan

Championing glulam as a strong and sustainable building material

112 Voltas

Empowered by Expertise The Alma Mater of MEP in the GCC

112

124

FOOD & DRINK

100 Alusystem Cutting Edge

156

TRANSPORT

A Refreshed Approach

Diversifying to thrive in an ever-complex F&B market

MANUFACTURING

156 Futaba Czech s.r.o

Accelerating Automotive Excellence Striking the auto manufacturing balance between innovation and consistency

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EME Outlook issue 32 | 5

NEWS Around Europe & the Middle East in seven stories…

ECONOMY

Dubai’s economy to grow 2.4 percent in 2019, says S&P

TECHNOLOGY

DEUTSCHE TELEKOM LAUNCHES 5G NETWORK IN FIVE GERMAN CITIES DEUTSCHE TELEKOM has announced that its 5G mobile network is now live in certain German cities, launched in time for the IFA consumer electronics fair taking place in the capital.

The country’s leading telecommunications firm recently paid €2.2 billion for 5G spectrum at a recent auction after the national regulator unlocked the 3.6 gigahertz band.

Alongside Berlin, four other

cities (Munich, Cologne, Bonn and Darmstadt) will now be able to access local 5G services, receiving a bandwidth of up to one gigabit per second.

“We are bringing 5G to the streets and will orient ourselves towards our customers’ needs,” Deutsche Telekom’s Chief Technology Officer Walter Goldenits said.

“We will go where the demand for data is greatest.”

OIL & GAS

ExxonMobil agrees $4 billion sale of Norwegian assets ACCOR D I N G TO Reuters, ExxonMobil, one of the world’s largest publicly traded oil and gas companies, has agreed to sell its Norwegian oil and gas assets for a price of $4 billion, ending its presence in the country 6 | EME Outlook issue 32

I N C R E AS E D E CO N O M I C activity triggered by Expo 2020 is expected to provide a boost to Dubai’s economy, the country’s GDP having grown at its slowest rate in nine years during 2018.

According S&P Global Ratings, the emirate’s thriving construction and real estate sectors are expected to propel economic growth to 2.4 percent this year.

“We expect the completion of Expo 2020-related infrastructure projects and additional residential housing supply to enter the market from existing projects this year,” the organisation’s latest report revealed.

A boost in tourism and related spending linked to Expo 2020 should equally drive stronger growth thereafter .

after more than 100 years.

The firm announced that it was looking to sell its regional upstream portfolio in June, comprising minority stakes in more than 20 fields operated

by Equinor and Royal Dutch Shell.

The news comes as Exxon’s focus has shifted to growing its onshore US shale production in recent years, particularly within the Permian Basin, and developing its oil discoveries in Guyana.

R E TA I L

FINANCE

H&M halts leather purchases from Brazil due to Amazon fires H & M, T HE world’s second largest fashion retailer, has stopped purchasing leather from Brazil in the shortterm due to environmental concerns surrounding the wildfires in the Amazon rainforest.

The Swedish firm follows in the footsteps of VF Corp, the owner of global clothing brands such as Timberland, Vans and The North Face, which made a similar announcement in early August.

The fires have stirred an international crisis, with public protests and world TOURISM

Saudi Arabia to introduce new tourist visa CO ME SEP TEMBER 27, Saudi Arabia will launch a new tourist visa allowing citizens of 51 countries to visit the Kingdom, according to Saudi Gazette.

The visa will reportedly cost SR300 (€70) and will be valid for one year from the date of issuance, allowing a

DUBAI-BACKED SWISS FINTECH STARTUP VALUED AT $1 BILLION

leaders combined voicing concerns that the Brazilian government and its President Jair Bolsonaro aren’t doing enough to protect the world’s largest rainforest.

stay of up to 180 days for each visit.

The move is set to be taken in the aim of better showcasing the country to the rest of the world, equally helping diversify its economy by increasing non-oil related revenues in the process.

Such steps are in line with the Kingdom’s Vision 2030 – a plan which also includes the development of public service sectors such as health, education, infrastructure, recreation and tourism.

N U MB R S , A Swiss financial technology startup that is backed by the Investment Corporation of Dubai, has reached a value of $1 billion.

The latest valuation has come after the firm raised an additional €36 million, making it the latest in a growing line of companies to become a European unicorn.

Numbrs is currently an appbased service provider, offering users help in managing their bank accounts, credit cards, mobile banking and personal financial planning. Mainly sourced from private investors, the funds will be used to accelerate its ongoing European expansion.

AUTOMOTIVE

FERRARI CELEBRATES HOME WIN AT ITALIAN GRAND PRIX C H A R L E S L E C L E R C ran out victorious in Milan as Ferrari won its first home grand prix in nine years.

Starting on pole, the 21-year-old won his second consecutive Formula 1 race after winning his first in Belgium the previous week.

Fernando Alonso was the last Ferrari driver to win at Monza in 2010, and Leclerc was successful in holding off Mercedes’ Lewis Hamilton for much of the race, the championship leader still 63 points clear at the top of the standings.

The grand prix did not pass without controversy, Leclerc accused of pushing the rules on driving conduct to hold off Hamilton before the Englishman made a mistake with 11 laps to go.

EME Outlook issue 32 | 7

EXPERT EYE

Why the shipping industry must bridge the gender divide Just two percent of shipping industry employees are women, and 94 percent of them work in the cruise subsector. Sylvia Boer presses the case for levelling the playing field Written by: Sylvia Boer, Head of Communications at Damen Shipyards Group and President, WISTA the Netherlands

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he numbers surrounding with increased gender ABOUT THE EXPERT women in the maritime equality. For example, industry suggest room Sylvia Boer is Head of Communicathat companies with more for improvement. tions at Damen Shipyards Group. women serving on the Seeking to address this issue She is also President of WISTA the board of directors have and create a level playing field Netherlands, a role that Damen been shown to outperform encourages her to undertake. in our sector is not, as some those with the least in terms Boer has spent her whole life close to the maritime may think, purely a women’s of commercial activity and industry. She feels it is important to share her enthuissue but a responsibility return on investment – let’s siasm for the industry by emphasising its richness shared throughout the sector. remember, this is not idle And a responsibility that, taken and vitality. This, she feels, is best achieved via the speculation, but serious promotion of diversity in the industry. seriously, can deliver serious empirical research backed Boer is passionate about empowering women in benefits for the entire industry. by hard numbers. the industry and is a regular speaker on the subject, Consider that women make Little wonder that the regionally and internationally. She strives to connect up 51 percent of the world’s IMO is taking this issue so population, but only 17 percent women in the maritime world, expand their skills and seriously – even going so networks and encourage them to inspire each other of its senior management and far as to make ‘Empowering in their careers by sharing thoughts and advice – less than 10 percent of its exWomen in the Maritime something she sums up as ‘making a difference with ecutive board leaders, and you Community’ the focus of a feminine touch’. can see the issue expressed in World Maritime Day this a nutshell. To put that in a maryear. For some years now, itime perspective, of 1.2 million actually, gender equality seafarers worldwide, just two percent gender inclusion means direct access has been on the IMO’s radar. (around 24,000) are women. And 94 to a wider talent pool. This on its own Back in 1988 the IMO initiated a genpercent of those are working in just is surely enough reason to challenge der programme – this was a time when one sector of the industry – cruise. the vast majority of maritime training the current situation, but there’s more Such scenarios show a disregard – much more. institutes did not provide access to for the multiple, in-depth scientific Take the International Maritime female students. The programme has studies that reveal diverse advantagOrganisation (IMO), for example. The provided the means for the IMO to es brought about by wider female IMO has looked at the subject in great incorporate a gender dimension to its inclusion in the workplace. Studies, work, worldwide, supporting wider depth over many years and, based for example, that show that if every on scientific analyses, indicates that access to training and employment for country matched the gender equality investment in women gives a progres- women in the maritime sector. There progress of the fastest moving nations, sive boost not only to communities is, however, more work to be done. world GDP would rise by some $12 and companies, but even to countries.

Part of the IMO’s purpose lies in billion. That’s a significant difference helping its member states to achieve They point to research clearly that, surely, we cannot afford to ignore. showing improved economic growth the UN 2030 Agenda for Sustainable When you consider it, it’s logical that and better commercial business Development as part of the Sustainit should be this way. After all, wider performance going hand-in-hand able Development Goals. Notably, 8 | EME Outlook issue 32

goal number five is relevant here – achieve gender equality and empower all women and girls.

The IMO, of course, is not alone in all this. In its work promoting gender equality in the industry, the organisaton is aligned with WISTA – the Women’s international Shipping and Trading Association. WISTA is committed to minimising the gender gap in the maritime, trading and logistics sectors and to building a global community. Widening the network yet further, WISTA works together not only with the IMO, but also with the European Commission, the Institute of Chartered Shipbuilders and others, providing a stage for mentoring and knowledge sharing to encourage best practice and improve the competences of members.

Reflective of the shared goals between the two organisations, the IMO has recently awarded WISTA consultative status. This will give WISTA the chance to further promote its agenda to the industry, extending gender equality and enabling a sustainable, inclusive future for the sector.

The subject of women in the industry is also one that I personally feel very strongly about and one that the company I work for is playing its role in.

Within Damen, we are also working towards the UN Sustainable Development Goals, including the fifth goal.

Damen already has women in a wide variety of roles across the group.

These include women in technical roles such as engineering and research and development functions, as well as management positions.

In our recruitment marketing materials, we are very conscious to show a mix of both men and women performing roles at Damen – we want women to see that ours is a company that welcomes the talent they have and will give them the opportunity to develop it.

Similarly, we arrange events for female students, giving them the opportunity to visit our company in order to get a taste of the working culture and to meet other women who are making

their career at Damen. These events include special dinners for ladies and tours of our yards, where they can meet their potential future colleagues.

Such approaches are reflective of the values of our company, but also of the enormous advantages that working in this manner can bring. We’ve talked already of how gender equality grants wider access to the talent pool. The effects of this cannot be understated; a wider perspective, different ways of thinking, greater and faster problem-solving capabilities, better decision making and higher levels of innovation.

This is before we even consider that improvement in brand value and reputation brought about by sponsoring ethical, progressive behaviour. And let’s not forget the potential of employee engagement – gender equality is not just a great way to attract talent, it’s also a great way to retain it. As I said in the beginning, this is far from just a women’s issue – gender equality is a means by which both individual and organisation can reach their full potential and that is why this is in everyone’s interests.

EME Outlook issue 32 | 9

James Hillery Racing partners with the Dankan Mini Shop WORK I N G W I T H T H E best in the business is what gives the James Hillery Racing brand its success, and its latest partnership with Dankan Mini Shop has taken the team to an even higher level as it enters the second half of the Mini Challenge race season.

Dankan Mini Shop, based in Peterborough, will be taking control of James’s mechanical and technical racing needs as well as supplying him with his road going Mini Cooper R50. Dankan Mini Shop Managing Director Daniel Butcher-Lord said: “We have been working in the Mini Cooper industry for many years maintaining, servicing and selling Mini Coopers in the East of England and our racing department is delighted to be working with James. His many years of experience in motorsport and his huge social media following will push our name forward to a whole new audience. We look forward to connecting with his team of sponsors and fan base.”

James Hillery RACING DRIVER

www.jameshilleryracing.com

CARABAO n 2017 UK consumers drank 669 million litres of energy drink.

In monetary terms, this amounts to expenditure of £1.65 billion on topping up energy levels through the likes of Red Bull, Monster, Lucozade and other brands populating what is an extremely saturated category that occupies significant retail shelf space.

And the trend is only set to continue. According to research by Mordor Intelligence, the period 2019 to 2024 is forecast to deliver an average annual growth rate of 4.3 percent.

So, while the market may be an extremely competitive one, it is open to disruptors to not only take market share from established players, but also expand the category into new audiences.

Indeed, for Thai energy drink giant Carabao, the UK is already proving fertile ground for European expansion.

Founded by rockstar and national icon Aed Carabao, the brand is making waves in western markets in no small part to the eccentricity of its marketing campaigns, reflective of the character that founded the company back in 2002.

It is second only to M-150 in its home market and is now taking on the global heavyweights (notably Red Bull) in the UK, with Chief Marketing Officer John Luck leading the branding charge.

“Carabao is intriguing,” he says. “The challenge of making a new energy drink successful in the UK, an already packed market, was appealing to me.

“Around 750 energy drinks have tried and failed to launch here prior to Carabao – the fact we knew something new was needed was the hook that lured me in. I am also a big football fan and at the time I joined in 2016 we sponsored Reading and Chelsea.”

Having graduated with a business degree, Luck’s experience at Littlewood Pools as a graduate in the 1990s exposed him to the power of marketing in the FMCG segment, the

I

12 | EME Outlook issue 32

LUCK OF THE DRAW Carabao’s John Luck is enjoying the role of challenger to the UK energy drinks establishment, the Chief Marketing Officer revelling in the freedom to take risks and be different Writer: Tom Wadlow

FOOD & DRINK

EME Outlook issue 32 | 13

CARABAO “WHAT WE HAVE FOUND THROUGH TALKING TO PEOPLE IS THAT THE 25-PLUS AGE GROUP, MEN AND WOMEN, IS A WIDE SPACE THAT WE CAN TARGET WITH AN ENERGY DRINK FOR ALL ADULTS” introduction of the National Lottery in 1994 proving to be an important career turning point.

“Prior to that, the pools were how people became millionaires overnight,” he recalls. “In order to stay in business, the pools companies committed a lot of resources to reposition their brands and took on marketing experts from FMCG organisations.

“This process got me excited about what marketing can do for a business.

The guys I was working with had completely different levels of energy and were people I really identified with, and it led me to my first job in FMCG at Premier Brands (now Premier Foods)

14 | EME Outlook issue 32

with Typhoo Tea.” Successful stints at Coca-Cola and Duchy Originals later, and Luck is now charged with disrupting the status quo in the UK energy drinks market for Carabao.

He has learned many lessons and honed his approach to marketing along the way, not least an unwavering commitment to knowing the target audience, backed up by an alignment of the entire business behind a common identity.

“In order to be a successful marketeer, you have to talk regularly to your customers and consumers,” he explains. “You have to know the category

inside out in order to make your own unique space – consumers will then take notice.

“Once this has been established, you need to align everyone else in the business behind the space you have identified, and from a creative standpoint it is then about creating the most disruptive pieces of brand communication that you can. Why is your brand different? Why should they adopt it?

It isn’t rocket science, and no matter what brand you need to talk to the customers and find your own space.”

CHALLENGING THE ESTABLISHMENT And finding its own space in the UK is what Carabao has been doing.

Luck cites data gathered from Nectar, the rewards and points system used by Sainsbury’s, which demonstrates how the Thai firm has been carving its own consumer base in the

FOOD & DRINK

*

**

NOW AVAILABLE AT Van Sales Direct

*Nectar Data / Universe Energy: Time Period 08 April 2018- 07 July 2018 **Engage Research Jan 2019, Blind Taste Test Carabao Green Apple vs. Red Bull Original Red Bull Original® 11g sugar per 100ml vs. 4.5g in Carabao® Original, Green Apple and Mandarin Orange per 100ml.

energy drinks market. For example, 90 percent of its customers are aged over 25, while 43 percent of people purchasing Carabao are entirely new to the category.

“Fortunately, all of our competitors seem to focus their marketing efforts on 18-24-year-old men, which is ironic given that this group of people generally need extra energy the least,” says Luck. “What we have found through talking to people is that the 25-plus age group, men and women, is a wide

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space that we can target with an energy drink for all adults.”

The product range itself has also been designed to capture a wider audience.

This has involved creating and reformulating drinks in order to overcome two barriers identified by its own research titled ‘Taste of the Nation – Understanding changing consumer attitudes towards energy drinks’, published by Carabao in September 2019.

The study finds that taste and sugar

content are two major obstacles preventing either non-consumers of energy drinks from buying them or one-off purchasers from buying regularly.

“We therefore wanted to create energy drinks that taste like soft drinks,” says Luck. “Most people assume that they will taste like Red Bull, perhaps with a vague hint of another added flavour. Some consumers just don’t like that taste, and therefore it stops them from buying energy drinks.

“The Carabao range includes apple and mandarin orange, what we call functional soft drinks – products which taste like a soft drink but have the added benefit of the energy boost.

Carbonation also adds a differentiating factor.”

Sugar is another massive talking point, and one which a mass of research suggests will steer the sector in years to come. Indeed, the growth figures cited at the top of the article represent a decline on the double-digit numbers seen a few years ago, the major reason being consumers’ increasing awareness of sugar intake.

Carabao thus only sells low sugar (less than five grams per 100ml) or zero sugar products, something which Luck’s latest campaign showcases in routinely bold fashion.

“Carabao products which have sugar in them have 60 percent less than the likes of Red Bull or Monster, so we’re offering a real choice to consumers who want that energy hit but without the extra sugar,” Luck adds.

LUCK OF THE DRAW Football is the third major hallmark of Carabao’s endeavours into the UK market.

By sponsoring the likes of Reading and now Chelsea FC, it has allowed the brand to reach a massive target audience of participants and viewers, both in the UK and abroad.

Carabao’s latest foray into football is the partnership it has with the English Football League (EFL) and its premier domestic cup competition, now known EME Outlook issue 32 | 15

CARABAO

“... THE PR VALUE WE RECEIVED AND THE RATIO OF THAT VALUE TO SPEND – THE RATIO WE GOT FROM THE MORRISONS DRAW WAS 107 TO ONE, WHICH IS A HUGE RETURN” as the Carabao Cup. For Luck, this was the perfect opportunity to generate engagement and differentiate once more, namely through the live draws.

“Across everything we do we try to approach marketing from a challenger brand perspective, as Carabao is up against some enormous brands in the UK with huge budgets,” he explains.

“As a new brand our ability to take risks is significantly greater, and so we saw an opportunity with the cup draws to do something a bit differently to build engagement. Previous draws 16 | EME Outlook issue 32

have been held in Thailand, China and Vietnam, have been conducted live on Twitter and have even seen Piers Morgan wearing a Spurs shirt after Arsenal lost to them in the quarter finals last season.”

This season Luck went one better by holding the draw for the first round in a Morrisons supermarket in London.

“Morrisons is an important customer, and so this also provided a chance to deepen our relationship with them and again is something different from a normal cup draw,” continues Luck.

FOOD & DRINK

JOHN LUCK’S DOS AND DON’TS OF MARKETING DO – talk to your consumers and customers on a regular basis. Retail trends change all the time and you need to be on top of those to ensure your brand is relevant at all times.

DON’T – be afraid to take risks.

This is true of any brand, be it a challenger brand or a giant like Coca-Cola. It is important to act like a challenger brand and create disruptive communications that you genuinely believe people will talk about and share.

“This has been the most successful draw we’ve made to date for two reasons, the first being the amount of pickup we received. We always measure the success of our activities in terms of the PR value we received and the ratio of that value to spend – the ratio we got from the Morrisons draw was 107 to one, which is a huge return.

“Second, this helped us to deliver some of our key messages. We want to make the Carabao Cup competition as accessible as possible to people, and if you went to the store in Colindale you would have seen hundreds of fans gathered in their team colours to meet former pros John Barnes and Ray Parlour.”

With more ideas up its sleeve for future draws, Carabao continues to work closely with the EFL to innovate new concepts and ways of engaging football fans.

For the Chief Marketing Officer, this freedom to explore and push the boundaries is what he believes will allow the brand to establish itself further in both the UK and Europe more widely, success in the former seen as key to delivering growth further afield.

A major part of this will be capturing what Luck calls the ‘for everybody’ space, continuing to draw more consumers into the energy drink category with its low and zero sugar offerings.

And he will be allowed to impart his own creative stamp on the process, something which may not have been as possible in his previous marketing roles.

He concludes: “One of the things I love about Carabao versus working for Coca-Cola, for example, is that from a creative standpoint there are far fewer people in the decision-making chain.

“At the giant companies, there are lots and lots of people who have a point of view on everything and what a piece of branded communication should look like. At Carabao we can intuitively take to market what we believe is the right message, look and feel – from a personal point of view it is incredibly liberating.”

EME Outlook issue 32 | 17

ENGIE IMPACT

SUSTAINABILITY AT SCALE

he signing of the Paris Agreement in 2015 marked an important milestone in intensifying efforts to create a sustainable future.

Charting a new course in the global climate effort, the accord aims to open up access to finance and technology to drive national sustainability agendas, the ultimate ambition being to keep global temperature rises to well under two degrees Celsius within this century.

Although brokered by the United Nations and politicians, the Paris Agreement is also being fervently backed by some of the largest multinational businesses.

More than 500 companies have made public commitments to the sustainability targets outlined at Paris, with an increasing amount targeting a zero-carbon objective. More than 90 of the world’s largest cities have joined C40, a network of megacities committed to climate change, with New York recently signing the most ambitious carbon reduction goal the world has ever seen.

T

18 | EME Outlook issue 32

We spoke to Mathias Lelievre, CEO of the newly formed ENGIE Impact, to see how the organisation is positioning itself as a go-to sustainability consultant Written by: Tom Wadlow

However, of the 500 committed enterprises, just 15 percent are on track to achieving these targets, while businesses report to have identified over $1 trillion in risk related to climate change.

Enter ENGIE Impact and CEO Mathias Lelievre.

Formed in July 2019 as a merger of ENGIE Insight, Ecova UK, Red Engineering and the Advisory and Advanced Analytics division of Tractebel under a common umbrella, the organisation offers consulting and services for sustainability strategy development, execution and tracking for corporations, cities and governments around the world.

“The fundamental reason why ENGIE Impact was established is the changing dynamics of how sustainability is approached,” Lelievre explains.

“It is no longer simply a political issue. More and more this is becoming a business issue, and companies are realising the economic benefits of investing in sustainable technology like battery storage, for example. ENGIE

ENVIRONMENT Impact is about creating an environ“I decided to join ENGIE around “We are at a crossroads and, if we ment where it is easy to talk about five years ago following several years choose, we can have a real positive working with the French government, impact on our planet – we can make sustainability and, most importantly, dealing with industries such as nuclear sustainability happen now. The other drive action.

“Where do you begin? How do you power,” he recalls. “What I find interest- element of this which fascinates me justify investment in this technology? ing in the energy sector is the impact is how connected we are, and how This is what ENGIE Impact is designed you can make in relation to sustainabilwhat happens in one part of world can ity, especially when your employer is a impact events in another. Sustainabilito help with. We are uniquely placed company as large as ours. ty must therefore be approached as a with worldwide expertise to solve these problems.” collective effort, and this is why Indeed, the New York-headI am passionate about it.”

Lelievre has already cited quartered organisation operates out of 18 offices worldwide and the changing dynamic of how sustainability is approached, serves 1,000 clients, including a quarter of the Fortune 500 and he is the first to admit the On signing the landmark accord in 2015, companies, across more than a conundrum is a complicated governments agreed: one for many global businessmillion sites.

• a long-term goal of keeping the increase in From hospitality giants with es with operations scattered global average temperature to well below throughout different regions. hundreds of hotels spread globtwo degrees Celsius above pre-industrial ally to Australian city authorities His overarching objective as levels; and multinational telcos, ENGIE CEO of ENGIE Impact is to lead • to aim to limit the increase to 1.5 degrees the organisation to a position Impact finds itself at the frontline Celsius, since this would significantly reduce of the corporate and public suswhere it is recognised as the risks and the impacts of climate change; go-to for multinationals seektainability agenda.

• to come together every five years to set “Sustainability, for us, is about ing support on their sustainabilmore ambitious targets as required by how companies and public bodity agendas, be it defining roadscience; maps or consulting on ways to ies can continue to operate and be successful and at the same achieve specific targets.

• to report to each other and the public on For Lelievre, the next step time minimise their impact on the how well they are doing to implement their planet,” adds Lelievre. in the global picture involves targets; “Energy is one part of this scalable action.

• to strengthen societies’ ability to deal with He concludes: “For a long equation, but other scarce rethe impacts of climate change; sources such as water must also time, sustainability has been • to provide continued and enhanced talked about in large scales be considered, along with how international support for adaptation to much waste one generates. This but has not been achievable in developing countries. is the way we look at sustainapractice because the maturity is not there. bility, and ENGIE is leading the transition to zero-carbon corpo“Actions have mostly been driven by regulations, but rations.”

The backing of a powerful now we are shifting more and parent organisation should not more to the world of business driving these actions – techbe understated either. ENGIE, formally known as GDF Suez, is nology has matured, and so the proposition is not as much a French multinational electric utility company which turned about the cost, as the business over more than €60 billion in case is sound.

“I see this shift continuing, 2018, employing 160,000 people and regulation if used properly around the world. will accelerate technological Before heading up ENGIE Impact, Lelievre served as President and Secretary Kerry holds granddaughter change. This is not to say that things CEO of ENGIE Insight having joined in Dobbs-Higginson on lap while signing COP21 are not already happening – just look 2015 as the group’s Director of Green Climate Change Agreement at UN General at the Paris Agreement – but what we Assembly Hall in New York now need to do is scale this up.”

Mobility.

THE PARIS AGREEMENT KEY TAKEAWAYS

EME Outlook issue 32 | 19

TOPICAL FOCUS

TURNING THE TIDE Tetra Pak ups the ante by approaching the challenge posed by plastics with a progressive mindset.

Erik Lindroth, Sustainability Director, explains how Writer: Jonathan Dyble

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lue Planet II won’t be forgotten anytime soon.

Created using 6,000 hours of footage collected from 125 expeditions in 39 countries across a four-year period, the subsequent six-episode, 364-minute on-screen series that was shown to millions of viewers around the world can only be described as 20 | EME Outlook issue 32

one of the most immersive, eye-opening nature documentaries ever made.

And while the second chapter of the production captured the beauty of the natural world through different aquatic lenses, the focus of its legacy has been significantly more topical than its predecessor.

“Sir David Attenborough and the

BBC really helped to bring key issues surrounding global plastic pollution to the fore of public consciousness with Blue Planet II,” explains Erik Lindroth.

“It really helped to visualise the plastic problem in a concrete, emotional, visceral way, and people understandably became upset when they realised the reality of the situation.

SUSTAINABILITY - SINGLE USE PLASTICS company Tetra Pak. Now standing as the organisation’s Sustainability Director for Europe & Central Asia, 2019 marks his jubilee year at the firm.

“I’ve been with Tetra Pak for 25 years this year,” he affirms. “It’s a bit of a shock to hear myself say that out loud – time really does fly when you’re having fun. I joined the sustainability team a little over a decade ago and have been encouraging the business to take a wider perspective by engaging with sustainability from a commercial angle ever since.

“Today, sustainability is a pivotal question when we consider the future of our company and the future of our portfolio. It’s attracting huge portions of our research and development budgets, and for very good reason.”

The right kind of responsibility Indeed, Tetra Pak’s emphasis on operating responsibly, particularly in relation to plastics, is most recently cited in the business’s 21st Sustainability Report.

Published on World Environment Day (June 5, 2019), the latest review highlights numerous global initiatives underway across the group, from commitments made to the Ellen MacArthur Foundation New Plastics Economy to recycling programmes launched in partnership with companies like Veolia.

“We’re also investing €80 million towards the development of paper straws and tethered caps,” Lindroth adds, outlining that €30 million will be attributed to the former and the remaining €50 million to the latter.

ACADEMIC AMBITION Encouraged by Tetra Pak, Lindroth spends one day a week undertaking a PhD at Lund University School of Economics and Management in his home country of Sweden, looking at how the role of sustainability experts is changing as the subject continues to move to centre stage across the world of business.

“We’re seeing this role becoming integrated with other business functions,” he states. “Sustainability managers are becoming increasingly engaged in daily discussions with senior management, key accounts and marketing functions. There is certainly more of a commercial approach, and likewise other functions are having to become more sustainable.

“It’s a two-way street.”

“But it wasn’t necessarily news at the time of release. Plastic elements ending up where they absolutely should not be has been a concern for many years.”

Lindroth himself became particularly engaged with the subject back in 2006 and 2007 while working in the commercial and marketing department of multinational food packaging EME Outlook issue 32 | 21

TOPICAL FOCUS In the eyes of the Sustainability Director, however, eliminating plastics completely is not the best solution.

“Plastic is not a yes or no answer,” he explains. “It’s very easy to make it a black or white question, when the answer in never going to be black or white in reality.

“Plastic is popular for a reason – it’s not just plastic for the sake of plastic, it’s so widely used because it delivers a service. It’s crucial in upholding global food safety, for example, ensuring products are safe to eat for billions.

“Rather than replacing plastic altogether, the challenge that we have is reducing the amount of plastic that we use and changing the types of plastic that we’re using.”

This latter point forms the basis of a major part of Tetra Pak’s current sustainability strategy. Alongside introducing plastic alternatives such as paper straws to its range, the company has equally been using more environmentally advantageous plastics, namely plant-based solutions.

Lindroth continues: “Tetra Pak was the first packaging company in the world to begin using plant-based plastics at scale and remains the largest user of plant-based plastics in the world right now. In essence, this helps us to also move away from the fossil economy, reduce our carbon footprint and contribute in a positive manner towards the UN’s global ambitions to reduce the impacts of climate change.”

SHIFTING MINDSETS Tetra Pak is both engaging in grassroots activities and offering assistance to authorities, recognising that collaboration is crucial in allowing people, governments and society alike to approach plastics in a more responsible manner.

“We see it as our role to be a straightforward, transparent partner, sharing our experiences to help ensure that decisions taken by politicians are informed ones,” Lindroth states. “When it comes to society in general, we’re also helping to drive engagement. We’re currently running the largest ever school competition in Sweden geared towards recycling, helping children between the ages of six and 12 understand why recycling is important.

“It’s been hugely successful, so much so that we’ve expanded it into Finland and made it a national competition between the two countries.”

22 | EME Outlook issue 32

The next step For Tetra Pak, this circular approach will underpin its strategy in the long term.

Pointing to positive steps being taken in the Nordic region through a respect for nature and general sense of stewardship, alongside progressive steps being taken in the UK’s retail environment, Lindroth explains why.

“The circular economy of plastics needs to be treated in the same way as a lifecycle,” he reveals.

“We need to ensure less plastics and more plant-based plastics are placed into the market to begin with, that the impact of these products is reduced during their life cycle, and that they are recycled and disposed of in a responsible manner at the end of their life.”

Advocating that more attention needs to be paid to the production of plastics as much as recycling efforts, Lindroth ends on a relatively optimistic note as our conversation comes to a close.

SUSTAINABILITY - SINGLE USE PLASTICS

“ ...IF WE THEREFORE SHOWCASE THE VALUE THAT SUSTAINABILITY PROVIDES TO CEOS AND BUSINESS STAKEHOLDERS, WE WILL INCREASE THE APPETITE FOR INDUSTRIES TO REALLY STEP FORWARD AND DRIVE CHANGE”

“I think the direction that we have to move in as a society is clear, while the expectations on businesses are also clear,” he states. “People want politicians to take bolder decisions, but it doesn’t escape the fact that the biggest force of change often comes from industry.

“Looping back to where our discussion started, I think if we therefore showcase the value that sustainability provides to CEOs and business stakeholders, we will increase the appetite for industries to really step forward and drive change.

“If we can catalyse that in the right way, I’m convinced the sustainable development goals will be met, not just on waste management but across the spectrum.”

EME Outlook issue 32 | 23

PRAGUE

P

rague is no longer one of Europe’s hidden gems but remains brilliant nonetheless, the city’s alluring architecture, culture and history having combined to create a romantic atmosphere which continues to draw increasing numbers at in ofthe tourists estuary year ofafter the Tagus year.

An urban River,environment Prague is thesteeped westernin tradition, most its origins capital city dating in continental back more Europe than a millennium, and servesthe as Portugal’s Czech capital chief port, is mapped largest out and bycapital a mazecity, of cobbled and commercial, streets and fairy political tale-esque and tourist buildings centre.

It was once considered by Europeans to be the furthest edge of the known world before it became basecamp for the renowned Portuguese explorers of the 15th and 16th centuries, Vasco da Gama being the most well-known.

The city is defined geographically by seven hillsides which overlook the river, these vantage points being a highlight for anybody’s visit. Much of the architecture is defined by a huge earthquake that destroyed much of Prague in 1755, the rebuilding exercise that followed providing the template of what stands today.

As well as being scenically spectacular, Prague is a crucial economic cen-

S

which house everything from quaint cafes to the world’s largest LEGO museum.

You might think this architectural prowess would be matched by an equally thriving traditional arts scene.

And you would be correct. It’s the birthplace of Franz Kafka, an individual widely considered to be one of the key figures of 20th century literature.

Further, an abundance of galleries and museums showcase an array of the city’s best artists – ideal attractions for visitors to relax and unwind.

Decimated by a cataclysmic series of earthquakes in 1755, Prague has been rebuilt into a national hub of economic and cultural activity on the Tagus River Writer: Tom Wadlow | Project Manager: Matt Cole-Wilkin

The city has a thriving business segment as well. 79 Czech firms rank on Deloitte’s overview of the top 500 largest central European companies, and many of these have a major footprint in Prague.

Indeed, whether you’re looking tre and for the aesthetically lies on a strategic breath-taking, sea route. Its culturally magnificent or simply port is bustling with activity, handling a the hustle and bustle oftrade an urban large proportion of the between epicentre, Prague truly has itSpain. all.

Portugal and neighbouring The city is also culturally one of the country’s most important hubs. Despite making up just three percent of Portugal’s landmass, the metropolitan area is home to more than a quarter of the nation’s population, owed much to the surge in migration from rural areas in the 1970s when industrial activity took off.

PRAGUE Home to a blossoming business environment and booming tourism industry, the Czech capital equally remains a fairy tale city steeped in culture and romance Writer: Jonathan Dyble | Project Manager: Joe Palliser

24 | EME Outlook issue 32

BUSINESS TRAVEL GUIDE

FACTS & FIGURES

Languages: Czech Area: 496 km2² Population (2019): 1.3 million Currency: Czech Koruna Time zone: Central European Time Dialling code: +420 Internet TLD: .cz Climate: Continental Highest recorded temperature: 37.9°C

EME Outlook issue 32 | 25

New venue for your event

Multifunctional Cultural and Congress Centre

Universal Place. Unique Space.

New multifunctional centre O₂ universum was opened in Prague in September 2019. It will serve as a modern place especially for organizing large international congresses and corporate events.

The complex is directly linked to the O₂ arena, the largest indoor venue in Czech Republic.

O₂ universum offers 21 halls of different sizes at disposal with total capacity of 10 000 visitors and an area of 13 000 m² for exhibitions and commercial use on the four floors. The largest hall with a capacity of up to 4.5 thousand people will be used as a space for organizing mediumsized concerts, sporting events and international congresses.

“Thanks to the possibility of linking O₂ universum Prague with existing O₂ arena Prague on all floors, we have a space for up to 28 thousand visitors with plenty of exhibition space, restaurants and almost unlimited possibilities for client’s wishes.

O₂ universum Prague will give possibility to host those events, which were unable to find a space in the Czech Republic before due to their size and space requirements. The name O₂ universum Prague perfectly reflects the essence and main characteristics of the object – universal, compact and very extensive space,” says Robert Schaffer, the chairman of board and CEO of Bestsport company and O₂ arena.

Largest hall for more than 4 500 pax Other two halls with capacity above 1 000 pax Together 21 halls and rooms Adjacent exhibition floor space more than 10 000 sqm 10 000 seats in all rooms (as per configuration) Prague, Czech Republic Opening September 2019

Contact Marek Chmátal Business Development Director O₂ universum Českomoravská 2345/17 190 00 Praha 9, Czech Republic email chmatal@bestsport.cz o2universum@bestsport.cz

PRAGUE

The Business End

LIKE THE REST of the country, Prague’s economy is highly diversified.

Much of the private sector is focussed on heavy industry, with anything from aircraft engineers and refined oil product specialists to the electronics and chemicals sectors thriving throughout the city. In fact, Prague is home to approximately one fifth of all national investments, much of this being attributed to world-leading research and development.

Equally, in the last decade, business services industries such as finance, IT and consulting have begun to flourish across the region. Yet despite this diversity, tourism remains the city’s primary source of revenue, accounting for 60 percent of the capital’s income.

28 | EME Outlook issue 32

Of the 10.6 million internationals who travelled to the Czech Republic in 2018, 6.7 million of these visited Prague. Equally, according to Prague City Tourism, the number of tourist information centre queries rose to more than 1.6 million last year, up from the 1.129 million seen in 2017.

This upward tourism-centred trajectory has already shown healthy signs of continuing through the first half of 2019, the city’s visitor numbers having increased one percent on the first six months of 2018 – something that has stirred up distinct optimism amongst tourism bodies, such as Prague City Tourism itself and other niche industry operators including the Prague Convention Bureau.

The Industrial Palace is a beautiful building in the art nouveau style. Built by Bedrich Münzberger in 1891, it is used for exhibition purposes, but also for various cultural events

BUSINESS TRAVEL GUIDE

In Focus Central Business District THE PRAGUE CENTRAL Business District epitomises the city’s growing economic success and thriving business travel scene.

A planned complex of multifunctional buildings is currently under construction in central Prague, this new hub set to stand in the vicinity of the Masaryk Railway Station and either side of the Prague Highway.

Powered by the visionary design of Zaha Hadid Architects, the site aims to transform and revitalise what is currently a largely disused site while meeting the city’s demands for more office space in the face of its booming service and IT industries.

Spanning a land area of approximately 22,000 square metres and costing CZK 6.5 billion ($280 million) to build, it is anticipated that the district will provide jobs for up to 10,000 people once it is up and running, as well as housing, a commercial zone and green spaces.

It will also connect the Prague 1 municipality with Karlín and Žižkov, bolstering the region’s overall mobility offering.

Main Point Karlin was awarded the best office and business development in 2012

The Dancing House – originally named after the famous dancers Fred Astaire and Ginger Rogers by CanadianAmerican architect Frank Gehry

EME Outlook issue 32 | 29

Why Vienna House • •

• •

Rened cuisine and creative coffee breaks.

Networking events and teambuilding activities to enjoy.

Experienced event team and tailor-made conferences.

Explorative city specials (including hidden secrets).

PRAGUE

Prague Convention Bureau HAVING HELPED TO increase revenue and stimulate economic growth for the local community, the Bureau is more positive now than ever before, coming off the back of what was a record-breaking 2018.

A year on since we last spoke with Hana Krejbichová, the organisation’s Marketing & PR Manager, she again answers our questions, showcasing how the Czech capital’s blossoming leisure and business tourism offerings have continued to excel.

EME Outlook (EMEO): Over the past year, how has Prague Convention Bureau developed and progressed in terms of its key objectives and the messages it tries to get across?

Hana Krejbichová HK: 2018 was again record-breaking for Prague. We wel-

Scenic spring sunset aerial view of the Old Town pier architecture and Charles Bridge over the Vltava river

32 | EME Outlook issue 32

Mandated to strengthen positive awareness of Prague, the Convention Bureau continues to propel the city’s standing as a crucial destination for conventions, congresses and business meetings comed the highest number of events in the history of Czech Statistical Office’s monitoring: 4,534. That is 2.2 percent more than in the record year of 2016 and 3.3 percent more than in 2017. Prague’s meetings industry was very successful last year not only on the local level, but also in the international comparison. In the ICCA

(International Congress and Convention Association) global ranking, which rates destinations based on the number of association congresses and conferences held, Prague ranks ninth.

It has maintained its position in the world’s top 10 most popular meeting destinations, where it ranked eighth in the previous year.

At the Prague Convention Bureau, we are also focused on developing our Ambassador Program – a strategic programme focused on the promotion of the Congress Ambassadors – local representatives of international professional associations in Prague and the Czech Republic. Within the Program, we annually hold the Ambassador Awards Evening. It is an occasion when doctors, scientists and other leading specialists who repre-

BUSINESS TRAVEL GUIDE

Charles Bridge

sent the Czech Republic and Prague in international professional associations, and those who have significantly contributed to expert events being held in the Czech capital, are awarded.

In April 2019, we organised the 10th awards ceremony. Since 2010, when the initiative was first introduced, more than 40 congress ambassadors have been awarded. At the occasion of the Ambassador Awards Evening’s 10th anniversary, the new Ambassador Program website was launched.

EMEO: How would you say Prague has developed in recent years as a business travel hub and what are the key reasons behind its growing appeal?

HK: The key players of Prague’s meetings industry have focused especially

“THE CITY IS ALSO VERY WELL LOCATED AND THUS EASILY ACCESSIBLE BY PLANE AND, FOR EU­ROPE-BASED TRAVELLERS, BY TRAINS OR CARS” on the renovation and enlargement of their properties in recent years.

Around 15 large conference hotels have been renovated in the last two years and there are more projects planned for the upcoming months. In autumn 2019, another multifunctional venue for up to 10,000 delegates will be opened in Prague and we hope that we will be able to host not only larger conferences, but also more events concurrently thanks to this new venue. The combination of rich history together with all these improvements

is definitely one of the most appealing reasons for event organisers to hold their events in Prague. The city is also very well located and thus easily accessible by plane and, for Europe-based travellers, by trains or cars.

EMEO: Why, in your opinion, should someone visit Prague?

HK: There are many reasons why we would recommend someone to visit the Czech Republic’s capital. The main one is undoubtedly the preserved history present in the city, including EME Outlook issue 32 | 33

PRAGUE

the number of historical monuments which you can not only see but also visit. The world’s oldest astronomical clock or world’s largest ancient castle area – these you can find only in Prague. But there are many other good reasons to visit – to taste Czech cuisine in Michelin Star restaurants or explore Prague’s hipster quarters and cafés.

Even to taste Prague wine, as there are also seven vineyards in the city.

Prague, where 57 percent of its area is green, is the world’s greenest city, and its gardens are really something any visitor shouldn’t miss. If you are a transportation geek, you can try and use the world’s fifth best transportation system. And still, all of these come at very reasonable, affordable prices, suiting those travelling on a budget.

EMEO: Are there any specific attractions, landmarks or places to eat and drink that you would recommend?

HK: Definitely, but this depends a lot on whether you are a first-time visitor,

Old Town of Cesky Krumlov is a UNESCO World Culture Heritage site

34 | EME Outlook issue 32

“WE ARE OPTIMISTIC ABOUT THE FUTURE OF BUSINESS TOURISM IN PRAGUE. AS STATIS­ TICAL DATA SHOWS, PRAGUE IS STILL VERY POPULAR AMONG EVENT PLANNERS, AND THE NUMBER OF EVENTS HERE IS ON THE RISE” or if you have already been to Prague many times. First time visitors should head to the Prague Castle area, the Old Town, taste local cuisine and explore the city centre. For those who want to avoid the crowds in the high season, Prague City Tourism regularly updates its guide brochures focusing on the lesser known yet recommended Prague quarters that are sought by locals for their unique atmosphere.

EMEO: What trends are transforming the tourism industry in Prague at present? How are you responding to these trends?

HK: Prague is experiencing record-breaking numbers of tourists lately. Our airport is planning an extensive enlargement in the near future and Prague City Tourism, responsible for the leisure tourism in Prague, has already prepared numerous guidebooks to showcase other parts of Prague to tourists in order to avoid over tourism in the city centre. Another goal is to increase the number of visitors returning to Prague regularly, as the majority of tourists are first-time visitors so far.

EMEO: How do you see technology helping to transform Prague’s tourism offering in the coming years?

HK: Many initiatives focusing on AI have emerged in Prague and the Czech Republic in recent years, and not only in the science arena. Virtual

BUSINESS TRAVEL GUIDE

Cityscape view on the clock tower and Tyn Cathedral on the Old Square

reality and robots slowly found their place in Prague hotels or other venues.

This is one of the trends that our partners and service providers follow nowadays, and we are expecting even broader use of these technologies in the near future.

EMEO: Can you detail any examples of AI in action?

HK: Many of our partners already use robots to help customers with airport navigation, bookings, or travel tips in the hotels. Did you know that the word “robot” originated from the Czech language? It was first used in one of the novels written by Czech author Karel Čapek.

From a science perspective, the Prague.AI initiative was introduced in May 2019 by the Czech Academy of

Sciences, Charles University in Prague, Czech Technical University in Prague and City of Prague with the aim of establishing Prague as an AI hub within five years. Prague is also the home city of the first ever computer programme that outplays human professionals at heads-up no-limit hold’em poker called DeepStack.

EMEO: How do you see Prague developing as a business travel hub over the next year to two years?

HK: We hope Prague will support the meetings industry as an ideal option of how to face and partially also prevent leisure over tourism in the city. With new openings and refurbishments, we hope that Prague will increasingly get on the lists of event planners that were not considering the Czech capital

previously due to capacity limitations.

We are optimistic about the future of business tourism in Prague. As statistical data shows, Prague is still very popular among event planners, and the number of events here is on the rise. We hope this trend will continue in the coming years, and we are trying to get the best support possible from the City of Prague to attract the organisers of congresses and conferences from all around the world through grants, administrative support, flight ticket discounts and/or free public transportation tickets.

For further information please visit: www.pragueconvention.cz

EME Outlook issue 32 | 35

THE PRAGUE CONGRESS CENTRE IS YOUR PATH TO A FLOURISHING EVENT Being the largest congress centre in the Czech Republic, the Prague Congress Centre (PCC) stands out among competitors for its prestige.

Its size, tradition and business success puts it on the list of Europe’s top congress venues. PCC’s brilliant architecture together with a sense of a flexible interior allows clients to hold various events simultaneously. The PCC is therefore an ideal place for large congresses, conferences and events for up to 10 000 people, who don’t like to settle for the average but want to take advantage of the VIP boardrooms and noble foyers which offer beautiful views of the Prague city panorama, the Prague Castle and the Old Town.

Built with the best available materials such as marble, steel and a generous approach, the building with its futuristic design and art genius loci hides many artistic glass chandeliers, oil and graphic paintings and tapestries.

Uncovering its secrets of preserved art and functional architecture, many world-renowned artists turn its halls and stages into hubs for unforgettable moments. Apart from global conventions, the Congress Hall hosted different

Contemporary Home, Karel Souček

types of performers from classical music to rock, musicals, ballet and magic shows such as Mireille Mathieu, Ringo Star, Mamma Mia musical, Stomp or the Illusionists to name few.

Focusing on delivering the best for its visitors, the Prague Congress Centre has gone through a major modernisation of its interior premises, such as the refurbishment of the halls, meeting rooms and corridors. Guests can currently enjoy their favourite show from perfectly comfortable chairs with individual air condition ensuring optimal conditions and air flow throughout the whole event. On top of that they can choose from the exclusive catering offer and have a glass of champagne during the break. In order to enhance services for performers and speakers, the PCC has also introduced newly renovated dressing rooms and backstage support rooms, that include modern toilets, showers and storage. It does not matter what kind of an event you are organising, whether a scientific conference, a motivational seminar or a symphonic concert, you will always feel like a star with the PCC.

The Sun, Vladimír Procházka

Over 200 art pieces

Over 250 events annually

Variable premises – 20 halls and 50 meeting rooms

More than 1400 years of our team expertise

Excellent acoustics

615m2 of stage area

Comfortable and individually airconditioned chairs

Excellent transport accessibility

A Woman With a Dove, Stanislav Libenský and Jaroslava Brychtová

A glass chandelier in South Boardroom 2, Vladimír Procházka

PRAGUE

Outlook Recommends “Prague is the equal of Paris in terms of beauty. Its history goes back a millennium. And the beer? The best in Europe” - Lonely Planet

HOTE L S & HOS P ITA L I TY

Vienna House We serve all your meetings and events here at Vienna House in Prague, Czech Republic.

Do you like the homey atmosphere and prefer to meet in a friendly way, even if the meetings are important and serious ones? Hold your meetings at Vienna House in Prague, in the heart of Europe, with our creative coffee breaks and accompanying programme.

Do you need to increase the sales, integrity, creativity, or team spirit of your organisation? Join the special teambuilding activities that Vienna House has prepared for you to support your company’s needs!

Create and blend your individual fragrance, bean around the world with coffee, test how you tune together in an orchestra simulation, beat the unknown counting down box or build a railway in Mexico – all of this in a comfortable Vienna House meeting room, in the hotel’s courtyard or rooftop terrace.

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AS VALUABLE AS A GOOD FRIEND 5 hotels 1200 guest rooms 29 meeting rooms IN THE CITY CENTER OF PRAGUE

www.le-hotels.cz

WWW.EMEOUTLOOKMAG.COM

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PRAGUE

Outlook Recommends HOTE L S & HOS P ITA L I TY

Le Hotels Group Le Hotels Group is home to five of Prague’s most esteemed hotels.

From Elite Hotel, Majestic Plaza Prague and Grandium Prague found south of the Old Town to Grand Majestic Plaza and Grandiour Hotel Prague to the north, each of these hospitality venues are in immediate walking distance of all the city centre’s major attractions.

This is not all, however. If you’re looking for fine dining, relaxation and/or meetings and conferencing space, then you need to look no further than the interior walls of each of these hotels themselves.

Hilton Prague Situated ideally between Prague’s historical Old Town and the city’s thriving business district, the Hilton Prague hotel is perfectly suited to business and leisure travellers alike. Home to delicious cuisine, stylish guest rooms, a health club and meeting facilities, there’s something for everyone at this prestigious venue.

Highlights:

- Central location, 25 minutes from Václav Havel Airport Prague.

- Named a top hotel for events in Europe by Cvent.

- Three restaurants and two bars.

- 2,000-square-metre LivingWell Health Club & Spa. - 38 meeting rooms, Congress Hall and a Grand Ballroom.

- All rooms to be fully renovated by Q1 2020

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The Place for Big Imaginations

Newly renovated Hilton Prague is a stylish and spacious hotel with a unique combination of size and location on the banks of the Vltava river. An integral part of the Prague’s city centre, Hilton Prague’s newly refurbished premises combine excellent services, facilities and events with a trademark flexibility and creativity all under its transparent pyramid glass roof.

Location Hilton Prague is conveniently located in a stylish, vibrant quarter, right next to the city centre, which can be reached by a short walk. That way, you can enjoy the historical sites and the beauty of the Czech capital whenever you feel like it.

Meetings, Conferences, Events At Hilton Prague, named #1 for meetings and events in Europe by Cvent for second year in a row, we have the space, means and creativity to provide you with an unforgettable experience. The size doesn’t matter.

From small meetings with an intimate atmosphere to grand events for up to 1500 people, our flexibility, expertise and unparalleled food and beverage will make it happen.

Hilton Prague offers a wide choice of conference and meeting rooms and facilities as well as dedicated event management team that will be at your side from the start to the finish. The unique Atrium Lobby is an ideal venue for welcome receptions while the Congress Hall can accommodate up to 1.350 people in theatre style. Latest AV technologies including branded video mapping on the indoor façade or even on the tables during gala dinners will definitely wow the delegates.

Accommodation Hilton Prague offers 791 newly refurbished guest rooms, including two Executive floors, suites, and apartments. The rooms are tastefully decorated in a contemporary style and are equipped with 55-inch flat TVs, high-speed internet and Wi-Fi, mini bars, laptop-size safes, bedside USB chargers, individually controlled AC and much more.

Eat and drink At Hilton Prague, you can choose from five different outlets including the 24/7 Café & Bistro or the Atrium Restaurant serving breakfast and group lunches and dinners for up to 450 delegates.

Special tip One of the unique venues meeting organizers always appreciate is the rooftop Cloud 9 Sky Bar & Lounge located 40 metres above the Vltava river with two outdoor terraces and glorious views of Prague. Its matchless chic urban lounge ambiance and the breath-taking city views make Cloud 9 an ideal venue for parties and welcome receptions.

Hilton Prague, Pobrezni 1, 188 00 Prague 8, Czech Republic

prague.hilton.com WWW.EMEOUTLOOKMAG.COM

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PRAGUE

Outlook Recommends MI CE VENU ES

O2 Universum Set to open with a concert performance from Czech band Kábat on September 26, 2019, the O2 Universum Arena will become one of Prague’s leading modern multifunctional centres. Offering up to 24 halls of various sizes, the facility will be capable of welcoming 10,000 visitors at any one time, its largest hall able to hold up to 4,500 people.

Currently, it is gearing up to host performances including Beethoven’s 9th Symphony orchestra and National Geographic’s Symphony For Our World, alongside a concert from The Neighbourhood.

Prague Congress Centre Formerly known as the Palace of Culture Prague, Prague Congress Centre is one of the capital’s largest neofunctionalist facilities. Able to house up to 2,764 people in one room, and 10,000 people in total across 13,000 square metres of exhibition space, it readily hosts musicals, meetings, festivals and concerts as well as congresses.

Landmark events it has entertained in the past include the 55th IMF and World Bank meeting, NATO Summit (2002), European Conference on Housing and Sustainable Urban Development (2016) and Congress of the International Congress and Convention Association (2017).

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BUSINESS TRAVEL GUIDE

3,700 m

2

conference and exhibition area

Choose your own lighting colour

1,700 pax

Multipurpose Venue For Your Events

capacity

CUBISM

1,000 pax

interiors inspired by Czech cubist architecture

main hall capacity

www.cubexcentrum.cz

MI CE VENU ES

R E STAUR A N T S

M USEUM S

Cubex Centrum Praha

The Eatery

The Museum of Decorative Arts Národní Muzeum Jewish Museum

Sad Man’s Tongue Bar & Bistro

Grand Cru Restaurant EME Outlook issue 32 | 43

PRAGUE

Transport Links THE CZECH CAPITAL is the eighth most visited city in Europe, its world renowned Václav Havel Airport acting as a key transit hub for not only the city but the entire continent.

Owed to its four terminals operating direct connections to major cities around the world, from Moscow to Dubai to London, 17 million passengers passed through the airport in 2018 – a figure that’s expected to rise to 18 million this year.

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Upon arrival, a short 15-minute (nine kilometre) taxi ride or 30-minute metro journey will take you to the city centre, where getting around is relatively simple for one of Europe’s major capital cities.

“Although it may not seem so at first, it’s a very small and compact city,” Krejbichová states, “making walking the best way of navigating the centre. Some take bikes, but as Prague is paved with cobblestones, its not always the easiest.

“For longer distances, public transportation is the best choice. The Prague system was ranked as being the fifth best in the world and the journey from the city centre to the outskirts takes only 30 minutes by metro.”

BUSINESS TRAVEL GUIDE

Landmark Attractions PRAGUE CASTLE

CHARLES BRIDGE “Charles Bridge is a 14th century stone bridge linking the two side of Prague. This magnificent structure, one of the city’s finest attractions, is the main pedestrian route connecting the Old Town with the Lesser Tower and Prague Castle” – Prague Experience

“Prague is one of those places that seems like it was pulled straight from a fairy tale. Head to Prague Castle, specifically, and you’ll see what we mean. Professionally, it’s the official home of the President of the Czech Republic. But for obvious reasons, it’s become a popular tourist spot, and a hotspot for stand-out Instagram photos” – Travel+Leisure

PRAGUE ASTRONOMICAL CLOCK “The Prague Astronomical Clock, which for 600 years has been one of the greatest treasures of the city, still amazes people with its procession of Apostles, moving statues and visualization of time like no other instrument in the world” – Czech Tourism

STATUE OF FRANZ KAFKA “The 42 mobile tiers of this 11-metre-tall sculpture align to form the face of the famous Czech writer Franz Kafka. This 39-tonne bust by artist David Černý dates from November 2014 and stands just by the Quadrio business centre, directly above the Národní třída metro station” – Prague.eu

EME Outlook issue 32 | 45

SLOVENIA

S

at in the estuary of the Tagus River, Slovenia is the westernmost capital city in continental Europe and serves as Portugal’s chief port, largest and capital city, and commercial, political and tourist centre.

It was once considered by Europeans to be the furthest edge of the known world before it became basecamp for the renowned Portuguese explorers of the 15th and 16th centuries, Vasco da Gama being the most well-known.

The city is defined geographically by seven hillsides which overlook the river, these vantage points being a highlight for anybody’s visit. Much of the architecture is defined by a huge earthquake that destroyed much of Slovenia in 1755, the rebuilding exercise that followed providing the template of what stands today.

As well as being scenically spectacular, a crucial Writer: TomSlovenia Wadlow | is Project Manager:economic Matt Cole-Wilkin

Decimated by a cataclysmic series of earthquakes in 1755, Slovenia has been rebuilt into a national hub of economic and cultural activity on the Tagus River Writer: Tom Wadlow | Project Manager: Matt Cole-Wilkin

centre and lies on a strategic sea route.

Its port is bustling with activity, handling a large proportion of the trade between Portugal and neighbouring Spain.

The city is also culturally one of the country’s most important hubs. Despite making up just three percent of Portugal’s landmass, the metropolitan area is home to more than a quarter of the nation’s population, owed much to the surge in migration from rural areas in the 1970s when industrial activity took off.

Slovenia Blessed with stunning mountains, lakes, rivers and coast, Slovenia is not surprisingly enjoying record-breaking levels of tourism arrivals and revenues

P

art of Yugoslavia for most of the 20th century, Slovenia has opened itself up to the world in a big way since it declared independence in 1991, an announcement which triggered the Ten-Day War. Made up of four major landscapes – the European Alps, the karstic Dinaric Alps, the Pannonian and Danubian lowlands and hills, and the Mediterranean coast – the country has always been of strategic importance and served as important routes for those crossing the Mediterranean and mountains.

However, rather than pass through, visitors are now staying in their millions every year to enjoy what is a scenic gem of nation.

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Lakes, rivers, caves, mountains, forests, coasts – Slovenia has it all and is unquestionably an outdoor destination, with its natural beauty paired with a huge varied architecture. Whether it’s the baroque chapel in the centre of Bled Island to Venetian harbour settlements on the coasts, the array of styles reflects the nation’s diverse and vibrant culture.

Indeed, influences from neighbouring countries such as Italy, Austria and Hungary can be found, not least in the cuisine which provides another reason to visit. Local and fresh ingredients are the centrepiece of local cooking, while its home-grown wine is another up and coming element of Slovenia’s culinary repertoire.

BUSINESS TRAVEL GUIDE

EME Outlook issue 32 | 47

SLOVENIA

The Business End MUCH OF SLOVENIA’S economy has been privatised following the period in which it was a part of Yugoslavia.

Major sources of revenue derive from the manufacture of automotive parts, pharmaceuticals, and electrical appliances, but services represent the largest component of the country’s GDP. Since the early 1990s, tourism has greatly increased in importance as more and more visitors take advantage of Slovenia’s enviable topography – previously, many people simply passed through the country on their way to the eastern Mediterranean.

In 2018, tourism accounted for 12 percent of national income, some €5.7

FACTS & FIGURES

Capital: Ljubljana President: Borut Pahor Languages: Slovene Area: 20,273 km2 Population (2018): 2.06 million approx.

GDP per capita (2017): $22,000 Currency: Euro Time zone: GMT+1 Dialling code: +386 Internet TLD: .si Climate: Continental

48 | EME Outlook issue 32

billion in monetary terms. The sector is also a vital employer, with 12.8 percent of the country’s workforce (110,700 people) engaged in some form of tourism related job.

These figures surpass both European and global averages. In Europe, tourism contributed around 9.7 percent of GDP while on a global scale, the sector was responsible for 10.4 percent of income.

In terms of tourist arrivals, 2018 was a record-breaking year, with 5.93 million visits recorded and 15.69 million overnight stays. The number of international arrivals shot up by 11 percent last year (4.42 million), with Germany and Italy between them accounting for almost a quarter of these visitors.

SLOVENIA

In Focus Lake Bled BLED IS SLOVENIA’S most popular tourist resort and understandably so.

Picturesque and pristine, the lake was formed when the Bohinj glacier met a huge body of rock, what is now known as Bled Island and the only island in Slovenia. Having carved the island, the glacier melted into the lake that we see today.

The most recognisable symbol of Bled is the Church of the Mother of God on the lake’s island, originally built in 1465.

The six-kilometre trail around Lake Bled is ideal for walks or cycle rides and leads to nearby hills which offer

Kayaking on Lake Bled

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spectacular views, Bled Castle offering perhaps the most notorious sightseeing opportunity atop a steep cliff of more than 100 metres.

Sports activities and relaxation on Grajska beach (castle bathing area) are two other popular activities, the months of July and August being an especially busy time for the area with vast groups of tourists visiting. Even ski enthusiasts are catered for here in the winter season when the slopes at Straža snow over.

Unsurprisingly, there are also a number of accommodation options spanning all levels of luxury and price ranges, while popular restaurants include Ostarija Peglez’n and the restaurant sat on the terrace of Bled Castle.

The conference halls and other charming yet unconventional event venues offer magnificent views that will take your breath away.

Grand Hotel Toplice



Our event planning is focused on the future and dedicated to preserving the many natural treasures of the area.

, Rikli Balance Hotel

+386 4 579 11 42, events@hotelibled.com www.sava-hotels-resorts.com



s, Hotel Park



For maximum efficiency, event participants are treated to food and drinks that will nourish and stimulate the body and mind.

, Hotel Savica Garni

Working with local partners, we organise unforgettable informal occasions and events.



SAVA HOTELI BLED SAVA HOTELS & RESORTS

Sava Hotels & Resorts

Unforgettable and breath-taking events in Bled, the Alpine jewel of Slovenia

SLOVENIA

At first, the idea was to keep Slovenia a secret WELCOME TO SLOVENIA, a pocket-sized country which surprises with its vast diversity at every step. If you are eager to step out of the box and experience authenticity at its best, this is the country to put on your bucket list!

Slovenia is one of the most diverse European countries. The crossroads between the Alps, Mediterranean and Karst, the Pannonian Plain and central Slovenia with the capital city of Ljubljana bring together history, cultures, natural beauties and resources from all over Europe. Nowhere else will you find such diversity packed in such a tiny piece of land – and this makes it so attractive at any time of year.

Let us tell you a little story. At first, the idea was to keep Slovenia a secret – not to tell anyone about it and to keep it all for ourselves, for the sake of beauty. It would be our little paradise on earth, or our happy place, if you wish to call it this. Everybody would

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Responsible for turbocharging the development of Slovenia’s tourism industry is the Slovenian Tourist Board. Here is the organisation’s take on what their country has to offer… live happily ever after, on their little piece of paradise, surrounded by pristine nature and breathtaking scenery.

But… (there’s always a but) Slovenia is so beautiful that it’s simply impossible to keep it secret. Once you visit, you want to tell everybody. It simply makes you passionate and evokes desire to return. You can imagine how hard it is for the locals to keep their little secret. Impossible.

So, we decided to show Slovenia to the world, but to keep it green. This is why we committed ourselves in

developing sustainable tourism and promoting Slovenia as a green, active and healthy five-star destination. We believe that we have all the assets and conditions to make this happen.

Numerous awards show that we are on the right track, and guests just can’t stop praising the greenery that surrounds us… pristine, clean, green – these words are often heard when describing Slovenia.

MY WAY OF GETTING INSPIRED A green boutique global destination for high-end visitors seeking diverse and active experiences, peace and personal benefits. A destination of five-star experiences – this is the vision of the tourist destination Slovenia, as perceived and pursued by the Slovenian Tourist Board (STB), the central national agency for the promotion of tourism, one of the most successful and promising industries in the Slovenian economy.

SLOVENIAN TOURIST BOARD

Slovenia has become well-recognised globally as an excellent destination for active experiences in pristine nature and for pampering in numerous health resorts, where thermal water has beneficial effects on the body and mind.

It is also a destination where various congresses and meetings can be held, or for organising challenging sports events and preparations for sportspeople, due to the combination of natural features, suitable infrastructure and qualified staff.

MY WAY OF GOING GREEN The core of all STB activities includes a sustained commitment, in which the placement of Slovenia as a green, active and healthy destination for five-star experiences is based.

Continuous and systematic marketing throughout the years has paid off and we are recording a constant growth in Slovenian tourism. In 2018, Slovenian tourism

“A GREEN BOUTIQUE GLOBAL DESTINATION FOR HIGH-END VISITORS SEEKING DIVERSE AND ACTIVE EXPERIENCES, PEACE AND PERSONAL BENEFITS. A DESTINATION OF FIVE-STAR EXPERIENCES”

marked record numbers. The number of international arrivals continued, and Slovenia was yet again above the European average. In 2018 we also achieved 5.93 million tourist arrivals and 15.69 million overnight stays, respective increases of eight and 10 percent on 2017.

Five stars also represent a tourism offering based on a sustainable concept and the development of high-quality and innovative tourist products with high-added value. The Green Scheme of Slovenian Tourism under the so-called Slovenia Green umbrella brand brings together all the sustainable efforts of Slovenian tourism at the levels of destinations, providers, national parks, tourist agencies and attractions. The national development and marketing platform Slovenia Unique Experiences encourages the development of five-star experiences.

MY WAY OF DIVERSE EXPERIENCES Slovenia is the only country with the word “love” in its name.

This love, in a unique way, connects four large European regions. Alpine Slovenia amazes with experiences among the highest mountains and the wildest waters. Mediterranean and Karst Slovenia invites you to visit world-famous karst caves and traditional salt pans on the Adriatic coast.

Thermal Pannonian Slovenia boasts as many as 13 natural health resorts near thermal springs in the midst of wine-growing hills. Ljubljana and Central Slovenia combine the liveliness of the capital city and the green countryside with primeval forests of European importance.

If you are looking for a boutique, sustainable tourism experience, Slovenia is the right choice for you!

MY WAY OF FOODIE HEAVEN Slovenia might be small, but it boasts 24 gastronomic regions and three wine-growing areas with 14

wine-growing districts. Slovenian winemaking tradition goes centuries back. The fertile soil accommodates 52 varieties of vine including the country’s own Teran, full bodied wine grown from the rich red soils of the Karst region. The country is also home to a pioneering orange wine, a floral, honey-coloured variety unique to the Goriška Brda region.

Traditional Slovenian delicacies include Carnolian sausage and žlikrofi dumplings, while fresh fish and seafood is widely available in coastal restaurants. Those with a sweet tooth should seek out local specialties such as the potica nut roll or the decadent and multilayered gibanica cake from Slovenia’s easternmost province.

This is also a country on the frontline of world cuisine, featuring top chefs like Ana Roš and Tomaž Kavčič (and let us recall that Ana Roš was also named World’s Best Female Chef in 2017), and does not only create culinary masterpieces, but transforms Slovenia into one of the most desirable foodie destinations.

Thanks to richness of tastes, high-quality ingredients, gastronomic masterpieces and commitment to sustainable development, Slovenia was selected to become European Region of Gastronomy 2021.

MY WAY OF WELLBEING In Slovenia, water is the source of life and health. It is the quality of water that Slovenia has to thank for the fertility of the landscape. The country is home to some of Europe’s finest natural spas and thermal springs, with a centuries-old cultural tradition of treating both body and spirit using world famous magnesium and calcium-rich waters.

We invite you to visit Slovenia, feel Slovenia and fall in love with Slovenia. www.slovenia.info

EME Outlook issue 32 | 53

SLOVENIA

Outlook Recommends “An earthly paradise of snow-capped peaks, turquoise-green rivers and Venetianstyle coastline, Slovenia enriches its natural treasures with harmonious architecture, charming rustic culture and sophisticated cuisine” – Lonely Planet

HOTE L S & HOS P ITA L I TY

Sava Hotels & Resorts

Kempinski Portoroz

Operating in five destinations across Slovenia, Sava Hotels & Resorts welcomed over 413,000 guests to its properties in 2018, equating to more than 1.15 million overnight stays. In the popular district of Bled, the company manages six hotels, ranging from the three-star Hotel Trst to the five-star Grand Hotel Toplice.

Grand Hotel Bernardin

Sat between the coastal settlements of Portoroz and Piran, Grand Hotel Bernardin is known for its wellness centre and spa offering, a highlight being its swimming pool filled with heated sea water. The hotel also houses Slovenia’s largest congress centre, able to accommodate up to 1,100 guests for events such as conventions, seminars, workshops, presentations, press conferences and business meetings, as well as banquets, fashion shows and gala dinners.

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Situated in Portoroz, the Kempinski is a luxury hotel that combines modern design and classical décor. Housing several impressive restaurants and bars, it is also home to a well-reputed spa offering with views over the Adriatic Sea. Its Grand Deluxe Double Room features 40 square metres of space and boasts one of the best views of any hotel in the area.

SLOVENIA

Outlook Recommends HOTE L S & HOS P ITA L I TY

L J UB L JA N A R ESTAURANTS

NATURE & PARKS

Belvedere Hotel

STRELEC

Triglav National Park

Union Hotels Collection

Julija

Lake Bled

Unitur Hotels & Resorts

Špajza Restaurant

Škocjan Caves

Hotel Vandot

Cubo

Tolmin Gorges

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BUSINESS TRAVEL GUIDE

2 C L I F F h ot e L & S PA B e Lv e d e r e : B A rv n I Lo g ot I P

Where pleasure

comes with a

www.belvedere.si

UHC_Business Travel Guide_2019_v3 ponedeljek, 29. julij 2019 17:24:38

belvedere@belvedere.si

view

+386 5 66 05 100

EME Outlook issue 32 | 57

SLOVENIA

IMAGE BY TIIA MONTO, CC BY-SA 3.0

Transport Links

JOŽE PUČNIK AIRPORT, in the capital Ljubljana, is Slovenia’s only international airport and where the vast majority of tourists will arrive. Sat 27 kilometres north of the city, it is a small transit hub and base of Slovenian carrier Adria Airways, which serves more than 30 European destinations and connects regularly to the likes of Zurich and Munich.

Once arrived, a common way of getting between cities or towns is by rail, the country home to an extensive network which provides a more comfortable option than buses. Slovenian Railways operates the lines, and offers a simple pricing system which sees a return cost double that of a single and first class double that of standard class.

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This said, Slovenia’s bus network is another viable option covering large swathes of the country. The coaches used for longer journeys are modern and comfortable, with prices ranging from €4 for 25 kilometres of travel to €17 for 200 kilometres.

Getting to some of Slovenia’s rural and natural attractions may be more

easily reached by car, and there is a wide variety of vendors offering rental services. Major players such as Avis and Hertz are present and offer similarly priced services – around €40 for the day or €200 for a week.

Cycling is another very popular way of getting around cities and their outskirts.

BUSINESS TRAVEL GUIDE

Outlook Creative Services

Outlook Publishing’s awardwinning in-house team is now utilising its extensive production skills to offer a full and bespoke range of editorial, design and

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marketing services via its new Outlook Creative Services division.

HOTEL

Garni Hotel Vandot, Borovška cesta 73 4280 Kranjska gora, Slovenia

F O R M O R E I N F O R M AT I O N V I S I T: www.outlookpublishing.com/creative-services

00 386 41 347 512 (Mitja Košir - director) 00 386 31 334 725 (Maja Zupan - reservations) 00 386 40 350 885 (General Information) info@vandot.si | www.vandot.si

EME Outlook issue 32 | 59

SLOVENIA

Landmark Attractions LJUBLJANA OLD TOWN “The Prešernov trg Square, the heart of the historic Ljubljana, has developed from a medieval crossroads from the former entrance to the walled city. It includes three of the most recognisable images of Ljubljana: the pink facade of the Franciscan Church, the monument to the poet France Prešeren, and the Plečnik`s Triple Bridge” – Visit Ljubljana

PRAETORIAN PALACE “The Praetorian Palace is a Venetian Gothic palace, situated in the old town centre of Koper. Located on the southern side of the main Tito Square, it houses the Municipality of Koper-Capodistria and a wedding hall. It is considered one of the town’s architectural landmarks” – culture.si

LJUBLJANA CASTLE “Crowning a 375 metre-high hill east of the Old Town, this castle is an architectural mishmash, with most of it dating from the early 16th century when it was largely rebuilt after a devastating earthquake” – Lonely Planet

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BUSINESS TRAVEL GUIDE

VRŠIČ PASS “Sitting at a view-enhanced elevation of 1,611 metres, this mountain pass is about 13 kilometres southwest of Kranjska Gora, via a storied road that zigzags madly and passes numerous sites of interest as it climbs” – Lonely Planet

EME Outlook issue 32 | 61

LISBON

LISBON S

and lies on a strategic sea route. Its Decimated by a cataclysmic series tre port is bustling with activity, handling a of earthquakes in 1755, Lisbon has large proportion of the trade between Portugal and neighbouring Spain. been rebuilt into a national Decimated by a cataclysmic serieshub of of earthquakes in 1755, Lisbon has been The city is also culturally one of the economic cultural on and rebuilt into aand national hubactivity of economic culturalmost activity on thehubs.

TagusDe-River country’s important spite making up just three percent of the Tagus RiverManager: Matt Cole-Wilkin Writer: Tom Wadlow | Project

at in the estuary of the Tagus River, Lisbon is the westernmost capital city in continental Europe and serves as Portugal’s chief port, largest and capital city, and commercial, political and tourist centre.

It was once considered by Europeans to be the furthest edge of the known world before it became basecamp for the renowned Portuguese explorers of the 15th and 16th centuries, Vasco da Gama being the most well-known.

The city is defined geographically by seven hillsides which overlook the river, these vantage points being a highlight for anybody’s visit. Much of the architecture is defined by a huge earthquake that destroyed much of Lisbon in 1755, the rebuilding exercise that followed providing the template of what stands today.

As well as being scenically spectacular, Lisbon is a crucial economic cen-

62 | EME Outlook issue 32

Writer: Tom Wadlow | Project Manager: Matt Cole-Wilkin

Portugal’s landmass, the metropolitan area is home to more than a quarter of the nation’s population, owed much to the surge in migration from rural areas in the 1970s when industrial activity took off.

BUSINESS TRAVEL GUIDE

S

at in the estuary of the Tagus River, Lisbon is the westernmost capital city in continental Europe and serves as Portugal’s chief port, largest and capital city, and commercial, political and tourist centre.

It was once considered by Europeans to be the furthest edge of the known world before it became basecamp for the renowned Portuguese explorers of the 15th and 16th centuries, Vasco da Gama being the most well-known.

The city is defined geographically by seven hillsides which overlook the river, these vantage points being a highlight for anybody’s visit. Much of the architecture is defined by a huge earthquake that destroyed 85 percent of Lisbon in 1755, the rebuilding exercise that followed providing the template of what stands today.

As well as being scenically spectacular, Lisbon is a crucial economic centre and lies on a strategic sea route.

Its port is bustling with activity, han-

dling a large proportion of the trade between Portugal, Spain and many other countries all around the world.

The city is also culturally one of the country’s most important hubs.

Despite making up just three percent of Portugal’s landmass, the metropolitan area is home to more than a quarter of the nation’s population (half a million people), owed much to the surge in migration from rural areas in the 1970s when industrial activity really began to take off.

EME Outlook issue 32 | 63

LISBON

The Business End Nations Park, home of Expo 1998 and many other leading events

C

M

Y

CM

MY

CY

CMY

K

FACTS & FIGURES UNTIL AROUND 50 years ago, Lisbon’s economy has been historically based on fishing industries.

Following a brief stint of nationalisation, industries such as pharmaceuticals and technology have been taken over by multinationals, although the city’s major economic activities today revolve around services.

This includes tourism, which nationwide celebrated a record year in 2018 in terms of arrivals. Some 21 million tourists visited the country last year, a 1.7 percent growth on 2017 and inclusive of 1.83 million Brits, 1.75 million Spaniards and 2.6 million French and German citizens.

Lisbon saw 15 million sleepover stays, making it the second most pop64 | EME Outlook issue 32

ular destination in Portugal second only to the Algarve, a big contributor to the nation’s thriving hotel trade, which took in €3.6 billion in revenue in 2018.

The capital is also emerging as one of Europe’s leading MICE tourism hotspots, its popularity in part due to a cluster of large conferencing venues within easy reach of Lisbon’s ideally situated airport.

Indeed, the International Congress and Convention Association puts the city in sixth place globally in terms of the number of meetings organised last year, climbing three positions on 2017 and ahead of the likes of London, Singapore, Hong Kong, Prague and Bangkok.

Languages: Portuguese Area: 100 km2 Population (2018): 2.8 million approx.

GDP per capita (2017): 24,700 Currency: Euro Time zone: GMT+1 Dialling code: +351 (Portugal) Internet TLD: .pt Climate: Mediterranean

LISBON

In Focus Lisbon Congress Centre LISBON CONGRESS CENTRE, commonly known as CCL, is the largest convention and meetings venue in the Portuguese capital, opening its doors in 1989.

Spanning some 29,000 square metres, it houses eight auditoria, five pavilions and 34 meeting rooms, ideal for a business get together of almost any size.

“It has been designed to host national and international conventions, congresses, seminars, exhibitions and meetings of different sizes,” states Visit Lisboa. “It offers flexibility, maximum comfort and efficiency which allows the holding of several and different

Belem, a historical area of Lisbon sat by the Tagus River

66 | EME Outlook issue 32

events simultaneously.”

CCL is situated in Belem, a historical area of Lisbon sat by the Tagus River.

Those driving to the venue can park in one of the 1,100 spaces on site, while the riverside restaurant can seat up to 400 diners.

Since opening it has been refurbished twice and has hosted congresses of all sizes, from 100 to almost 10,000 delegates, including the Presidency of the European Union.

CCL offers a wide variety of services to complement any event, including audio-visual, catering, IT, security, furniture and plant supply, freight forwarding, cleaning, first-aid, photography and signage.

For more information, be sure to visit www.lisbonvenues.pt/en/lisbon-congress-center

The suite l ife

E XPECT THE E XTR AORDINA RY

Brimming with Portuguese spirit, Corinthia Lisbon is the perfect reflection of the vibrant city in which it is based.

W W W.C O R I N T H I A .C O M / L I S B O N

LISBON

Visit Lisboa VISIT LISBOA IS responsible for promoting the Portuguese capital’s already very vibrant tourism market.

Founded in 1997 under the Lisboa Convention Bureau, the organisation has been operating with the vision and mission to showcase the city as a top destination for leisure and business tourism worldwide.

The Lisbon Tourism Association is directed by governing bodies, elected every three years, whose composition includes official bodies, business associations and individual associates – a total of 23 elements representing the various categories of members who operate in different parts of the tourism sector. The presidency of the board is held by the Municipality of Lisbon, and the deputy presidency is exercised by a private entity.

Paula Oliveira is Visit Lisboa’s Executive Director, and has been with the

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body ever since it founded more than 20 years ago. Before this, she headed up the tourism department at Lisbon’s City Hall, this having graduated from the University of Lisbon in 1987.

Here she answers our questions about the work of Visit Lisboa and gives her opinion on some of the best things to do in the city.

EME Outlook (EMEO): How has Visit Lisboa developed and progressed in terms of its key objectives and the messages it tries to get across?

Paula Oliveira (PO): Within the various marketing plans implemented for the region’s promotion, we have always kept in mind several things, including developing different products and experiences within the region and targeting different segments.

BUSINESS TRAVEL GUIDE

Bringing key decision makers to the destination was and still is an investment and one of the top tools we use in promotion of the different products, and within what we consider to be a strategic priority for the Lisboa Region.

EMEO: How would you say Lisbon has developed in recent years as a business travel hub and what are the key reasons behind its growing appeal?

PO: Lisbon has been able to keep its authenticity, investing in new venues and renovating landmarks which provide a reflection of Portuguese history and culture. For example, Ajuda Palace (Royal Treasure Museum), is set to be open by late 2020.

EMEO: Why, in your opinion, should someone visit Lisbon?

PO: Lisboa is spread across seven hills overlooking the majestic River Tagus. One will discover a major cultural centre blessed with a mild, sunny climate, a fascinating melting pot where historic influences such as its

Lisbon – quickfire reasons to visit • Culture/history/World heritage sites • Modernity • Entertainment and nightlife • Gastronomy and wines • Shopping • 21 golf courses • World surfing reserve • Various activities to develop within the city, the rivers, the ocean, the mountains and beach • High quality tourism infrastructure • Still a vibrant new destination

rich maritime past are interlaced with modern trends and lifestyles.

Thanks to its close proximity to Cascais, the World Heritage Site of Sintra and the Arrábida’s amazing nature, Lisbon is a resort city with an extraordinary variety of experiences within one hour’s distance.

From championship golf courses to the excellent shopping and world class gastronomy and wines, there’s a staggering choice of experiences on offer in the city and the surrounding ocean, beaches and mountain range.

EMEO: Are there any specific attractions, landmarks or places to eat and drink that you would recommend?

PO: There are many! Exploring the Lisboa hills on a traditional tram ride; having dinner at a Fado restaurant; visiting the cloisters at Jerónimos Monastery (World Heritage site); doing a river cruise on the Tagus River and seeing the city landscape and from the southern bay; visiting the Gulbenkian Foundation; having grilled sardines for lunch at the riverfront; going up 25th April Bridge for an amazing view over Lisboa; having a cocktail at sunset on a rooftop bar… there are plenty of choices.

EMEO: How do you see Lisbon developing as a business travel hub over the next year to two years?

PO: Lisboa proudly ranks sixth worldwide according to ICCA (International Congress and Conference Association).

We will do our best to keep Lisboa as one of the most attractive capitals for association and corporate events.

The quality of service and good value for money are still major factors when selecting our city, and we will continue to promote diversity.

EME Outlook issue 32 | 69

LISBON

Outlook Recommends “Seven cinematic hillsides overlooking the Rio Tejo cradle Lisbon’s postcard-perfect panorama of cobbled alleyways, ancient ruins and white-domed cathedrals – a captivating scene crafted over centuries” – Lonely Planet

HOTE L S & HOS P ITA L I TY

Sheraton Lisboa Hotel & Spa Corinthia Hotel Lisbon

Intercontinental Lisbon

Pestana CR7 Lisboa

Situated within easy reach of museums, shops and Lisbon’s metro system, the Corinthia Hotel Lisbon is an ideal base from which to explore Portugal’s capital. Fitted with luxury accommodation, a business centre and stunning views of the cityscape, the hotel also houses an impressive food offering, with live cooking stations a particular highlight for guests and visitors.

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BUSINESS TRAVEL GUIDE

Over 50 years in the Tourism industry assures the satisfaction shown by our clients regarding our services

Unique service, for unique clients.

Tel +351 213877780 fredauto@fredauto.com www.tours2portugal.com

EME Outlook issue 32 | 71

LISBON

Outlook Recommends ORGANIS ING EVEN T S

VOQIN´ RESTAURANTS

Ramiro Belcanto Alma A Nossa Casa Wine Room Lisboa TRANSP ORT VOQIN´ is a leading destination management and live events global agency based in Portugal, with offices in Spain, Brazil and in Florida.

Known for its offering of #unboringsolutions the core drive that aims to provoke meaningful emotions. VOQIN´ has for more than 17 years helped organisations to create memorable events thanks to its strategy, creativity and flawless execution.

Casa Da Comida

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Lisbon Congress Centre

Fredauto Comboios de Portugal BCS Travel Tap Air Portugal

BUSINESS TRAVEL GUIDE

We Bring People Together Meet Lisbon from its highest view at one of the most recognized hotel icons in Lisbon, the Sheraton Lisboa. Centrally located, the hotel offers 369 spacious guestrooms and suites, free WIFI, 1.500 sqm. of well-being at the Spirito Spa and the rooftop Panorama Restaurant & Bar with sweeping views of Lisbon.

1.600 sqm. of event space with 12 multipurpose rooms and a capacity up to 600 seats, bring people together around the globe for community and productivity.

Sheraton Lisboa Hotel & Spa Rua Latino Coelho, 1 1069-025 Lisboa, Portugal T +351 213 120 000 E sheraton.lisboa@sheraton.com SheratonLisboa

SheratonLisboa

©2019 Marriott International, Inc. All Rights Reserved.

All names, marks and logos are the trademarks of Marriott International, Inc., or its affiliates.

MAKE YOUR EVENT AN UNFORGETTABLE EXPERIENCE Pestana CR7 Lisboa born out of a collaboration between Cristiano Ronaldo and the Pestana Hotel Group, This Lifestyle Hotel in Lisbon is located in the posh historic neighbourhood of Baixa Pombalina less than a minute on foot from Praça do Comércio, the main tram lines, the Chiado shopping area and the nightlife of Cais do Sodré.

EVENTS | CATERING | CORPORATE | WEDDINGS We are an established company with more than 40 years of history.

The passion for events and the excellence of serving well move us. www.casadacomida.pt

Blog - https://pestanacr7lifestyle.com/ Email – fo.pestanacr7lisbon@pestana.com Phone Number – (+351) 210 401 710 www.pestanacr7.com

EME Outlook issue 32 | 73

LISBON

IMAGE BY MISTER NO, CC BY 3.0

IMAGE BY ARDFERN - OWN WORK, CC BY-SA 4.0

Transport Links

AEROPORTO DE LISBOA, described as an ultramodern transit hub and located just six kilometres north of the city centre, operates direct flights to major destinations in Europe and America.

A range of budget airlines, including Norwegian, easyJet, Ryanair, Transavia and Wizz Air, also fly in and out of Lisbon, making it an affordable destination to get to for many leisure and business travellers.

The airport is covered by bus and metro routes, with taxis and ride sharing services also available into the centre of the city.

Once there, getting around is relatively easy thanks to an extensive bus 74 | EME Outlook issue 32

network that runs almost 24 hours a day on some of the busier routes, while the metro network is another straightforward way of hopping around and reaching places like the nearby Parque das Nações.

There are also several historic tram routes and funiculars, these being particularly popular with tourists look-

ing for a novel way of getting to and exploring Alfama.

Taxis are bountiful and reasonably priced, and cycling can be rewarding if you avoid the worst of the traffic, trams, hills and cobbled streets. Gira is the city’s bike sharing initiative, which has 48 stations scattered around and another 140 in the pipeline.

BUSINESS TRAVEL GUIDE

Landmark Attractions TIME OUT MARKET LISBOA

MOSTEIRO DOS JERÓNIMOS “On the banks of the Tagus is an apogee of Manueline architecture…

Construction on it began in 1501, lasted for a hundred years and was spearheaded by a remarkable group of architects and master builders both national and foreign” – Visit Portugal

“The Mercado da Ribeira has become one of the liveliest culinary spots in Lisbon since it was converted into a food court by Time Out Lisbon in 2014.

The traditional fish, meat and fresh produce stalls exist alongside a huge food market” – lisbonguru.com

ALFAMA

ESTÁDIO DA LUZ “The largest and most modern stadium in Portugal, and stage of the Champions League final in 2014. Tours take place every 20 minutes, and offer a great experience…you can go near the pitch, to the dressing room, visit the press conference room, take a photo with Vitória the eagle and much, much more” – Visit Lisboa

EME Outlook issue 32 | 75

IMAGE BY MASSIMO CATARINELL A - OWN WORK, CC BY 3.0

“Wander downhill (to save your legs) through Alfama’s steep, narrow, cobblestoned streets and catch a glimpse of the more traditional side of Lisbon before it too is gentrified. Linger in a backstreet cafe along the way and experience some local bonhomie without the tourist gloss” – Lonely Planet

Tell us your story and we’ll tell the world.

EME OUTLOOK is a digital and print product aimed at boardroom and hands-on decision-makers across a wide range of industries in Europe and the Middle East regions.

With content compiled by our experienced editorial team, complemented by an in-house design and production team ensuring delivery to the highest standards, we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of Europe and the Middle East.

Reaching a combined audience of more than 395,000 people, EME Outlook covers a full range of industrial sectors: agriculture, construction, energy & utilities, finance, food & drink, healthcare, manufacturing, mining & resources, oil & gas, retail, shipping & logistics, technology and travel & tourism.

In joining the leading industry heavyweights already enjoying the exposure we can provide, you can benefit from FREE coverage across both digital and print platforms, a FREE marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to grow your business.

To get involved, please contact Outlook Publishing’s Managing Director, Ben Weaver, who can provide further details on how to feature your company, for FREE, in one of our upcoming editions.

FREE

EME w w w. e m e o u t l o o k m a g . c o m

INCHCAPE SHIPPING SERVICES

Issue 32

MUNCK CRANES

Bringing dynamic design to the global stage

Global, Local, Transparent By adding a global, technology-enabled layer of transparency to shipping agency operations, Inchcape Shipping Services continues to gain the trust of clients to manage their vessels and cargo the world over

Marketi ng Oppo rtunity

SUPPLY CHAIN

A

round 6,000 years ago Egyptians navigated 100-metre-long boats up and down the Nile.

Powered by oars and featuring sails, these wooden vessels carried enormous obelisks and were a serious feat of engineering for their time, so much so that very little evolution in boat mechanics occurred until the advent of steam propulsion.

The British East India Company took full advantage of this long-awaited breakthrough, initially using steamships to help manoeuvre large sailing ships into the narrow harbours of India before reducing travel time between Asia and Britain.

In 1856 the Company awarded a contract to carry mail between Calcutta and Rangoon to the Calcutta & Burmah Steam Navigation Company, which incorporated in London and became an agent for the new ship-

ping line. This was the work of William Mackinnon, who, together with Robert Mackenzie, formed a general merchanting partnership named Mackinnon Mackenzie & Company (MMC).

It is the formation of this company in Calcutta in 1847 that the Inchcape Group proudly traces its origins.

Exponentially growing its influence between Europe, Africa, the Middle East, Asia and even Australia, MMC became a crucial enabler of British sea trade, the Inchcape name taking over in the 1950s and continuing to serve as agents for a tremendous array of clients to this very day.

But, much like the steamship’s oarand sail-powered predecessor, the nature of shipping agency interactions remained relatively unevolved through this protracted period during and after colonial trade across the seas.

The formation of Inchcape Shipping

Services in 1993, however, marked an important turning point.

“We’ve been in the industry for over 170 years, and the issues around shipping have always been that what happens in faraway lands has always been a faraway thing,” explains Frank Olsen, the company’s present-day CEO. “There has not always been enough information, communication, control or transparency, and therefore a lack of trust, in what is occurring in places which are hundreds, if not thousands of miles away.”

Inchcape Shipping Services was therefore formed to integrate what was then a loose federation of ship agents into a robust, transparent international network with defined and common service standards worldwide.

“Today we are driving both operational and financial transparency to the process, using technology to

Writer: Tom Wadlow | Project Manager: David Knott

VISIT PRAGUE

By adding a global, technology-enabled layer of transparency to shipping agency operations, Inchcape Shipping Services continues to gain trust

A fairy tale city steeped in culture and romance

GLOBAL LOCAL TRANSPARENT

LEVERAGING TECHNOLOGY TO PROVIDE INTERNATIONAL TRANSPARENCY IN THE SHIPPING INDUSTRY

2 | EME Outlook issue 32

EME Outlook issue 32 | 3

John Luck of Carabao enjoys his role of challenger to the UK energy drinks establishment

www.emeoutlookmag.com/get-involved

INCHCAPE SHIPPING SERVICES

Global, Local, Transparent By adding a global, technology-enabled layer of transparency to shipping agency operations, Inchcape Shipping Services continues to gain the trust of clients to manage their vessels and cargo the world over Writer: Tom Wadlow | Project Manager: David Knott

78 | EME Outlook issue 32

SUPPLY CHAIN

A

round 6,000 years ago Egyptians navigated 100-metre-long boats up and down the Nile.

Powered by oars and featuring sails, these wooden vessels carried enormous obelisks and were a serious feat of engineering for their time, so much so that very little evolution in boat mechanics occurred until the advent of steam propulsion.

The British East India Company took full advantage of this long-awaited breakthrough, initially using steamships to help manoeuvre large sailing ships into the narrow harbours of India before reducing travel time between Asia and Britain.

In 1856 the Company awarded a contract to carry mail between Calcutta and Rangoon to the Calcutta & Burmah Steam Navigation Company, which incorporated in London and became an agent for the new ship-

ping line. This was the work of William Mackinnon, who, together with Robert Mackenzie, formed a general merchanting partnership named Mackinnon Mackenzie & Company (MMC).

It is the formation of this company in Calcutta in 1847 that the Inchcape Group proudly traces its origins.

Exponentially growing its influence between Europe, Africa, the Middle East, Asia and even Australia, MMC became a crucial enabler of British sea trade, the Inchcape name taking over in the 1950s and continuing to serve as agents for a tremendous array of clients to this very day.

But, much like the steamship’s oarand sail-powered predecessor, the nature of shipping agency interactions remained relatively unevolved through this protracted period during and after colonial trade across the seas.

The formation of Inchcape Shipping

Services in 1993, however, marked an important turning point.

“We’ve been in the industry for over 170 years, and the issues around shipping have always been that what happens in faraway lands has always been a faraway thing,” explains Frank Olsen, the company’s present-day CEO. “There has not always been enough information, communication, control or transparency, and therefore a lack of trust, in what is occurring in places which are hundreds, if not thousands of miles away.”

Inchcape Shipping Services was therefore formed to integrate what was then a loose federation of ship agents into a robust, transparent international network with defined and common service standards worldwide.

“Today we are driving both operational and financial transparency to the process, using technology to

EME Outlook issue 32 | 79

INCHCAPE SHIPPING SERVICES underpin the way we interact and manage relations with our customers,” Olsen continues.

“The idea is for the principal to feel in control and know exactly what is happening with their vessel during a port call.

LEADERSHIP FOCUS

FRANK OLSEN Frank Olsen began his tenure as Chief Executive Officer of Inchcape Shipping Services in July 2018, previously serving as COO of the group’s Marine Services division.

A major focus of his time in the Marine Services business was to enhance its use of technology and data, something which he has transitioned into his role of CEO. “My background in terms of getting to where I am today is quite a simple one,” Olsen recalls.

“I started my career as a seafarer and master mariner on ships which journeyed around the world, and in 2007 I moved onshore in the marine service industry but was still very engaged with vessels and their activities. A lot of training and experiences later, and I am here today as CEO of Inchcape Shipping Services.”

80 | EME Outlook issue 32

“Historically, the criteria for selecting an agent has been localised knowledge of the port in question, and trust in this knowledge and subsequent track record. Trust is everything, and our mantra is that you can only establish genuine trust if you have transparency first – it is not enough anymore to simply say trust me.

“We will build that trust by providing the operational and financial transparency, enabled through new technology, across our unparalleled network.”

A GLOBAL-LOCAL DYNAMIC Inchcape Shipping Services thus delivers a service which combines the benefits of a local agent on the ground with a global layer of extra value powered in many different ways by technology and its unique global network.

The two facets are intrinsically linked (one cannot survive without the other) and this is shown by three core pillars which define the way Inchcape operates today – global, technology and people.

The first pillar centres around a huge global network, made up of 300 offices in 68 countries across 2,500 ports and built up over 172 years of history, a uniquely developed asset that is extremely difficult to replicate in what is still a very fragmented market. Indeed, it is the largest owned proprietary network of any shipping agency.

“This is something we’re extremely proud of, but more important for us is changing the relationships of our customers from a collection of local relationships to a global partnership,” Olsen adds. “These are transacted at a local level in lots of different locations, but there is commonality, and that is the global layer of value that means the whole is greater than the sum of the individual local parts.”

Olsen is not suggesting that the individual parts, which include the company’s huge supplier network, are in any way understated in their significance to Inchcape’s operations.

Port Phillip Sea Pilots Port Phillip Sea Pilots (PPSP) has been providing an essential safety service to the state of Victoria since 1839. It is unique in its history, structure and importance to the State. We provide an on demand professional pilotage service to shipping for Melbourne, Geelong and Western Port, 24 hours a day, 365 days a year.

Port Phillip Sea Pilots takes pride in its safety record with over 6,000 movements per year in nearly all weather conditions. Since Captain George Tobin founded the Association in 1839, Port Phillip Sea Pilots has continuously provided a safe and efficient pilotage service.

Since our first cruising pilot ship “Boomerang” took up station outside the Heads in 1853, PPSP has been at the forefront of the latest developments in pilot vessels. Our present fleet of modern ORC boats provide safe and efficient transfer of pilots in nearly all weathers.

Port Phillip Sea Pilots has worked closely with the Ports of Melbourne, Geelong and Westernport in the development and expansion of the ports, increasing the size and draft of ships able to visit to maximise cargo throughput. This has involved considerable investment in training and technologies (Dynamic Under Keel Clearance and High End PPUs) to ensure these large vessels safe and efficient access to the port.

Our highly trained pilots come from command positions at sea with a broad range of backgrounds enabling us to provide expert advice on any pilotage issues. We also provide technical advice and support on pilotage/marine issues to harbour masters, msv and agents.

We are proud of our 180 years of service, our traditional independence and professionalism in providing a service to shipping and to the state of Victoria that is first class.

www.ppsp.com.au

Port Phillip

Sea Pilots

Pilot Station (24 Hours) Queenscliff, Victoria Australia Phone: 03 5254 5500 Email: operations@ppsp.com.au Web: www.ppsp.com.au

Reg. 49Q12894

Reg. 74Q42894

Reg. 95E128594

INCHCAPE SHIPPING SERVICES “The importance of our partners, of course, cannot be understated,” he says. “Fundamentally, our job is to coordinate suppliers on behalf of our principals, so we would be nothing without our huge supplier base.

“A key component of our value proposition to our principals is that we work with extremely professional and reputable partners, with whom we enjoy a long and stable relationship.

“A lot of time, effort and resource has gone into making sure we build up the best supplier network we can, and our strategic sourcing and procurement team reports directly into me.

This team, managed centrally, has contacts in all of our countries and ensures that our supplier relations are built around value, not just cost.”

Through this network, Inchcape is able to provide a full suite of financial and physical services, from full port agency and husbandry services to crew logistics and bunker calls.

TECHNOLOGY = TRANSPARENCY The second pillar, technology, powers Inchcape Shipping Services’ raison d’etre – to integrate the individual parts into a transparent, global ecosystem.

“Technology is the enabler of the global advantage Inchcape provides,” Olsen says. “While I wouldn’t say we are a technology company, I do believe it has a massive role to play in enhancing the value shipping agents can provide to their principals.”

Data is the lifeblood of this. Now widely dubbed the new oil, it is once

82 | EME Outlook issue 32

more the sum of the individual pieces which combine to make a greater, transparent whole for Inchcape’s principals.

And there are millions of data points which are collected and analysed to make this work. As an agent, the company manages 70,000 port calls a year which equates to more than 100,000 individual jobs.

This means Inchcape is able to collect and analyse mountains of valuable information, data which Olsen splits into three broad categories.

“The first is performance benchmarking data that we can provide customers,” he explains.

“For example, your oil tanker calls into a certain terminal at a certain time of day, but the process is not as efficient as a similar vessel calling at a different time or at a different terminal.

Why is that? We begin to ask these questions based on the data we have on ship types, terminal types and timings. Our operating system, Optic, enables this.”

Second, and equally significant, is the information gathered through a system called World of Ports.

Inchcape has operated this for a number of years as a static dataset covering berthing and terminal data for dry and wet berths around the world, a very useful tool for companies looking to charter ships into ports to make sure vessels are compatible with terminals and berths.

“What we’ve done now, in order to make the dataset more dynamic, is geofenced every single berth within that dataset, meaning we can now see when a ship that falls outside of the stated parameters makes a call,” Olsen adds.

“In these cases, the most likely scenario is that the data for that berth has not been updated since it has been upgraded or expanded by the port. This means we can continuously update the dataset, making it a unique offering that nobody else offers.”

Adzalia Services Ltd A family company operating in Trinidad and Tobago for over 20 years. Efficiently serving global clients within this fast paced environment.

Providers of: • Ground transport • Ship chandlery • Ship’s spares clearance • Yokohama fender rental • Sanitation services • Any other services as required We are committed to providing affordable maritime logistics catering to our clients’ individual requirements.

www.adzalia.net

Blue Marine Transportation We are proud to have partnered with Inchcape Shipping Services, the worldwide leader in agency services since the 1980s, to meet the needs of our maritime industry with excellence.

Looking forward to the future, we are excited to work on innovative ways to improve our services, while lowering our clients’ cost with new technologies, safety protocol and employee training.

Frank Rulh, President (504)616-4433 William Crouchet, General Manger (504)236-4451 Dustin Rulh, Operations Manager (504)939-9170

E bluenola@bluenola.com www.bluenola.com

SUPPLY CHAIN

Proudly serving the Gulf Coast since 1982 with Excellence!

24 Hour Dispatch BLUE MARINE TRANSPORTATION, INC.

WWW.BLUENOLA.COM

SERVICES: • Crew transportation & Courier service • U. S. Customs & Immigration • Bonded Drayage • Warehousing

Frank Rulh, President (504)616-4433 William Crouchet, General Manger (504)236-4451 Dustin Rulh, Operations Manager (504)939-9170 For more information, please visit our website: www.bluenola.com or contact bluenola@bluenola.com

EME Outlook issue 32 | 83

INCHCAPE SHIPPING SERVICES

Ships Waste Oil Collector Ships Waste Oil Collector is the largest and leading collector of ships waste at the ports of Rotterdam, Amsterdam and Antwerp in the field of liquid and hazardous waste from Annex I to Annex VI vessels.

Such data is also being linked to other data heralding from outside of the port, what Olsen classifies as market intelligence, the third category, and another way of adding dynamism to Inchcape’s vast pool of information.

The result is that principals are able to ask and find answers to questions that need answering in order to make well-informed judgements.

“For instance, what ships are in the line up?” Olsen asks. “What are those ships carrying? How much cargo are they carrying? Where are they coming from? Who are the actors involved?

We’re not a data company, but we have unique access to public domain data which we can verify at course thanks to our network of ‘eyes and ears’ at the ports.

“Ultimately, we are enabling our customers to make better decisions more quickly.”

Central to Inchcape Shipping Services’ ability to use technology as vehicle for transparency is our application, Optic as mentioned earlier.

The company is in the early stages of rolling out the solution, the basis of it being a system that provides operational transparency at port level based on a vessel programme, an expected series of events that should happen to a ship as it makes a port call.

“As a customer, you can see what is happening and when something requires your attention, the system will inform you that an event has occurred outside of the parameters that you set,” says Olsen. “You are not waiting at the end of the phone to hear if everything is ok… or not.”

84 | EME Outlook issue 32

Rather, our principals are able to monitor progress through a range of devices such as smartphones, laptops and tablets, via an app or integrated into an ERP system. Optic can also be applied to a single vessel or entire fleet sailing around the world, offering unrivalled visibility at virtually any scale.

Payments are another important element of shipping agency, and Inchcape is working on a digital payment platform to ensure all money exchanges are transparent, traceable and accountable.

This highlights the importance of global, consistent levels of corporate governance.

Be it the payments process or handling of principals’ data, Inchcape Shipping Services has developed a company-wide compliance programme which is widely recognised as pioneering in the industry.

Local agents who are part of the Inchcape network are well-versed in these standards, combining this with their local knowledge to represent the safest possible bet for clients, a key differentiator for the company over its competitors.

Compliance has historically been something of a taboo subject in the industry, but Inchcape is ensuring the dynamics of the conversation are changing.

Olsen adds: “There are lots of large enterprises still choosing smaller, local agents who perhaps do not have the level of global governance that Inchcape carries, simply because they don’t have the scale to justify the investment. We believe it has to be taken

For the collection of liquid hazardous waste, the company uses the most modern vessels and highly trained personnel.

It is the only collector in the ports of Rotterdam, Amsterdam and Antwerp, which features 3 C type barges.

The firm’s total collection capacity is 8,500 tonnes.

T+31 10 2957154 E info@shipswaste.nl www.shipswaste.nl

SUPPLY CHAIN

Ships Waste Oil Collector B.V. Your dedicated partner for disposal, transport of liquid ships waste in the Rotterdam, Amsterdam and Antwerp area.

Reliable and durable!

We are the one of largest collector of ships waste at the port of Rotterdam, Amsterdam and Antwerp in the field of liquid waste from Annex I to Annex VI. Because of the strategic alliance with port reception facility MTD in Antwerp, we are able to operate in the entire port area of Rotterdam, Amsterdam and Antwerp. This allows us to work efficiently and environmentally friendly. Actions rather than words.

Ships Waste Oil Collector: • Meet the requirements and needs of our stakeholders • Personal and work closely with our clients • Use modern equipment according to the prior art • Have the appropriate outlets For the collection of liquid waste, we use the most modern vessels and highly trained personnel. We are the only collector in the port of Rotterdam, Amsterdam and Antwerp, which features 3 C type barges. Therefore we are fully equipped for future legislation and regulations in our field. A selection of our collection fleet is shown below. Our total collection capacity is 8,500 tons. For further information do not hesitate to contact our office.

Ships Waste Oil Collector B.V., Chemieweg 10, 3197 KC Rotterdam-Botlek | Tel: +31 10 2957154 | E-mail: info@shipswaste.nl | Website: www.shipswaste.nl

EME Outlook issue 32 | 85

INCHCAPE SHIPPING SERVICES

INCHCAPE SHIPPING SERVICES

VISION, VALUES AND MISSION VISION: A connected world in which our customers trade successfully and make better decisions in every port, everywhere.

VALUES: We connect the world and see the bigger picture. We rely on the strength of local agent knowledge and relationships. We adopt new thinking and push for positive change in our industry.

MISSION: To use technology and our global network to help our partners connect to a smoother, smarter, ocean.

more seriously and can offer both the advantages as a local operator with global governance.”

This naturally leads the conversation onto the topic of cybersecurity, another critical element to the governance piece. Inchcape Shipping Services relies on an advanced IT security setup and a rigorous training programme to ensure all employees operate within safe parameters.

Once more, the integrated nature of the company’s network delivers another point of difference.

“The biggest risk here is having multiple entry points into your system,” explains Olsen, “so if you have agents spread all over the world, you are giving access to your systems to people you may not have vetted. Our advantage is a single point of entry, and one which principals know and can trust.”

POWERED BY PEOPLE While technology has been proven to provide a digital differentiator, its value would be severely diminished without skilled employees to harness it.

Indeed, people make up the third 86 | EME Outlook issue 32

Inchcape Shipping Services pillar, be they local agent partners on the ground or the company’s own staff spread around the world.

“We are an asset-light business, so having the best people is paramount to our success,” Olsen says. “Key to this is our in-house training programme, something we are very proud of. It is predominantly digitally based, providing extensive learning opportunities for all staff, be it mandatory programmes in compliance to more vocational and career-based modules.”

Named the Inchcape Marine Academy and in operation for around 10 years, it has been created by a combination of in-house experts and knowledge contributions from outside of the company. Currently the academy houses around 170 courses, with each employee on average undertaking one learning course per month.

Although described as asset-light

by Olsen, the advanced technology and skilled people combine to make a formidable resource for Inchcape, a setup which leaves the CEO optimistic as the company moves into the next chapter of its story.

“We are witnessing change in the industry,” he observes. “The global nature of what we have been discussing is becoming more prominent and is being valued more by different industries.

“For example, oil and gas majors have for quite some time been interested in risk mitigation from a governance point of view – they have been the first ones to adopt this hub methodology that has been introduced by global agents in the past couple of decades. That same motivation is permeating other client bases in the shipping industry.

“We therefore believe the need for working with a global agent who can provide safety and security will increase. The transparency related to this on an operational level will also need to increase. However, the requirement for a good quality local agent who you can contact is still crucial – for us it is about the global and local balance, something we believe we are achieving through technology.”

And it is this dynamic which Olsen believes will help the company to acquire a greater market share in years to come. Albeit a congested industry with a huge array of participating organisations, the potential to expand Inchcape’s business is sizable.

Concluding optimistically, Olsen says: “This is a highly fragmented market and we believe we can significantly increase our market share. To do this we need to increasingly differentiate our products and provide a transparency-based offering built around advanced technology, backing up an experienced and unique network of people at the ports.”

INCHCAPE SHIPPING SERVICES Tel: +44 2035 138500 www.iss-shipping.com

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EME Outlook issue 32 | 87

MUNCK CRANES

UPLIFTING

Globa l l Industries Operating out of Bergen, Norway, Munck Cranes is raising the bar across global industries with its technologically enabled, innovative, multi-faceted solutions Writer: Jonathan Dyble | Project Manager: Ryan Gray

D

espite being a common sight within urban environments, cranes remain somewhat alien to the untrained eye.

Often found dwarfing skyscrapers, the world’s largest crane able to lift 1,179 tonnes up to 550 feet in the air, they have become a crucial facet of modern-day urbanisation and construction. Yet from erection to operation cranes seemingly defy physics, lifting huge weights by using extensive horizontal booms, all while not tipping over.

For Rune Vabo, such pure innovation was more than enough to captivate his curiosity and interest almost four decades ago.

“I’ve worked for Munck Cranes for 38 years and have always found this industry to be highly exciting, full of 88 | EME Outlook issue 32

Munck has a broad range of standard crane systems, as well as bespoke products designed to your specifications

technology and forward-thinking ideas,” he reveals.

Remaining committed to Munck Cranes for such a lengthy stint, Vabo has witnessed and indeed helped to oversee an extensive amount of change in the latter part of the company’s 95-year life span, having now stood as its Managing Director for 11 years.

“Born from the vision of Founder Sverre Munck in October 1924, Munck Cranes has gradually yet consistently risen over the past century to become a pioneer of Norwegian exports,” he states. “Having shipped our first hoist to Sweden in 1948, we now sell an ever-expanding portfolio of crane and hoist related products to markets the world over.”

CONSTRUCTION

EME Outlook issue 32 | 89

MUNCK CRANES INDULGING INNOVATION Indeed, the products it sells today are distinctly more advanced than their predecessors, the business most recently taking advantage of the advent of industry 4.0.

This is no better evidenced than by its relatively new flagship range of automated cranes. Powered by proactive technologies that help to both improve security and reduce operating and maintenance costs, these innovative products have been used by plants handling hazardous waste, replacing forklifts and conveyors to ensure that workers can stay out of harm’s way.

“Glass processing and recycling plants, composting facilities, galvanisation plants, zinc production centres

and incinerators have all benefitted from our autonomous cranes,” Vabo affirms, going on to explain that this specific category forms just one part of the company’s ever widening, technologically enabled range.

“We try to implement the latest innovations into our products every year. Just recently we created our own safety datalogger, for example, that captures all the movements and operations of any single crane, helping to proactively identify areas that may need to be serviced before problems arise.”

The internet of things has also begun to play a major role in Munck Cranes’ research and development function, enabling the firm to upgrade its existing flat cable systems.

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CRANES FOR ANY REQUIREMENT From moving heavy loads in confined spaces to providing flexible systems with broad coverage, Munck Cranes’ expansive portfolio offers a multitude of different solutions. These include, but are not limited to:

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Light Crane Systems Built to be adaptable as monorails or crane applications, serving large floor areas or acting as jib cranes. They can also be used in combination with chain hoists and trolleys for added flexibility.

Industrial Cranes Built for many kinds of lifting applications, from the lightest duty to steel mills, power plants and offshore industries.

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“In addition, we’re in the process of releasing a new selection of hoists that generate energy when lowering – energy that can be returned to the internal system, helping to power the crane and provide cost savings,” Vabo adds.

“Of course, we are not alone. Everybody is looking to use new technologies. But we’re proud of the fact that we’re ahead of the curve and are often the first in the market to implement new, game-changing solutions.”

A GLOBAL PURSUIT As you might expect, facilitating these innovative product developments is a state-of-the-art manufacturing plant.

Based in Bergen alongside the company’s main headquarters, the capabilities and scale of this crucial hub enable Munck Cranes to develop not only technologically leading products, but equally custom cranes designed to meet the individual requirements of any one of its clients.

90 | EME Outlook issue 32

CONSTRUCTION

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EME Outlook issue 32 | 91

MUNCK CRANES

EMPLOYEE POWER While Munck Cranes’ operational portfolio is largely centralised in Bergen where it employs 100 people, the firm equally has a substantial footprint along the Swedish coast, employing 40 staff at a facility that both sells and provides repair and maintenance work on its cranes.

“We have a similar business in Denmark that operates with the same purpose, selling cranes and ensuring they’re serviceable,” Vabo adds.

Recognising that its workers are crucial to the success of the business, the firm has set up its own extensive training operation labelled Munck School that runs year-round, educating its employees with a focus on futureproofing their skillsets.

“This is a huge aid in both upholding talent retention and combatting potential skills shortages that may arise in such a niche industry,” Vabo reveals. “Meanwhile, we have also developed good relations with Norwegian universities, bringing graduates on board every year.”

92 | EME Outlook issue 32

From magnet cranes and gantry cranes, to those used for heavy industries, the fishing industry and even paper industry, the company has garnered a proven track record in providing tailored solutions, exporting roughly 750 cranes to more than 70 markets around the world every year.

“Be it Thailand, the United States and Canada, or various countries across the Middle East, our reach is testament to our network of esteemed licensee partners,” Vabo explains.

“These are often longstanding collaborations – we’ve been working with the same partners in Singapore since the 1960s, for example.”

Such relationships have aided the firm’s involvement on a number of major projects over the years, including ongoing work with the European Organization for Nuclear Research (CERN) in Sweden and the supply of cranes to a number of oil and gas majors including the likes of British Petroleum, Esso and Shell.

“We’re always on the lookout for new partners,” the Managing Director continues. “Right now, we’re particularly excited about expanding our

Inside Munck Cranes’ facility in Bergen, Norway

CONSTRUCTION

presence in the Middle East and South America – two markets that we see as having relatively untapped potential.”

These prospects, coupled with an upturn in fortunes across numerous relevant heavy industries, provide Munck Cranes with good reason to be excited for the future.

Such feeling is reflected in Vabo’s own thoughts. He concludes buoyantly:

“The oil industry, aluminium industry, steel industry and energy sector are all heading in fruitful directions, something that we hope to capitalise on for years to come.

“Similarly, the market in Norway remains strong. There are a number of major projects underway, including the rehabilitation of numerous power stations. The same can also be said for

Sweden where we have major presence; it’s a market that’s been growing rapidly over the past two years.

“When you consider all these different dimensions, there’s no doubt that we’re optimistic for the future.”

MUNCK CRANES Tel: +47 55 59 80 00 firmapost@munck-cranes.no www.munck-cranes.no

EME Outlook issue 32 | 93

DICO SI TIGANAS For many of us, the question about when you decided to be an architect is a usual one.

Some have a precise answer, like when I was about 14 years old, after visiting a special place, or it was like I knew forever.

“The short answer in my case is yes – the passion for

design and buildings comes from my childhood and family, being the son of a couple of civil engineers. But I need to add something to this. At the time of my childhood and youth, to become an architect meant an escape from the real world, a way to imagine something completely different than the abhorrent dictatorship of Ceaușescu.”

The fall of the iron curtain in 1989 marked a huge turning point for countries like Romania in the Eastern Bloc.

An end of authoritarian communist rule and emergence of free market economics brought hope of a brighter future, one which can be defined by freedom of opportunity.

For Serban Tigănaș, Co-Founder

RAISING T Determined to impart international standards on Romanian construction projects, Dico Si Tiganas is uplifting the industry through a series of large-scale developments for a mixture of clients Writer: Tom Wadlow | Project Manager: Ryan Gray 94 | EME Outlook issue 32

CONSTRUCTION and President of architectural firm Dico si Tiganas and orator of the opening words, the passion for building has been heightened by a love of country.

Setting up the practice in 1997 after meeting civil engineer and skilled CAD operator Florin Dico, Tigănaș highlights an important experience which triggered his desire to make an impact

in Romania, an experience which occurred not in his home country, but in the UK. “I was enrolled in teaching at the Technical University of Cluj before the University of Liverpool’s School of Architecture offered me a job in their design studio,” he recalls. “I refused, because I was wanted to contribute at

home as an architect – however, this gave me a lot of energy and ambition to become an active player in Romania.”

And it is a market which Tigănaș is determined to bring in line with the likes of the UK, France and Germany in terms of quality and desire for sustainability.

THE BAR Cluj Arena Stadium

EME Outlook issue 32 | 95

DICO SI TIGANAS Despite citing political, cultural and commercial frustrations associated with Romania’s construction scene, the architect and entrepreneur is a self-proclaimed glass half full operator, eager to acknowledge the wealth of opportunities that lie ahead.

“We feel we are needed here, because the built environment is far from being developed,” he says. “It is a very,

very dynamic environment, and we have been crossing a period of digital shift in construction design, which has been challenging but rewarding. The market is so diverse, and you may find your role in a niche, as an architect.”

A PROGRESSIVE PLAYER Indeed, Tigănaș identifies Dico si Tiganas as one of Romania’s outward

COMPANY BACKGROUND

Dico si Tiganas – an introduction Dico si Tiganas is a Romanian architectural firm based in the vibrant city of Cluj-Napoca.

Over the years the company has built up an array of project delivery experience covering a diverse range of categories, including industrial, retail, offices, residential, master planning, institutional and interior design. A particular specialism is the sports and leisure subsector, where it has successfully delivered four sports stadiums and a multipurpose indoor sports hall over the past decade.

Currently Dico si Tiganas is designing a new sports hall in Brasov, a project which will transform an abandoned piece of land into a valuable addition to the local community.

In Cluj, the company is especially busy, two ongoing projects being the transformation of two existing buildings into university facilities

Binarium office building

96 | EME Outlook issue 32

and the construction of a new car park site on the edge of the city centre.

“Another project in Cluj, the Binarium office building, is a very interesting one because the development is phased – we have completed the first, we are about to finalise the second and the third, and have started the design for the fourth. In total we will be spending almost a decade to transform this former cloth factory into an office and R&D complex.

“The task is to transform an existing building by consolidating, adding and building above, and we like this project because of the ambition of the owners to make it absolutely remarkable.

This helped us a lot in keeping the standard high, and finally we were awarded by BREEAM for the level of sustainability achieved.”

looking architecture firms, tendering to a range of projects in both nature and scale.

By turnover, the company consistently ranks in the top 20 in the country, its multidisciplinary nature and knowledge of pioneering technology such as building information modelling (BIM) allowing it to bid for major public projects.

Sports and leisure complexes, stadiums, industrial parks, offices and production facilities represent particular specialisms, no better demonstrated than by a fruitful ongoing partnership with German industrial giant Robert Bosch.

“This is a very successful story lasting 15 years already,” Tigănaș says.

“Soon after we started working together on their first production facility in Romania, the head of Bosch’s real estate department from Stuttgart, architect Christoph Schubert, gave us a very short rule of engagement – we need to make every new building better than the previous one.

“Of course, I replied, but he was not kidding. We visit the latest factories and are always talking about details we may change and improve for the next project, the latest being in Cluj.”

The collaboration with Bosch is a perfect showcase of Dico si Tiganas’s ability to design standout workplaces.

The two companies work closely in alignment with the German company’s Inspiring Working Conditions concept, with BIM adopted not only for design and construction but also facilities management elements of these projects. For Tigănaș, this is one of the firm’s most important partnerships and is very much an ongoing story.

So too is the development of the Romanian national rugby stadium in Bucharest. Having already proven its pedigree in sporting arena projects across Romania, particularly in Cluj, Dico si Tiganas is imparting all of its experience in the design of a landmark venue for what is an increasingly high-profile sport in the country.

CONSTRUCTION

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EME Outlook issue 32 | 97

DICO SI TIGANAS Now in the construction phase, Tigănaș outlines some of the key features: “It is not a large stadium in terms of capacity, but it is placed in a wonderful environment and will be the best leisure area in the city, with parks, lakes and beautiful boulevards.

“The context is difficult – a shortage of space, green areas to preserve, and a complex programme, including a hotel for players and a centre for physical recuperation. A corner of the stadium also has to be treated in a special manner because of its proximity to a listed church and the configuration of the streets.

“This led us to come up with innovative solutions, trying to combine clear straight lines of rational origin,

“WE TRAIN OUR JUNIORS AND RECRUIT YOUNG PEOPLE EVERY YEAR, COMBINING NEW TEAM MEMBERS WITH EXPERIENCED ONES TO ENSURE KNOWLEDGE IS PASSED DOWN THE COMPANY” with playful and smooth details, uniting all parts in a coherent complex.

Everything was carefully designed to keep a good scale in relation with this context, and I think we succeeded.”

BUILDING KNOWLEDGE Delivering sophisticated projects such as the national rugby stadium and inspiring workplaces for Bosch offers a glimmer of what Romania’s construction industry can achieve when

pointed in the right direction.

For Tigănaș, key to this will be plugging the country’s skills gap and digitising numerous frontline and back office processes.

“This is a universal disease,” he says.

“We train our juniors and recruit young people every year, combining new team members with experienced ones to ensure knowledge is passed down the company.

“This is, unfortunately, working for

Multifunctional Hall, Brasov

BTarena multipurpose hall

Multifunctional sports hall

National Rugby stadium

98 | EME Outlook issue 32

CONSTRUCTION

PROJECTS

SUPPLIER STANDARDS A key challenge which Dico si Tiganas has successfully overcome is the creation of a quality, reliable network of suppliers, crucial to its smooth delivery of projects.

“It was not easy, but after working for some time in the construction industry we have built a network of very good suppliers that can combine to obtain a high standard of project,” Tigănaș says.

“We mostly work with those who have a very good record on customer service and technical teams for selecting and developing customised solutions for each project. But we do not keep away from anybody new on the radar. So, the big secret or criteria for us is to be curious and to embrace technologies.”

us but not so much for contractors, who face a very serious de-professionalisation because they are losing skilled workers and dealing with a decay of quality in constructions.

“We would also like to work as part a of a construction industry chain which is completely digitalised, using computer files for delivering information, 3D coordinated models and forgetting about mountains of paper.

It will come one day, but I am impatient for that.”

Tigănaș himself is active on the edu-

An inspiring workplace designed by Dico si Tiganas cational front. An associate professor at the Technical University of Cluj, he has found a happy balance between practicing and teaching architecture and, is also involved in refining planning and building legislation at a governmental level.

This will be important in the ongoing evolution of Romania’s construction industry, the domestic agenda

being the Co-Founder and President’s major priority for the company moving forwards.

Tigănaș concludes: “We anticipate big needs for the medical sector and for transportation and have already started to look for partners in both fields. We are also looking for projects in the Western Balkans and, at the same time, I am very interested in developing further our network of compatible engineering companies for more challenging projects.”

DICO SI TIGANAS Tel: +40 264 442 197 office@dicositiganas.ro www.dicositiganas.ro

EME Outlook issue 32 | 99

ALUSYSTEM

CU

100 | EME Outlook issue 32

CONSTRUCTION

UTTING A dynamic, 16-year evolution has seen Alusystem rise to pre-eminence in Romania’s construction industry. Razvan Popa tells the façade specialist’s story Writer: Jonathan Dyble | Project Manager: Ryan Gray

S

hrugging off the slight downturn of 2017 and 2018, this year has seen Romania’s buoyant construction sector once again capitalise on numerous tailwinds.

Take January and February, for instance. According to GlobalData, the country’s national construction works index grew by 4.8 percent yearon-year, while the new construction segment rose by 8.7 percent. Equally, this upward trajectory has been maintained as the year has shifted from spring to summer and now autumn, so much so that the industry is anticipated to grow at approximately 3.37 percent per year until 2023.

From the optimism surrounding a revival in public sector investments to financial commitments coming from the European Union, geared towards national infrastructure development, positivity is being projected across the commercial and residential segments alike.

“Romania has huge potential,” Razvan Popa affirms.

“The ambition of our architects and the quality of construction work in this country is truly amazing. In my eyes, it is like a pearl for Eastern Europe and investors can expect to see an abundance of opportunities emerging here in the coming years.”

Echoing GlobalData’s own bright outlook, Popa’s insight its similarly well informed.

Having led a fruitful career in Romania’s construction industry for more than a decade, he now stands as the Executive Director of Alusystem – a façade and curtain wall specialist that is thriving against this optimistic backdrop.

“Engineering runs in my family; I’ve been surrounded by the industry ever since I was a child,” he reveals, pointing to his degree in Civil Engineering.

“There’s nothing quite like the feeling of satisfaction you can get when workEME Outlook issue 32 | 101

ALUSYSTEM ing on a construction project from start to finish and seeing it come to life.

“The thrill never ends, particularly in the façade trade. When you talk about a façade, you talk about the image of an entire project. Because of this, all architects want to bring new ideas to the table – buildings are their business cards.

“It makes it an exciting, challenging, fast-moving industry to work in.”

DEFINING ESTEEMED PROJECT DELIVERY These animated attitudes are reflective of Alusystem’s own perspectives, a forward-thinking company that excels by bringing game-changing solutions to market in what is already an innovative environment.

From design to execution to installation, the company has established an esteemed reputation as a turnkey operator. Popa confirms: “Our main products include glass and ventilated façades, but nowadays most projects are custom, so we’re proactive in developing technical solutions to meet any architectural request.”

This ethos has seen Alusystem deliver a vast array of globally renowned projects to the highest standard across Romania over the years. From office blocks to a number of specialised projects including the Dolj Law Courts, Otopeni Airport and the Romanian US embassy based in Bucharest, the company’s esteemed portfolio speaks for itself.

“I think every project harbours something special, whether that’s glass characteristics, new technologies or a crazy quick delivery time. But yes, a few spring to mind that we consider to be particularly in unique,” Popa responds when asked about those that he is particularly proud of. “Global Worth Tower, for example, features the first glued spider façade in Europe that is more than 100 metres in height.

“Meanwhile, the Victoriei Office Building project includes the first unyielded 3D glass façade placed in two directions on the continent, and in 2008 we were the first Romanian company to install a unitised façade on Gemini Towers in Piata Presei Libere.”

Sika Romania Sika is a specialty chemicals company with a leading position in the development and production of systems and products for bonding, sealing, damping, reinforcing and protecting in the building and motor vehicle industries. Sika’s product lines feature concrete admixtures, mortars, sealants and adhesives, structural strengthening systems, flooring as well as roofing and waterproofing systems.

Our core competence – from design to process Sika develops bonding and sealing solutions in close cooperation with its customers in the facade and window industry. This means not only developing best-in-class technology solutions to match the customer’s technical and commercial requirements, but also ensuring appropriate performance throughout the design, prototyping, validation and full production phases.

Design and system engineering Application oriented adhesives and sealants, as well as innovative construction methods are currently in high demand, which calls for design and application support. At Sika Facade and Fenestration Competence Centres, the most suitable solutions are developed in partnership with our customers to achieve the targeted results. Ultimately, this means reduced production costs, greater product reliability, improved aesthetic appeal and faster turnaround times, adding value to the activities of Sika customers.

Technical service Sika technical service teams are located around the world, and are dedicated to providing best practice selection, validation and application of Sika materials.

Being located close to our customers, we provide fast and reliable project tests based on international or local standards.

Through comprehensive training sessions in local languages, Sika can assure optimum communication and understanding for the appropriate product application.

Furthermore, Sika supports the build-up of proper QA/QC procedures and systems complying with relevant standards.

Dolj Law Courts

102 | EME Outlook issue 32

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Sika F&F SEALING AND BONDING IN FACADE AND FENESTRATION

With the Sika BONDING EXCELLENCE program, we raise the awareness of Quality with our customers but also within Sika.

The program offers a revised digital project management software, templates for audits, checklists and other literature such as trainings on one single source.

The new software offers full monitoring of the facade projects including educational level of our customers and our Sika sales force.

The basic idea of the program of BONDING EXCELLENCE is: Building confidence in the technology of structural glazing in facades, from design to process to the installed facade elements.

This is the message given to our end customers such as the building owners, architects and specifiers.

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•--- Structural glazing and insulating glass edge sealing •--- Panel bonding •--- Panel lamination •--- Panel reinforcement (panel strengthening) •--- Structural window bonding •--- Wet joint sealing •--- Joint membranes •--- Sika facade technologies •--- Sound damping •--- Anchoring •--- Online project management

ALUSYSTEM INSPIRING INNOVATION AND CREATIVITY This list of firsts somewhat stems from the firm’s acknowledgement of the importance of technologies, readily utilising, incorporating and investing in design software solutions and computer numerical control machines (of which it has three).

MANAGEMENT FOCUS

Q: How important are partner and supplier relationships to the success of Alusystem?

Razvan Popa, Executive Director: “The supply chain is the key to any project, empowering the brains that come from our in-house design team and workshop.

“We’ve spent a lot of time strengthening our relations with suppliers. Communication, planning and clarity are crucial to ensuring that projects run smoothly, and we’ve ramped this up since the launch of our own design department.

“Many years ago, we realised better prices can be obtained by efficiency and not discounts, and this mentality ensures both our own business and those of our partners and suppliers have flourished and will continue to do so in the long term.”

1

Razvan Popa, Executive Director

104 | EME Outlook issue 32

“Everything in our company starts from the design and you cannot perform without technology in the modern day,” Popa declares. “In order to come up with precision installation, for example, we scan the structure and use topometric measurements in order to avoid any errors.”

Equally, the Executive Director highlights Alusystem’s esteemed network of suppliers and unrivalled facilities,

including its Timisoara-based warehouse and Bucharest-based workshop, as pivotal parts of the company’s success since its founding in 2003. Yet, at the same time, he is quick to state that a core differentiator comes from its workforce.

“Alusystem’s greatest assets are its employees,” he states. “They bolster our competitive advantage and help us to stand out in this industry.”

This is not lost on the business, the

CONSTRUCTION

2

4

6

5

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company taking ample steps to ensure it provides its employees with the perfect platform from which they can flourish.

“We work tirelessly to create a working environment where our young employees can develop long term careers – careers where creativity has no limit,” Popa adds. “I myself have been here for 12 years now, since I was 22 years old, and this is a major reason as to why.

“Our strategic partners offer us training, for example, ensuring we remain on top of industry trends. And when hiring new talent, we look for curiosity – if our staff are curious, then not even the sky is the limit.”

INTERNATIONAL AMBITION Be it suppliers, investment strategies or a fiercely creative workforce, Alusystem has secured sound grounding from which it can continue to excel moving through 2019 and beyond.

The company’s existing portfolio will

Alusystem has delivered a vast array of globally renowned projects to the highest standard across Romania over the years. Pictured left and above.

1: Gemini Towers. 2: Riviera Cluj. 3: Otopeni Airport.

4: Bosch Cluj. 5: GlobalWorth Campus. 6: Equilibrium.

7: Openville Timisoara soon be accompanied by a number of ongoing developments, Popa pointing to the 3D modular façades that are being delivered for Globalworth and the loop system façade with printed glass it is developing for the AFI mall in Brasov as ones to watch.

“For the next year, we also plan to work on our operational skills and improve our performance, delivering quality in shorter timeframes at the lowest possible price,” he adds. “Larger margins tend to come from custom projects, something that will additionally require us to take more risks and bet on innovation.”

Equally, the company is beginning to look beyond the borders and limitations of Romania’s market, eyeing expansion in the future.

Popa concludes, eluding to these long-term ambitions: “Most investors are global, meaning international business has vast impacts on business in Romania. Our advantage here is that there are strong growth prospects.

“Will we go global ourselves? It’s something that key suppliers for businesses around the world are asking us a lot.

“The number of opportunities in Romania have dictated that we haven’t had the time to think about developing an international footprint, but in the future, we would like to go abroad for sure, ideally via small steps and organic growth.”

ALUSYSTEM Tel: +40 (0) 21 201 69 79 office.b@alusystem.ro www.alusystem.ro

EME Outlook issue 32 | 105

MOELVEN LIMTRE

TIMBER

TITAN Moelven Limtre continues to champion glulam as a viable building material, acting as a key supplier to Norway’s construction industry as the country embraces sustainable infrastructure Writer: Tom Wadlow | Project Manager: Ryan Gray

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CONSTRUCTION

L

illehammer, February 1994 – the sporting eyes of the world watch over what is commonly touted the greatest ever Winter Olympics.

Having missed out to French commune Albertville in hosting the games two years earlier, the ski resort town nestled in Oppland County in southern Norway served up one of the nation’s proudest moments in recent history over 17 days of memorable competition and story making.

More than 1,700 athletes from 67 nations attended, notable landmarks being the former Soviet countries competing as separate teams and the participation of post-apartheid South Africa following a 34-year absence.

Behind the scenes, the 17th Winter Olympics also marked a crucial

turning point in Norway’s building industry.

For Rune Abrahamsen, attending the event as an engineering student was a real eye opener. “I was fascinated by the enormous and spectacular timber structures that were built for the arenas,” he says. “It inspired me to pursue a career in the construction trade and in particular the timber subsector.

“The idea of using timber was quite controversial and unconventional at the time. Traditionally, large arenas used for sports like ice hockey and speed skating used materials such as concrete and steel, but the Norwegian government strongly believed in using what we have here in our own country.

“The use of timber materials in 1994 has carried great importance for

EME Outlook issue 32 | 107

MOELVEN LIMTRE Norway’s construction industry, and it has been a tremendous journey since then, full of innovation.”

Having spent two decades as an engineering consultant at various firms, Abrahamsen joined Moelven Limtre as CEO in 2015 to pursue his desire to explore what he describes as the other side, how things are made.

Indeed, Moelven Limtre has remained an industry leader ever since it opened what was then the first facility of its kind in 1959, its operations revolving around a central product – glulam.

A type of glued laminated timber, this structural engineered wood product is made up of layers of dimensional lumber bonded together with durable, moisture-resistant structural adhesives, produced by Moelven Limtre as

whole structures or smaller components in all shapes and sizes.

“Glulam is strong, precise and can serve as a standalone structure,” says Abrahamsen. “It is also extremely flexible, in that we can produce it in straight and curved forms, or any shape a customer would like.

“Glulam is a prefabricated material that is made off site and transported to where it is needed, whereas concrete is poured and set on site, which is more expensive and time consuming.

I compare using glulam to building a large LEGO house.”

It is also a sustainable alternative to other commonly used products, not least because the company sources its raw material from sustainably certified sawmills which are no further than 150

COMPANY BACKGROUND

ABOUT MOELVEN LIMTRE Moelven Limtre AS, a subsidiary of Moelven, is Norway’s leading and most complete glulam manufacturer.

The company, whose main activity is the production of glulam building materials, has its head office and production facility in Moelv, along with a production plant in Vatnestrøm and a logistics base and cutting plant in Trondheim.

Its products include standard glulam, resawn glulam, block glued glulam, curved glulam, impregnated glulam, veneer beams and fittings and fasteners, and have been used on landmark constructs such as bridges, agriculture buildings, sports halls, swimming pools, high rises, and bridges across Norway.

Kjøllsæterbrua bridge

108 | EME Outlook issue 32

AkzoNobel Adhesives AkzoNobel Adhesives is a leading supplier of bonding solutions to the woodworking industry. We offer a wide variety of wood adhesive technologies for structural and non-structural, interior and exterior applications.

With our technical knowhow and innovative mindset, we are able to provide customers with bonding solutions for the most challenging gluing conditions. Our assortment covers the following wood adhesive technologies: melamine-formaldehyde-based adhesives, urea-formaldehyde adhesives, phenol-resorcinol-formaldehyde adhesives, polyvinyl acetate adhesives, emulsion polymer adhesives, polyurethane adhesives and hot melt adhesives.

We can offer the best adhesive solution for both building products applications as well as furniture and flooring applications. www.woodadhesives.akzonobel.com

kilometres from its head office and production facility in Moelv, around 100 kilometres north of Oslo.

Further, and perhaps contrary to some opinion, is the fact that glulam resists fire better than many other construction materials, making it a safe alternative as well as a sustainable one.

REACHING NEW HEIGHTS Although the company’s staple activity is the supply of various types of beams to clients around Norway, the potential for glulam to transform both national and international approaches to construction is best showcased through examples of complete buildings.

This is no better demonstrated than

by Mjøstårnet, the world’s tallest timber building which opened in March 2019.

Covering 11,300 square metres, the mixed-use development comprises 18 storeys that include apartments, a hotel, offices, a restaurant, a rooftop

CONSTRUCTION

Wood Adhesives

Creating the right bond We provide high quality bonding solutions to increase customer value by optimizing the use of raw materials, minimizing rework and scrap, lower emission and improve indoor air quality. www.woodadhesives.akzonobel.com

© Hampus Lundgren

terrace and common areas. Next to Mjøstårnet there is a swimming pool building measuring 4,700 square metres in size, also built in wood.

“This is a hugely important development not only for our company but for the timber industry locally, nationally and globally,” Abrahamsen explains.

“Timber, or glulam, is used to carry all horizontal and vertical loads, and has

never been achieved at this height before. Wood is the sole stabiliser of the building.”

The construct based in Brumunddal, around 140 kilometres’ drive north of Oslo, stands at 85.4 metres and is classified as a skyscraper by definition of the Council on Tall Buildings and Urban Habitat, an international skyscraper organisation.

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MOELVEN LIMTRE

Finansparken

BANKING ON TIMBER Another landmark project for Moelven Limtre is currently being finalised on the west coast of Norway, in Stavanger.

Named Finansparken, it is the new HQ for SpareBank 1 SRBank and spans 22,600 square metres.

“This is a remarkable bank building where timber has been used throughout the seven storeys and shaped into what has become a spectacular piece of architecture,” Abrahamsen says.

“It is actually a bigger project to us than Mjøstårnet and is one of Europe’s largest timber buildings for commercial use, and it should be open by the end of 2019 once we have finished the final parts such as the lobbies and stairwells.”

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“It has attracted a lot of interest since opening,” Abrahamsen continues. “We’ve had several thousand building industry professionals from all over the world travel to see the construction, people who have been encouraged to do similar things in their own countries.

“We have shown that it is possible to build tall structures out of timber, and I would like to see this as a source of inspiration for future projects, even if they are smaller and only a few storeys high. This is a landmark for Norway, and we are proud to have played such a big part in the project.”

Away from the highs of Mjøstårnet, an important line of business for Moelven Limtre lies far closer to the ground in the form of bridges.

In what is another legacy of Lillehammer 1994, the Norwegian Public Roads Administration has turned its attention to timber as a viable building material from which to construct important flyovers on key roads.

“Bridges support similar loads to a large roof, and so this has been a key part of our portfolio,” Abrahamsen says.

“In 2019, for example, we are handing over around 15 timber bridges that span 50 to 100 metres in length and can carry busy road traffic. These are located on main roads and have a service life of 100 years.”

Central to the ability to supply these projects is Moelven Limtre’s own network of suppliers, a group of companies which Abrahamsen describes as crucial to the firm’s ongoing success story.

“Professional collaboration with our partners is absolutely crucial to us,” he says. “We have regular meetings with most of our partners and hold quality control checks to ensure we are meeting the highest standards for our clients.

CONSTRUCTION

“This also involves visiting our suppliers at their factories to get to know them better, and the aim here is to find ways of growing together.”

Mjøstårnet project

LOOKING AHEAD Such a prosperous future is also dependent on Moelven Limtre’s own team of dedicated employees.

A large proportion of the firm’s 140 staff are long serving stalwarts, whose skills are honed regularly through detailed training exercises, with new recruits able to gain valuable knowledge from these experienced and talented experts.

In terms of recruitment, today’s manufacturing dynamics warrant a different approach to when the company first set up in 1959, not least because of the role of automation.

“Over time the industry will become more and more automated,” explains Abrahamsen. “We are using robots, or what we call CNC machines, to process and finish elements and that means we need skilled operators to use this equipment.

“State-of-the-art machinery is critical to Moelven Limtre remaining competitive and is the reason we have

been able to grow and remain a leader for 60 years.”

Completing projects with an exemplary health and safety record will also stand Moelven Limtre in strong stead as it moves into its next chapter, the CEO outlining his plans to strengthen ties within Norway’s building industry by successfully handing over developments and picking up new projects.

Buoyant about the future and continuing to raise the profile of timber in the construction industry, Abrahamsen concludes in an upbeat manner.

“We believe that sustainable building will only continue to gain an increased focus, both in our home market and also globally. Timber, without doubt, is a part of that equation.”

MOELVEN LIMTRE Tel: +47 06123 post.limtre@moelven.no www.moelven.com

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VOLTAS

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CONSTRUCTION

Empowered by

Expertise Drawing on a rich Indian heritage, Voltas has been transferring formidable levels of MEP contracting knowledge into the GCC, proven by a rich track record and a pipeline of projects that continues to grow Writer: Tom Wadlow | Project Manager: Ryan Gray

T

he UAE is hurtling towards the highly anticipated Expo 2020.

Lasting six months and officially the largest event ever staged in the Arab World, this celebration of cosmopolitanism will see the world’s commercial eyes cast upon Dubai, with delegates from 190 countries and millions of international visitors set to pour into the city.

It is an enormous operation, one which began as soon as the award to host the event was made in November 2013.

For the UAE’s construction industry, it has provided a massive opportunity to showcase the best of what it can offer, a fact not lost on Suresh Kumar, Senior General Manager of Operations for Voltas’s International Operations Business Group.

“The country is getting ready and the infrastructure and building sector has been gearing up in a big way,” he reports. “All the contractors

and vendors are busy in and around Expo 2020. Away from this, Dubai is developing in all directions and a lot of projects, especially in the residential and hospitality sector, have come up.”

The final push to prepare for Expo 2020 has provided a welcome boost to a sector which has not always been easy to operate in over recent years, and Kumar is quick to recognise a positive impact that such a challenge A R Suresh Kumar, Sr. General Manager has brought with it.

- Operations. Kumar “While there has been a slowdown, is a veteran of Voltas, this has forced industry leaders to serving the company think of innovative and creative methfor more than 30 ods,” he continues. years having joined “This has been further enhanced as a graduate. He is by the implementation of building passionate about other information modelling (BIM) and other young recruits emulating his journey through the digital initiatives, like robotics and artificial intelligence, innovations which ranks of the company. have finally touched the construction industry. It is true to say our sector is no longer a story of just brick and cement.”

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VOLTAS GROUNDED IN KNOWLEDGE Indeed, as well as improving technology, the Voltas story is one centred around people.

Described as the company’s most important real estate by Kumar, it is his own story which neatly reflects the commitment to skills development and opportunities to be reaped at the firm.

“Straight after graduation, I joined Voltas as a management trainee,” he recalls. “Even in those days, 31 years ago, Voltas was one of the employers young engineering graduates dreamt of working with. What attracted me at the beginning was the tough selection procedures, which made one feel it was a great achievement to get into the company.

“I am proud to tell you that Voltas provides a great learning opportunity for young individuals which no other organisation offers. The amount of theoretical, practical, management and commercial knowledge that a BACKGROUND

VOLTAS – 65 YEARS NOT OUT Voltas was formed 65 years ago

by Swiss-based Volkart Brothers and Tata Sons Limited.

Today it is India’s largest air conditioning company and a reputed engineering solutions provider, specialising in project management.

Voltas plays a key role in developing infrastructure in several parts of the world, its expertise spanning technology, engineering, construction, cooling and ventilation, infrastructure projects, textile, mining and manufacturing, water treatment and facility management.

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Dubai World Trade Centre (DWTC)

young graduate can gain from this company in the first few years is, probably, a combination of two or three masters’ courses in technology and management.”

Kumar was also aware back in the 1980s of the reputation, standing and ethical values of Voltas’s parent, India’s Tata Group. Having started out in the company’s home country, he moved to the Middle East and found an industry already benefitting from the wealth of knowledge developed by the firm.

“It was a pleasant surprise for me to understand that there was no single organisation in the region – whether contractor, consultant or supplier – without an ‘ex-Voltas’ person working in them,” Kumar adds. “It made me believe that Voltas was the greatest alma mater for this industry in the Middle East and possibly the Far East as well.”

Whether it is blue collar workers, design engineers, draftsmen or managers, Voltas prides itself on the knowledge and client-caring attitude

of its human resources.

In order to keep up-to-date with the latest production and installation techniques that define the MEP contracting world, the company deploys a robust training, coaching and mentoring system that develops personnel capable of meeting the modern-day challenges of the industry.

Further, it continues to recruit from universities and pair graduates with seasoned engineers, the knowledge transfer process taking around two to three years.

“We have also engaged with various skill centres in developing skilled technicians and work with vendors and suppliers for training on the latest technology for our current workforce,”

CONSTRUCTION

Protect our World, Build Green.

FJ Group represents eco-friendly MEP building equipment and services that provide a better quality of life. From thermal insulations, heating, ventilation, air-conditioning and solar systems to power and automation technologies, they enable the industry to improve performance and lower the environmental impact.

Learn more at faisaljassim.ae D U B A I • A B U D H A B I • R I YA D H • T U N I S I A • O M A N • I R A Q

MULTI-DISCIPLINED Voltas is very much a multifaceted organisation. Two other lines of business, as explained by Kumar, include: FACILITIES MANAGEMENT: “We have offered HVAC facility maintenance services over the decades to the oil and gas industry in Abu Dhabi and, in recent years, have extended our services to commercial and residential buildings and infrastructure facilities. We are able to leverage our MEP installation expertise in offering post-construction maintenance services to a high standard on a costeffective basis across the UAE and the GCC countries.

An important part of our FM offering is to focus on sustainable energy and water consumption.”

WATER TREATMENT: “As we know, water is a precious commodity, particularly in this region.

We also have among the highest per capita water consumption and therefore see a need to contribute in this area as well as a business opportunity. We have been very active in Oman over the years and offer our services across the entire cycle of drilling, purification, supply/distribution, wastewater treatment and irrigation. We have now started offering our water management solutions in other GCC countries and see this as an important vertical to focus on.”

Kumar says. “To sum up, Voltas is an organisation with a culture of education, and one which believes that learning is the only way to grow.”

WALKING THE WALK Such a track record of nurturing talent has, unsurprisingly, resulted in the delivery of a huge portfolio of successful projects across the UAE, a major focus for Kumar in his role as Senior General Manager of Operations.

Among the most significant is Voltas’s MEP work on Dubai World Trade Centre (DWTC).

“We have completed the first three phases and are proud to tell the world that all of this work was highly successful, and that we have received Taking Over Certificates,” explains Kumar. “All our stakeholders – the client, consultants and the main contractor – are extremely happy with Voltas’s performance and this has resulted in securing many projects of repute in the UAE and elsewhere.”

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VOLTAS Indeed, the last few years have been an extremely busy time, Kumar citing a tremendous array of activity carried out not just in the UAE, but all over the wider region.

From the iconic Qasr Al Hosn in Abu Dhabi and Burj Khalifa (Dubai) to Bahrain’s international airport and several hotels in Oman, Voltas has an enviable record of delivery which has led to a continuing stream of new projects being taken.

Among these ongoing developments are the Conference and Exhibition Centre for Expo 2020, the Across Ages Museum in Oman, and Vendome Mall in Qatar and the Al Sahel Hotel & Resort in Bahrain. The company is also working on district cooling plants, an international airport expansion and a residential building project in the UAE, and a wastewater treatment and reverse osmosis plant for a dairy facility in Oman.

Technology and innovative techniques continue to be front and centre of these works, be it in the form of prefabrication, BIM, or other modes of digitisation. Such methods have evolved over the years, Kumar recalling three projects that stand out to him as particularly influential from a personal perspective.

“One is the PSLV rocket launch tower project which I was part of during the beginning of my career, and a second is the Information Technology Park in Bangalore, the first integrated IT park of that size making Bangalore the Silicon Valley of India,” he says.

“The third is Etihad towers, an absolute jewel and icon for Abu Dhabi.

“All projects see the same enthusiasm and passion, and Voltas gives tremendous opportunities for a professional to draw inspiration and gain knowledge from such experiences. It is the freedom and support that the organisation gives which makes a young engineer a true professional in his or her early career.”

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CONSTRUCTION

LOOKING AHEAD Adding to the project pipeline is a clear priority for Kumar and Voltas moving forwards.

Southeast Asia is a region identified for potential expansion, with the company able to draw on a track record of successful projects in Hong Kong and Singapore, work which has included an airport project in the former and the Thomson East Coast metro line in the latter.

Consolidating its leading position in the GCC is the immediate priority, however, an objective which Kumar believes will be achieved through a continued focus on enhancing process with technology and developing even more skills within the organisation.

He concludes optimistically, in particular citing the promising future ahead for the UAE’s construction sector.

“Dubai is just eight hours flying time to two thirds of the world. The kind of freedom and facilities offered by the governments in the region continue to attract many corporates from around the world to set up their hubs here, and the UAE’s ability to attract talent and make them feel at home will invite more FDIs and continuing opportunities.

“The GCC was earlier known for oil and gas development and today the shift is towards manufacturing, tourism and knowledge-based industries.

The kind of infrastructure that has been developed in the region, espe-

cially the UAE, provides fertile ground for these markets.

“Today, the country can compete with any other in the world and we do not have issues that normally affects or makes investors cautious. As long as one is prepared to follow rules and regulations, this region offers the best opportunities for both employers and employees.”

VOLTAS Tel: +971 4 806 0000 voltasuae@voltas.com www.voltas.com

EME Outlook issue 32 | 117

NORM LLC

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CONSTRUCTION

A

The largest cement producer in the South Caucasus is facilitating cement-empowered economic diversification for both Azerbaijan and the wider region. Henning Sasse tells its story Writer: Jonathan Dyble Project Manager: Ryan Gray

zerbaijan has historically been an energy-led economy.

Less industrially developed than neighbours Armenia and Georgia throughout the Soviet period, the country’s oil boom during the nineties and noughties saw its GDP growth rates skyrocket year after year, peaking at 34.6 percent in 2006.

In more recent years, however, the government has recognised that its reliance on energy exports has to change, the country resultantly focussing on economic reform and sustainable macroeconomic stabilisation.

Under this renewed strategy, the construction industry has excelled.

According to annual numbers from the State Statistical Committee of Azerbaijan, the sector now accounts for 44.2 percent of GDP (based on 2018’s figures), up from 32.9 percent in 2015.

Norm LLC has thrived in this environment, which has become indispensable to the continued development of the non-oil sector.

“The construction industry in Azerbaijan has become one of the fastest growing verticals of today, now firmly a key driving force behind the country’s economic development,” affirms Henning Sasse, the organisation’s CEO. “Considering this context, there was a growing demand for and indeed need for investments into cement production. It was this that stimulated Norm LLC to launch the Norm Sement plant project, now one of the largest non-oil sector entities and a key facilitator of social and economic benefit.”

INSTIGATING INNOVATION Such a reputation has been established in the space of just half a decade, owed to the company’s willingness to proactively remain ahead of the curve and underpinned by its emphasis on revolutionary technologies.

“The Norm Sement plant was designed to incorporate some of the most advanced European technologies from the outset,” Sasse reveals.

“On the production side, we have installed machinery including a crusher, vertical roller miller, burner, cooler and more, sourcing industry leading equipment from the likes of HAZEMAG, Gebr, Pfeiffer SE, Pillard, Claudius Peters Ltd, Siemens, Haver & Boecker and Phillips.

“Leveraging the cutting-edge ensures that high quality of output, safety and efficiency of operations and minimisation of fuel and power consumption are maintained, all while preserving the most stringent of European and global ecological standards.”

INTRODUCTION

Norm Sement Norm LLC was established on May 4, 2006 for the implementation of industrial projects, concentrating its efforts on the Norm Sement plant project from 2008 onwards. The greenfield facility was thereafter completed in 2012, with cement production beginning in 2013 and clinker production in 2014.

Today, Norm Sement is the largest cement producer in the South Caucasus, quoting a production capacity of 5,300 tonnes of clinker per day and 2.1 million tonnes of cement per year. The plant covers an 80-hectare area and is located in the Garadakh district of Baku, six kilometres north of the Sangachal Oil Terminal.

At present, it produces five different types of cement: CEM II/A-P 32,5R (KLASS A400) CEM II/B-L 32.5R (KLASS B) CEM II/A-P 42,5 R (KLASS C500) CEM II/ A-P 42,5N (KLASS S) CEM I 52.5N (KLASS 1)

EME Outlook issue 32 | 119

NORM LLC This ethos and its accompanying investment commitments have resultantly seen the creation of the first concrete laboratory in Azerbaijan, allowing Norm to provide unrivalled professional and technical services. Meanwhile, the company has more recently been developing a new silo costing $6.5 million that will enable it to supply special cements to its customers and

LEADERSHIP FOCUS HENNING SASSE, CEO After completing his PhD in Economics related to waste coprocessing in cement kilns and cofired power plants Henning Sasse started his career at the turn of the millennium in Holcim (Germany), working in the buildings materials sector as a production manager, responsible for cement and lime production.

From here he moved to Azerbaijan for the first time in 2004, becoming Technical Director and Head of Alternative Fuels and Raw Materials for Garadagh Cement (today known as Holcim Azerbaijan).

“From 2009 until 2013 I performed in the same role for Holcim Russia and in parallel continued as a Non-Executive Board Member of Holcim Azerbaijan,” Sasse adds. “I then worked as Head of Cement Industrial for Holcim and LafargeHolcim between 2013 and 2017, responsible for its operations in India, Sri Lanka and Bangladesh.”

Today, he stands as the Chief Executive Officer for Norm LLC – a position he has held for two and a half years.

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widen its product portfolio, pending completion later this year.

Further, the company is equally anticipating that it will become the first firm in Azerbaijan to bring API-certified oil well cement to the national industry from 2020 onwards.

“Equipment aside, we also held the inaugural international conference for Azerbaijan’s concrete industry

in partnership with International CPI Worldwide journal and International Concrete Conference and Exhibition (ICCX) Academy, looking at modern concrete technologies and the country’s construction directions,” Sasse continues.

“We have been working towards our own personal international ambitions as well. Consolidating our position

CONSTRUCTION

Inshaat Commerce LLC in_kom@hotmail.com

through several years of production experience has allowed us to access new markets and expand our reach.

We’ve been exporting cement and clinker products to neighbouring Georgia for some years, for example.”

COLLABORATION IS CRUCIAL A nous for technology and eye to investment are not the sole reasons behind the firm’s ability to continually raise Azerbaijan’s profile on the global construction map, however, the Chief Executive equally pointing to Norm’s network of esteemed suppliers.

“These relationships are crucial to the success of the business,” Sasse reveals.

“The better we know our suppliers, and the better they know us, the more likely we are to benefit from dedicated service, preferential pricing and special terms. Our supply chain has become more efficient, cost-effective and productive, essentially creating key advantages and better value for the business.”

Likewise, the company’s largely local workforce contributes immensely – something that is not lost on the company.

Sasse continues: “We try to ensure that there’s a win-win relationship with each and every employee, running a special programme aimed at enhancing the skillsets of our workers to this end, named MWFT – Manufacturing Workforce Training.”

This is accompanied by Norm Ustalar Klubu (Norm Club of Masters), an alternate awareness-raising training programme, bringing industry professionals together to share knowledge and insights. Initially launched in December 2016, over 44 Norm Ustalar Klubu events have been run across different areas of the republic to date, receiving an average attendance of 1,500.

“We’re planning to unite the club around a virtual network using advanced software in the future,” Sasse adds. “By doing so, industry operators will be able to benefit from shared EME Outlook issue 32 | 121

NORM LLC

attitudes for quality and professional services, gaining the ability to find experts in any field and removing a multitude of pain points.”

ONWARD OPTIMISM Coupling these community-focussed efforts with Norm’s charitable initiatives, regularly supporting disabled children and the homeless youth in various ways, it’s clear that the company is seeking to make a real industrial, economic and social difference.

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Confident that these forward-thinking, inclusive attitudes will remain the driving force behind the enterprise’s overriding success for years to come, Sasse is optimistic for the future despite a recent downturn in fortunes.

“For the time being, cement

demand in Azerbaijan is stagnating, putting pressure on our margins,” he explains. “But this won’t block our ambitions. Our priorities are to enter into new business activities both inside and outside of the country, and we’ll be focusing on further optimising our existing operations in order to sustain profitability.

“In the long run, we are definitely positive about our prospects. In Azerbaijan, further investments in infrastructure are required to develop

CONSTRUCTION

Staff wellbeing and development are key priorities for the management at Norm LLC

its economy, which should support local cement demand.”

Sustained market prosperity aside, the CEO equally highlights an alternate set of ambitions that will take precedence moving forward, the firm becoming increasingly conscious of its impact on the environment.

“We cannot ignore the fact that the cement industry is one of the main sources of CO2 emissions,” Sasse states consciously, highlighting how the company can lessen its

environment impact.

“We’re aware that we have to take steps to reduce our carbon footprint and help mitigate the risks from global climate change, something that will begin to come to fruition once the ongoing development of our credible decarbonisation strategy is complete.

“We already monitor our greenhouse gas emissions and we’re working to create new clinker and cement types connected with carbon capture, utilisation and storage technologies.

Integrating these into our overall manufacturing processes will become a priority during the coming months and years.”

NORM LLC Tel: +994 12 310 1010 Fax: +994 12 310 1020 www.norm.az

EME Outlook issue 32 | 123

KRÓNAN

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RETAIL

Putting the Green in

GROCERS Iceland’s leading discount supermarket has established itself as an exemplary industry figurehead, stocking its shelves with progressive products and grocery goodness Writer: Jonathan Dyble | Project Manager: Josh Hyland

T

he retail sphere has been swept by the storm that is the growing commercial phenomenon of consumer consciousness in recent years.

Be it the rise of veganism or the global war on single use plastics, consumers aided by social media have helped bring crucial health, social and environmental issues to the forefront of the minds of multinationals.

L.E.K.’s latest Consumer Health Claims report provides the evidence.

Having surveyed 1,600 people it found that buyers now want to know more than whether a product is low-calorie or high in fibre. Instead, consumers are advocating that products should convey specific attributes relative to not only health, but equally wellness, ethics and the environment.

Resultantly, many businesses are having to adapt operationally and culturally in order to meet these changing demands. Yet others, such as Icelandic budget supermarket Krónan, are thriving in this increasingly mindful environment.

“Much like other discount stores, we are competing on prices,” explains Gréta María Grétarsdóttir, the company’s CEO. “What truly sets us apart, however, is the emphasis we place on social responsibility and public health.

“We have been at the forefront of decreasing food waste and at the same time have changed our store layout to focus on healthier products, replacing the candy and sweets that you’d typically find at cash registers with snacking fruit and strategically positioning water and diet drinks ahead of those with added sugars.

“Consumers of the future will be much more demanding; we’re preparing to provide them with all the information and products they may require.”

This uniquely progressive approach has enabled Krónan to excel in the two decades since its inception, now established as a major market challenger having played an important role in lowering grocery prices and raising social awareness in the national food retail sphere.

EME Outlook issue 32 | 125

KRÓNAN TAKING SUSTAINABLE STRIDES Being fundamentally a responsibility-driven company does come with its challenges, however, Grétarsdóttir herself citing Iceland’s relatively remote location as a consistent yet unavoidable hurdle.

CEO BACKGROUND

GRÉTA MARÍA GRÉTARSDÓTTIR How did you become interested in the supermarket sector?

“I have always had passion for making systems perform better. I studied engineering at university and my first job after graduation was in quality management.

From there I transitioned into the financial industry before joining the retail sector as a Chief Financial Officer.

“When the opportunity to join Krónan arose, I found myself quickly excelling in an environment where there is always room for improvement.

The industry suits me well – decisions are made constantly that aim to optimise and improve business.”

Gréta María Grétarsdóttir, CEO

126 | EME Outlook issue 32

“We are very proud of the Icelandic products that we offer and know that the carbon footprint of each of our domestic goods is lower than that of those that we import,” she explains.

“We have good relationships with local producers and partner with small and innovative businesses for this very reason.

“At the same time, however, when you’re operating in a country with a population of about 360,000, it is not feasible or even possible to produce many of the products that we are used to seeing in grocery stores.”

In order to overcome this, the company maintains similarly close relationships with a number of international vendors from both Europe and the United States, ensuring that its customers have a wide selection of products to choose from.

Further, the company has developed a close understanding with its transport partners who take heed of Krónan’s responsible ethos, values and business model.

“We ensure that the cargo ship containers we use arrange our imported produce in such a way that the fresh products are always unloaded first, in turn taking precedence when it comes to reaching the warehouse,” Grétarsdóttir states.

Reduced food waste is one such outcome of this emphasis – a key area that the firm is seeking to address across the board, heavily reducing the price of damaged products or those past their best before date rather than simply discarding them.

“Despite our best efforts, however, finding the right balance between food and packaging waste remains a challenge,” Grétarsdóttir adds.

“There are packaging solutions that make food last longer and when it comes to importing these goods, the product’s lifetime matters. Therefore, the line between the two is not always clear, but it’s something that we’re working to address as part of our investment programme.”

Nathan & Olsen “Our vision is still fundamentally the same as our founders: to broaden the horizon and change the landscape of the Icelandic marketplace,” says Nathan & Olsen’s Lísa Björk Óskarsdóttir.

“We specialise in import and distribution of international convenience brands, connecting producers from across the Atlantic and Icelandic population.” Óskarsdóttir specially mentions Krónan and CEO Gréta María Grétarsdóttir as an example of a fruitful collaboration where “both companies inherently understand the needs of the market and their customers and have both the means and ambition to excel in serving them”.

T +354 530 8400 www.nathan.is

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Building Brands In Iceland

Nathan & Olsen specializes in import and distribution of convenience goods in Iceland. In 1912 the aim of our founders was not only to bring quality international brands to our shores, but to broaden the horizon and change the landscape of the Icelandic marketplace.

This vision is still the energy that powers our company today and guides us in making the future of our local and global community better.

Nathan & Olsen ReykjavĂ­k, Iceland +354 530 8400 nathan.is

EME Outlook issue 32 | 127

KRÓNAN

CORPORATE GOVERNANCE

A RESPONSIBLE REMIT Krónan is a consumer-focused, ethical, responsible supermarket brand offering high quality yet affordable fresh produce and associated products to the Icelandic population, stocking over 8,000 different items.

Some of Kronan’s differentiating factors include: • A diverse range of vegan and free from products.

• An extensive, often locally sourced produce range that is placed at the front of each of its stores.

• An emphasis on product freshness, including a daily restocked bread and pastry section.

• The selling of products past their best before date or with damaged packaging at heavily reduced prices to stem waste.

• Providing every child with a piece of free fresh fruit during shopping.

• The introduction of self-service checkouts.

• A series of Kr.- stores that act as smaller, community versions of Krónan’s supermarkets, serving towns and villages across Iceland.

128 | EME Outlook issue 32

MAINTAINING MOMENTUM It is this latter point that is a major focus for the company at the moment.

While the aforementioned efforts geared towards promoting healthy eating and reducing food waste constitute part of the firm’s spending strategy, it is also working extensively on incorporating game-changing technologies into its operations.

Grétarsdóttir reveals: “We have started a journey to becoming a lot more data driven, implementing a product information management system and a new ERP system to support this vision.

“We want our frontline people, who make the day-to-day decisions, to have meaningful data and the insights it can provide. It will provide them with the means of becoming more proactive, as well as ensuring that the right information is readily available to our customers.”

Empowering its employees is a running theme across these investments

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at present, Krónan currently working to introduce effective mobile training and communications platforms, providing its staff with everything they might need in the palms of their hands.

“We are grateful for our staff,” Grétarsdóttir adds. “We are fortunate that many of our store managers and key people have been with us for a long time, and we’re proud to be the first workplace of many young people, helping to kickstart careers.”

From supporting its staff to meeting the evolving demands of its custom-

ers, Krónan’s progressive attitudes will continue to drive the business forwards for years to come.

Having successfully bolstered its market share in recent years, the firm is now looking to expand its footprint and open new stores, the CEO considering each new outlet as a crucial milestone in achieving the wider goal of becoming a consolidated national supermarket of preference.

“We want to be the first choice for customers that care about their health and the environment, while at the

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same time promoting shopping at fair prices,” Grétarsdóttir reveals.

“Alongside expansion, we’ll continue to strive to service our customers better with the implementation of new technical solutions such as more self-service checkouts. Likewise, we’re tracking other trends such as the rise of online grocery shopping, although we’re not yet clear on how drastically this will change in store shopping in Iceland moving forward.

“One thing that is for sure is that we have to adapt quickly to change.

The only thing we know about the future is that it will not be as we think it will be.”

KRÓNAN Tel: +354 585 7000 Kronan@kronan.is www.kronan.is

EME Outlook issue 32 | 129

ECHO MARINE GROUP

M

ore and more high and ultra-high net worth individuals are taking an interest in yachts.

From covering vessels in gold to redefining the boundaries of a superyacht’s size, the market appears to be sailing into a healthy future.

Indeed, according to Coherent Market Insights, the global demand for these larger vessels is set to surpass $35.5 billion by 2026, growing at an average rate of 5.3 percent a year.

More than 400 yachts measuring 24 or more metres in length were sold around the world in 2018, and Asia-Pacific is expected to be the fastest-growing region in the years ahead, owing to a rise in wealthy individuals and growth of marine and water-based sports tourism.

China alone is expected to see an 8.1 percent annual rise in demand for yachts until at least 2022, a market driven by its growing base of millionaires and billionaires.

This global and regional backdrop means that Australia is perfectly poised to pounce.

Home to Henderson-based (WA) Echo Marine Group, the country has been establishing itself as an economical and superior alternative to the established yacht builders of northern Europe.

Challenging this status quo has long been the ambition of Echo’s Co-Founder and Director Mark Stothard, the industry veteran of 30-plus years eager to provide some healthy disruption to the sector.

Asked how important it is to compete on the global stage, he responds: “Very. We are competing in a market comprising luxury design and firstclass shipbuilding, coupled with engineering superiority and the highest standards in quality.

“Aside from a few exceptions, the 130 | EME Outlook issue 32

superyacht manufacturing industry centres around numerous German, Dutch, Italian and more recently some Turkish shipyards. Several of the German, Dutch and Italian yards offer very traditional superyacht platforms and build experiences and premium branding, with premium price tags attached.”

THE NEW WORLD OF YACHT BUILDING Echo Marine Group, through its manufacturing, refit and maintenance brand Echo Yachts, is transforming these perceptions.

While the company offers the same fundamentals relating to luxury design, experience and strength in shipbuilding and engineering, Stothard explains a number of distinct advantages built upon Western Australia’s rich shipbuilding heritage.

TRANSPORT

Wind in the Sails Having proven itself and Australia as a viable alternative to the traditional European establishment, Echo Marine Group is poised to serve the growing demand across Asia Pacific for superyachts Writer: Tom Wadlow | Project Manager: Josh Mann

EME Outlook issue 32 | 131

ECHO MARINE GROUP The first revolves around Echo’s onestop-shop setup, its site in Henderson home to a full in-house design and manufacturing service.

“To add to this, we offer one-of-akind hull and engineering platform designs, delivering truly innovative superyachts to clients who appreciate

INTRODUCING ECHO MARINE GROUP Echo Marine Group Pty Ltd is based in Henderson at the Australian Marine Complex near Fremantle in Western Australia.

The company provides its international and national customers a very diverse skill set and depth of experience, world-class quality and innovation through the following marine manufacturing, refit and sustainment services: • 100 percent custom large superyacht design, manufacture, refit and sustainment (through the Echo Yachts brand).

• 100 percent custom commercial vessel design, manufacture, refit and sustainment.

• Defence manufacturing and sustainment services.

Recent years have seen the company repeatedly recognised by industry peers, its string of awards including: • Australian Superyacht Industry Awards 2015: Winner – Business of the Year (Manufacturer).

• Australian Superyacht Industry Awards 2017: Winner – Business of the Year (Manufacturer).

• Australian Superyacht Industry Awards 2019: Winner – Business of the Year (Project, Design, Manufacturer).

132 | EME Outlook issue 32

engineering boldness,” Stothard adds.

“Further, our advanced trimaran and catamaran multi-hull platform options deliver vast powering and efficiency gains compared to traditional monohulled superyachts, translating into enhanced stability and comfort, reduced running costs and minimised environmental impact through the vessel’s lifecycle.”

The use of lightweight and high strength construction technologies, coupled with a more commercially orientated cost base and pricing structure, helps Echo to deliver sizable financial savings versus its European counterparts.

Two flagship examples underline this point.

Asked what projects instill a particular essence of pride, Stothard highlights the 84-metre trimaran superyacht M/Y White Rabbit and the 51-metre catamaran yacht support vessel M/Y Charley, both of which have received multiple awards.

The former is the largest superyacht to be built in Australia by a factor of two and is the biggest aluminium and trimaran superyacht in the world.

It is also the first Aussie-made diesel electric vessel of its kind, receiving a Judges Commendation in the Displacement Motor Yachts category (2,000 GT and above) at the 2019 World Superyacht Awards. At the 2019 BOAT Design & Innovation Awards, White Rabbit won in the Best Naval Architecture (Displacement Motoryacht) field.

Charley is another flagship for both Echo and Australia. It is both the largest vacuum resin infused composite vessel and biggest catamaran superyacht built in the country, shortlisted as a finalist at the 2017 World Superyacht Awards in the Best Shadow Vessel category.

Stothard comments: “Whilst word of mouth promotion and print and online media advertising are very important within the marine sector, we feel that industry and peer recognition is also a

Naiad Dynamics The 84-metre trimaran White Rabbit is unlike any other yacht in the world, so her motion control system would have to be the most unique and sophisticated ever produced for the yacht market.

Naiad Dynamics was distinctly qualified to meet that challenge using its Total Ride Control® (TRC) ship motion control technology.

TRC is a multi-axis system capable of simultaneously dampening roll, pitch, heave and yaw using a wide variety of effectors that are automatically and continuously positioned by an advanced control system.

Although a recent introduction for luxury yachts, these effectors and controls have been developed and perfected by Naiad Dynamics over decades while supplying commercial and military ships.

Active fins, canards, T-foils, spanning foils, interceptors, yaw fins, rudders and other effectors are used in various combinations to provide the most effective solution regardless of hull form, speed or intended use of the vessel.

For White Rabbit, four active foils spanning between the centre and outer hulls (two per side) were selected due to the unique characteristics of a trimaran hull.

The foils are individually controlled to provide roll, pitch and heave control as well as maintain a true running attitude (list and trim). In addition, a single active trim tab was fitted to the center hull to assist with pitch and trim control. The TRC system not only improves seakeeping and delivers the most comfortable ride, it also maximises fuel efficiency and minimises point-to-point travel times.

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ECHO MARINE GROUP fundamental element helping us raise the profile of our company, brand and product offerings internationally and domestically within Australia.

“The White Rabbit and Charley builds were incredible to be a part of and I am proud to have been involved.

Many of the team here at Echo Yachts often approach me and thank me for having them on the Echo team for such landmark projects, which is always nice to hear.”

Indeed, the very existence of Echo Marine Group is owed to these two vessels.

Beginning his career in the late 1970s as an aircraft engineer, Stothard has been building up contacts in the ship-

building industry since the early 1980s, buying a 50 percent stake in Australia’s most successful cruise company, True North Adventure Cruises, in 2003.

“In 2014 an opportunity was presented to me to tackle the build of White Rabbit and Charley for a past client,” he recalls.

“Myself and my team saw this as not just an excellent project, but also a chance to bring together our pre-existing team’s large shipbuilding and luxury yacht knowledge, combined with that rescued from ex-Oceanfast team members. This has resulted in us having an exceptionally skilled team through such a successful knowledge transfer.”

Echo Yachts & LiftEmotion Echo Yachts & Lift-emotion inked their commitment during the Mets in Amsterdam.

LE delivered an passenger elevator for the M/Y White Rabbit and a foodlift for the Shadow Yacht Rabbit.

During the project, Lift-emotion also delivered a special drive system to move a special glass panel inside the vessel.

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THE TEAM AND TOOLS FOR THE JOB

Echo Marine Group is home to some of the strongest yacht building talent, helping Australia compete with its European counterparts 134 | EME Outlook issue 32

Stothard himself has been recognised for his contribution to the industry.

Recipient of the Marine Industry Champion prize at the 2019 World Superyacht Awards, he is quick to praise what he describes as an extremely talented team which has ably supported him throughout this journey.

At Echo, this 130-strong team is the lifeblood of the operation, the company drawing on the region’s hallmark for shipbuilding talent.

“We are situated in the Australian Marine Complex which is home to the majority of Australia’s large commercial shipbuilding and both of Australia’s large superyacht manufacturers,” Stothard explains.

“Our local industry has world renowned expertise in high performance aluminium commercial vessels, plus the heritage of a luxury skilled workforce originally built up through the 1980’s and 90’s by former West Australian

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ECHO MARINE GROUP

superyacht builder Oceanfast.

“This provides a very skilled and experienced pool to draw upon and helps to ensure we have the best possible staff and skills. We can also expand for multiple overlapping large projects when the need arises.”

Echo also invests notable resources into hiring and training apprentices across all in-house disciplines, helping

136 | EME Outlook issue 32

initiate the sharing of knowledge between generations – only very occasionally will the company draw on expertise from overseas.

This cohort of knowledge combine with Echo Marine Group’s facilities to present a unique Australian shipbuilding offering.

Its site in Henderson comprises 100-metre and 80-metre shipbuilding halls which house specialist trade workshops, five- and three-axis NC mould and sheet cutting equipment, and large project/design office spaces.

“Echo Marine Group is the only superyacht and shipbuilding company in Australia capable of designing and building large one-of-a-kind vessels in any material (aluminium, composite and steel) in any hull form (monohull, catamaran and trimaran),” Stothard says.

“This ensures that all client requirements can be efficiently created and delivered to the highest standards under one roof.”

FUTUREPROOFING As the regional demand for superyachts grows, Echo Marine Group appears well set to exploit new business opportunities both in this segment and its commercial and defence units.

Looking ahead, Stothard identifies technical innovation as a must-have moving forwards, something which Echo already abundantly houses.

“Increasing performance and efficiency, minimising environmental impact and reducing vessel operating costs throughout lifecycle will be key,” he says. “We have observed many of the traditional shipyards applying state-of-the-art and often expensive

TRANSPORT

new tech and software solutions to achieve marginal gains in these areas.

“Echo Marine Group has already realised, delivered and proven far greater improvements, including 30 to 40 percent lower engine powering and fuel burn, extended range with reduced fuel capacity, and greater stability for comfort.”

These credentials were achieved with M/Y White Rabbit’s advanced trimaran multi-hull platform, a process which utilised current, reliable and affordable equipment technologies laid out and integrated in a smart way.

Stothard hints at new designs to be released into the luxury market in the coming months, the company also

continuing with its refit work and looking to commence on some newbuild projects.

“On the commercial front we are building some very large aluminium vessel components as a subcontractor for a large international project, and providing sustainment services to several vessels in service,” he adds, detailing Echo’s activities beyond Echo Yachts.

“We are also planning to expand our defence service offerings with the manufacture of certain specialist components and installation of specialist coating systems. This will include producing large components and modules, plus specialist fitout,

electrical and engineering services for large defence contractors.”

The future thus looks a vibrant one for Echo Marine Group across all three of its specialist areas.

Add in the backdrop of a busy Asia-Pacific market on its doorstep, and Australia is very much open for business on the yacht building stage.

ECHO MARINE GROUP Tel: +61 (0)8 6555 4988 wa@echomarinegroup.com www.echomarinegroup.com

EME Outlook issue 32 | 137

WAWEL SA

138 | EME Outlook issue 32

FOOD & DRINK

Confection

Perfection Wawel has been making confectionery for more than a century, the key to its longevity being the ability to move with the times Writer: Tom Wadlow | Project Manager: Matthew Selby

O

f all the foodstuffs produced, confectionery is arguably the category that produces the most smiles.

From fruit jellies and cream fudges to caramel candies and cocoa-rich chocolate, the tremendous variety of flavours and textures makes for a market that can identify with almost every consumer.

In Poland, Wawel has become synonymous with the rich tradition of the confectionery industry, producing a huge variety of sweet treats for 110 years in and around Krakow.

Staying true to original recipes and hand-made processes in some areas,

the company has also been able to thrive during this time because of its ability to innovate and change with the times, adapting products and processes to meet the evolving needs of Polish and international consumers.

“Wawel is a leader in the manufacturing of confectionery in Poland, but we cannot forget about export sales, which are a very important part of our business,” explains Wojciech Winkel, Technical Director and Board Member at the company.

“We are systematically working on our international expansion and growing the popularity of our sweets, their high quality, and the ready-made

system solutions for our product merchandising and sales, all of which stimulate the positive results we achieve.”

MODERN TASTES Winkel attributes the long-lasting success of Wawel to several crucial factors, among them its pioneering approach to removing what he describes as unnecessary additives.

This ties into the company’s Good Ingredients project. Launched in 2018, the programme commits to producing the highest quality product, without preservatives, colourings, artificial flavouring, polyglycerol polyricinoleate (E476) and genetically modified additives.

EME Outlook issue 32 | 139

WAWEL SA “We have also increased the content of ingredients which are desirable in a given product, such as nuts and fruit juices,” adds Joanna Sztefko, Wawel’s Chief Operations Officer.

“We have established and are collaborating with a board of experts who are university professors and experts

in nutrition. We make no compromises with regard to quality, and are convinced that this makes our sweets not only healthier, but also tastier for the consumer.

“We are one of the first large producers in Europe to have successfully implemented this. The project is highly

AUTOMATION

THE HUMAN VS. MACHINE DYNAMIC The rise of automation across many industries has fuelled rigorous debate about how best to marry human and machine-based work. For Wawel, there is a fine balance to be struck, the company realising the need for state-of-the-art equipment and human added value.

“Whether it is developing new initiatives, making improvements to existing recipes, researching markets, creating new products or pure hard work devoted to maintaining outstanding quality and smooth internal operations, it is our staff who guarantee the success of the Wawel brand,” comments Sztefko. “Even when we consider the progress in the field of digitisation and automation of processes, there is always a human who supervises and takes the key decisions.

“Knowing how important it is to attract and retain talented people, we have constructed our employer branding strategy based on three important foundations: good company, good products, good employees. And that is also why we have adopted a code of ethics – to underline the importance of ethical behaviour in all our internal and external relations, which allows us to build strong relationships, based on trust with our employees, clients, supply chain partners, and other stakeholders.

“Our practical daily examples of how we care for the motivation of our personnel include, among other things, extensive trainings of technical and soft skills, on-boarding and adaptation programmes, projects linking remuneration with periodic performance appraisal, sweet parcels, cofinancing holidays for employees’ children, organising summer camps for children, co-financing holidays organised by the employees themselves, multisport cards, and cinema tickets.”

140 | EME Outlook issue 32

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appreciated by our customers and business partners and we have plans regarding its further development, fitting in line with what is a global FMCG trend towards naturalness.”

The Good Ingredients initiative covers all products produced by Wawel, an operation which manufactures 200 tonnes of confectionery a day across 100 brands, sweets which are then distributed across Poland and almost 50 other countries.

Such a vast portfolio includes chocolate at various cocoa grades and sugar levels, flavoured chocolates, fruit jellies, candied chocolates, toffees, fudge, caramel, mints and wafers.

“My personal favourites are the dark chocolate with 90 percent cocoa and Choco & Fruity (Mieszanka Krakowska) jellies in chocolate,” Sztefko reveals.

“But with over 100 different brands, it is easy to the meet different tastes of every consumer. And indeed, whenever I talk to people, we discover

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that they have a very specific Wawel product, or two, which they love from their childhood. Typically, when you ask five people in a row, they point at very different sweets.

“This is why we have such a broad and diverse clientele. Of course, views on sweets and tastes change over time, and we need to answer the new demand by creating new delicacies, but it is crucial to keep the right balance. We love novelties, but we feel bound to support the legacy chocolate brands that have been praised by generations of our consumers – this is the obligation we feel in relation to our over-100-year-old brand.”

TRANSFORMERS Responsible for producing such volumes and variety are most of Wawel’s 1,000-strong workforce, based at two state-of-the-art manufacturing facilities in Dobczyce, located around 30 kilometres south of Krakow where Adam Piasecki first set up in 1910.

The first plant was built in 2006 as part of the move away from the city centre, a necessary relocation which allowed the company to grow and develop more efficient logistics.

“During the last 13 years this production facility has seen numerous investments in top-notch production lines, which allow us to carry out all value-adding processes in house,” explains Winkel. “In July 2017 Wawel opened the second production facility in Dobczyce, furnished with state-ofthe-art machinery and infrastructure.

“It cost over PLN 100 million ($25.3 million) and gave us the opportunity to test, develop and produce new flavours and recipes. What follows is an open path to improve existing products, but mostly to introduce new concepts as we have the capacity required to develop our business activity and broaden our product portfolio.”

Such credentials are backed up by a raft of certifications, including ISO 9001, HACCP (The Hazard Analysis

and Critical Control Point), BRC (The British Retail Consortium), IFS Food (The International Food Standard) and, for selected products, the NO GMO, HALAL and KOSHER certificates.

Wawel also acquired two further certificates in 2019, the first being the UTZ Certificate for premium chocolate bars, meaning the cocoa used by the company is from responsible and sustainable crops and sourced with care – both for nature and without exploitation of people.

“The second, and particularly important in the food category, is the RSPO Certificate (Roundtable on Sustainable Palm Oil),” says Sztefko.

“This means that the palm oil we use is from crops that do not contribute to the devastation of the natural environment, and is sourced while respecting rights of people inhabiting the areas of cultivation.”

This is not the only means by which Wawel operates responsibly, however.

EME Outlook issue 32 | 141

WAWEL SA Sustainability is etched into its own activities at Dobczyce and elsewhere in Poland, both in terms of community-building around the country and environmental safeguarding practices at the two production plants.

For example, LED lighting was installed in the newly-opened plant in 2017, and water is heated using solar power instead of natural gas – this initiative alone generating over 150 MWh of thermal energy in 2018. In the sales arena, Wawel has introduced paper bags in its Freedom of Choice

offerings (where customers purchase custom orders like pick and mix), a move which is reducing plastic consumption by 15 tonnes a year.

This shift also prompts Winkel to praise the crucial role of suppliers, from new paper packaging to the state-of-the-art technology which powers production.

“We are benefitting from the fact that most of our business relations have lasted for many years, sometimes even decades,” he says.

“This allows us to take faster actions

MANAGEMENT FOCUS

AMBITIONS ABROAD Ewelina Matus, Deputy Sales Support Director, steps in to outline Wawel’s plans for international growth.

“Our products are already available in almost 50 countries in the world, and this is not the end of our growth internationally.

“The aim is to increase distribution in collaboration with the largest European networks, as well as develop long-term cooperation with distributors in the more-distant regions of the world. Apart from topquality products, we provide our business partners with a professional and very efficient service and support in marketing tailored to the markets in which they operate.

“Particularly noteworthy is our proprietary system supporting the sale of sweets by weight, the Freedom of Choice programme. Our sales modules, available in four different configurations, work very well in both the smaller stores and the large retail spaces, and at present are operating in over 4,000 stores in Poland and abroad.

“No more than a month ago, Wawel and the Cinema City network, which is the largest cinema operator in Central and Eastern Europe, as well as in Israel, and after merging with Cineworld in 2014, also in Great Britain and Ireland, concluded an international concession agreement for the sale of sweets in all the cinemas in Poland, Slovakia, the Czech Republic, Bulgaria, Romania and Hungary.

“Thanks to this solution, our customers can create their own mixes of their favourite sweets, while simultaneously benefitting from unique offers which go with this programme – either by receiving an attractive gift or by purchasing sweets in specially-designed gift packs for every occasion.”

142 | EME Outlook issue 32

and react swiftly to the changing business environment. We especially value our long-term relationships with producers of machinery and equipment, suppliers of our raw materials and packaging – without their trusted co-operation this business could not be as successful as it is.”

AHEAD OF TIME These stable relations also allow Wawel to plan ahead, especially around busy periods such as Christmas when seasonal products come to the fore.

For Sales Director Robert Okoński, this is a particularly active time of year, and as we head towards the winter of 2019, there is plenty to look forward to.

“Our increased production capacity should allow us to successfully realise forecasted orders,” he says. “We are very proud to present and deliver to our consumers a seasonal collection of premium limited-edition products for Christmas and winter.

FOOD & DRINK Wawel’s vast portfolio includes chocolate at various cocoa grades and sugar levels, flavoured chocolates, fruit jellies, candied chocolates, toffees, fudge, caramel, mints and wafers

The company’s products are available in 50 countries around the world

“We are going to run a broad advertising campaign, especially domestically, but also in some Western European countries. Wawel’s top export market is the UK, where we need to observe and get prepared for the inevitable decision on Brexit. The company also wants to strenghten its position in Germany, which is the biggest foreign trade partner for Polish foodstuffs.”

Looking further ahead and into the longer term, Okoński identifies discount retailers as a promising avenue of growth, Wawel already well-established with the likes of Jeronimo Martins Group (Biedronka) and LIDL stores in Poland.

Increasing promotion abroad, which includes exhibiting at events like ISM

“Our increased production capacity should allow us to successfully realise forecasted orders”

Cologne 2020, is another key priority, and for the Sales Director, the future is all about keeping up with trends and serving the conscious consumer.

He concludes: “This means offering confectionery products consisting of ‘good ingredients’ only – without preservatives, artificial flavourings, colourants and, what is extremely important for this industry, no E476 emulsifier (or PGPR – polyglycerol polyricinoleate).

“Despite the fact that this makes the production process more difficult and our costs higher, Wawel’s commitment for the near future is to apply and increase the percentage of raw materials and additives supplied from certified

sources, based among other things, on our UTZ and RSPO certificates.

“We want to be a pioneer in healthier sweets, and we claim that people who want to live healthy do not need to reject all confectionery, and can deserve a bite of nutritious chocolate, made by Wawel.”

WAWEL SA Tel. (+48) 12 252 71 00 kontakt@wawel.com www.wawel.com

EME Outlook issue 32 | 143

DUBAI REFRESHMENT PJSC

144 | EME Outlook issue 32

FOOD & DRINK

A Refreshed

APPROACH Operating in a complex food and beverage market, industry veteran Dubai Refreshment PJSC is responding to challenges and opportunities by diversifying its product portfolio Writer: Tom Wadlow Project Manager: Matthew Selby

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he UAE’s food and drink industry is in a stable state.

Home to several longstanding and successful enterprises, the sector represents one of if not the most important manufacturing segments contributing to the nation’s economy, an economy which the government is determined to further diversify outside of oil.

And it appears to be doing a commendable job. In 2017 the BMI Risk/ Reward index ranked the UAE as the most favourable environment in the GCC for the food and drink trade, and fourth most attractive globally.

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DUBAI REFRESHMENT PJSC Further research suggests the industry will reach $196 billion in 2021, up from $130 billion recorded in 2018, with subsectors such as non-alcoholic beverages among those tipped for solid growth.

Indeed, this market is tipped to expand by an annual rate of around 5.9 percent thanks to the popularity of products including fruit and vegetable juices, soft drinks, mineral water and spring water.

For F&B manufacturing and distribution specialist Dubai Refreshment PJSC (DRC), today’s dynamic backdrop offers tremendous potential to grow both its core and supplementary lines of business, building on a legacy stretching back 60 years.

“The fact I am working for a company with such an extensive legacy fills me with great pride,” comments Chief

BRAND POWER DRC bottles/packs and/or distributes products for a number of leading brands, including:

• Pepsi • 7UP • Mountain Dew • Mirinda • Nestlé ice cream • Lipton Ice Tea • Aquafina • Gatorade • Robinsons • Teisseire • Edita • Snack Time

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“THE MAIN PRIORITY IS TO INCREASE THE SIZE OF OUR NON-TRADITIONAL PRODUCT CATEGORIES TO HAVE A FAIR BALANCE WITHIN OUR PORTFOLIO. IT IS IMPORTANT NOT TO RELY TOO HEAVILY ON ONE PRODUCT LINE, SO BY GROWING IN SEVERAL AREAS WE CAN SAFEGUARD AGAINST ANY UNFORESEEN CHALLENGES” Operations Officer Sherif Elmeligy.

“We are very well-known to the local communities here in Dubai who will know DRC for its factory that was a landmark on Sheikh Zayed Road for over 40 years. It was on the outskirts when it was built and now it lies in the centre of Dubai.”

Elmeligy’s journey to the emirate is a somewhat unconventional one, the Egyptian starting his career in finance

before moving into the drinks business and working in Saudi Arabia, Ghana, Algeria and back home in Egypt, the switch in industry triggered by a desire to be operating at the frontline of business.

“It has been a series of life experiences being able to meet and interact with different cultures and societies,” he adds, recalling how he was approached by DRC while he was on a

Dubai, UAE

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DUBAI REFRESHMENT PJSC business trip in Thailand back in 2012, the move to Dubai coinciding with the instability surrounding the aftermath of the Arab Spring.

MOVING WITH THE TIMES An immediate task was to help steer and realise DRC’s plans to build a new,

Mahmoud Elmeligy

state-of-the-art manufacturing base.

Though iconic, the site on Sheikh Zayed Road had its limitations, so the long-term decision was made to develop a facility fit for the future.

“The entire process, from planning through to construction and operation, took four to five years, and now it is one of the biggest soft drink manufacturing facilities in the lower Gulf,” Elmeligy says.

“We have the capability to produce three different beverage categories – carbonated soft drinks, iced tea and purified water. This translates into a current capacity of around 60 million cases – however, the infrastructure can accommodate 120 million cases by adding more lines and vertically expanding our storage, meaning we have catered for the long-term expansion of the company.”

This is where Wael Nehme, VP of Supply Chain & Projects, enters the conversation.

PEOPLE POWER Elmeligy and Nehme are the first to admit that DRC’s workforce are the lifeblood of the company, from blue collar staff on the frontline to supervisors and management in the back office.

“We are still a labour-intensive industry in many areas such as merchandising and loading delivery vehicles, so it is important to offer a competitive package to attract the labour we need,” Elmeligy explains.

“We provide our labour workforce with quality accommodation and amenities such as soccer fields, multipurpose courts and recreation centres. Many of these workers are expats working away from their families, so it is important we give them a home away from home.

“On the other side, around one third of our employees are supervisors and management, and we are creating lots of opportunities to promote from within via a fair performance development review process.”

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“Our lines have been selected from the top manufacturers – several from Germany and another from France,” he explains.

“They are all automated with minimum need for human intervention and operate with extremely high efficiencies and output. The machines

Wael Nehme

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l Bonian FM is a market-leading provider of Integrated Facilities Management Solutions in the UAE. We offer bespoke FM solutions, with the added benefit of advanced engineering expertise in MEP systems (mechanical, electrical, and plumbing).

Our strong and established background in MEP design, contracting, and maintenance, which started regionally in 1987, and in Dubai back in 1997, is the cornerstone on which we base our growth and for which are very well reputed.

Our specialised team of experts delivers the highest quality of services, providing technologically advanced, sustainable, and cost effective solutions, which are aligned with local and international best practice standards. Our services offering is diverse and well structured, with us offering turnkey hard and soft FM solutions to clients across various sectors including residential, commercial, retail, hospitality, and industrial.

We look after properties of varying scales, from small single property contracts to full portfolios.

Our hard services team follows a proactive approach in day to day issues across the facilities we manage, by following predictive and preventive approaches to maintenance. This team is also capable of preparing energy saving studies. We offer retrofit solutions that save energy, allow our clients to better manage their MEP systems, and promise a solid ROI.

Our partnership with DRC Our story with Dubai Refreshments (DRC) began in 2012 when our MEP contracting team at Albonian International was awarded the contract to carry out all MEP installations, including cooling and air conditioning, food and beverage piping networks, electrical installation, and plumbing systems, at DRC’s new greenfield factory development in Dubai Investment Park. The construction work was challenging due to sheer scale of the operations planned by DRC’s vision for a state of the art facility to re-affirm their place as market leaders in the food and beverage manufacturing industry in the region.

Once the factory was operational, Al Bonian Facilities Management took charge of the MEP installations maintenance works along with the maintenance of DRC’s portfolio of properties. Our dedicated team of skilled technicians works hand in hand with DRC’s own team to ensure the production runs as smoothly as possible. We have recently renewed our commitment to DRC for another three years, well into 2021.

Our partnership with Dubai Refreshments goes well beyond the contract and our team supports DRC no matter the cost. We stand firmly by DRC’s journey towards sustainability and growth, working tirelessly to ensure its achievement.

Our soft services team is built on partnerships with market leaders in cleaning, security, and other services, to ensure we deliver the perfect balance between quality and price. We choose our soft services team based on each contract’s requirements to meet the applicable needs of our clients and their properties.

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DUBAI REFRESHMENT PJSC are also flexible in that they can produce various pack sizes and shapes.”

Nehme’s remarks are backed up by some striking figures. In operation since 2016, the new facility is able to manufacture up to 180,000 cans per hour, 80,000 plastic bottles per hour and 24,000 glass bottles per hour, with room to add another five lines.

Nehme continues: “In terms of our warehouse, current storage height is around 14 metres, but we can go to a high bay warehousing system as high as 37 metres in one area, which allows us to introduce further capacity.”

For Elmeligy, the new site combined with the company’s established reputation with large brands is what differentiates it in a competitive marketplace.

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“For example, we have a strong local share in PepsiCo’s Mountain Dew, which equates to around 30 percent of our business at the moment,” he adds. “In terms of the citrus segment generally, our share is much higher than any other competitor, which is a large portion of the UAE’s soft drinks industry.”

Such partnerships translate into an impressive company reach which is served by its in-house distribution operation.

The company sells to around 16,000 outlets, with around 95 percent of orders being fulfilled by DRC’s own transport fleet, another facet of the business which enables seamless integration of further product verticals.

This element of control from start to finish results in what Elmeligy

Since 1981, Interplast has been setting manufacturing benchmarks across the Middle East. The ISO 9001:2008 & ISO 22000:2005 certified company manufactures a diverse range of products from facilities spread across Sharjah, Dubai and Abu Dhabi. With decades of experience and modern manufacturing facilities, Interplast manufactures products to international quality standards and caters to customer demands by ensuring timely delivery and providing exceptional services.

Harwal Container Manufacturing (HCM) is a sister company of Interplast and a member of Harwal Group. The ISO 9001:2008 & ISO 22000:2005 certified company manufactures PET preforms and bottles for Mineral Water, Juice, Carbonated Soft Drinks and Dairy Products by providing complete bottling solutions with closures. HCM has commissioned top of the range injection molded machines for forming PET preforms of various sizes and is continuously expanding to meet the increasing needs of the industry in addition to manufacturing custom design bottles according to specific customer requirements.

www.interplast-uae.com

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DUBAI REFRESHMENT PJSC

Cornelius Cornelius is PepsiCo’s global leading partner in beverage dispensing technologies.

As part of the Marmon Group/ Berkshire Hathaway Company it has a global market footprint, operating six factories and six innovation centres.

Cornelius equipment portfolio accommodates carbonated and noncarbonated drinks, frozen carbonated beverages, water, juices, teas and nitro cold brew coffee.

The latest fountain innovations include digital, IoT and flavour shots enabled solutions to support and uplift the Pepsi brands in state-of-theart installations in QSRs, cinemas and C-store outlets.

george.domeyer@cornelius.com

describes as a superior customer service, the addition of technology to the distribution operation helping to provide real-time information on orders and enabling clients to order via web-based applications.

SAFEGUARDING THE FUTURE While the newly-expanded production and distribution numbers are cause for optimism, Nehme is quick to add another important factor behind DRC’s recent investments.

“This new, larger facility hasn’t just been about expansion,” he says. “We have also added new capabilities such as the Lipton Ice Tea and Aquafina bottled water, and we are continuing to diversify our portfolio.”

Such a move, while strategically a natural one, has been necessitated by the introduction of a recent 50 percent excise tax on carbonated soft drinks by the UAE government.

But while the levy presented an obstacle in the form of reduced sales, 152 | EME Outlook issue 32

DRC has embraced new partnerships which are helping to expand the non-carbonated soft drinks portfolio, which currently accounts for around 10 percent of business.

For example, it now operates a franchise of the Egyptian FMCG company Edita, specifically importing wafers and cakes. Another local franchise that DRC acquired is Snack Time, an agreement which sees the company distribute its croissants and Rusks range.

These are in addition to distribution rights for Robinsons and Tesseire.

This is not to suggest that the core business is not subject to development, however, as another new collaboration will see the company bottle and distribute premium mixers in the future.

“Our strength in the market has without doubt helped us to acquire these new lines of business, and given our capabilities we knew that diversifying was a natural option for us,” comments Elmeligy.

Dollar UAE Marwan Al Mulla, General Manager of Dollar Rent-a-Car UAE & Oman is passionate about providing a quality product, superior service and modern technology. These three core values drive our strategy and have yielded results.

Al Mulla commented that our partnership with Dubai Refreshment Company UAE is another example of how, despite competitive market conditions, we have delivered a service which is differentiated from others”.

DRC have outsourced a fleet of 150+ trucks to Dollar Rent a Car for the next five years.

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FOOD & DRINK

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EME Outlook issue 32 | 153

DUBAI REFRESHMENT PJSC

The new facility is able to manufacture up to 180,000 cans per hour, 80,000 plastic bottles per hour and 24,000 glass bottles per hour.

Yet it is currently only using 600 cubic metres of its total 1,300 cubic metres per day capacity, leaving room for expansion as it adds more production lines in the future.

Diversification has also occurred in relation to DRC’s power supply, another move which is helping to safeguard the company’s long-term, sustainable future.

“Last March we installed the largest rooftop solar integration in the UAE,” says Nehme.

“It is around 50,000 square metres in size and contains 11,000 PV solar panels, a huge increase on our previous installation which we used to heat 154 | EME Outlook issue 32

water. Now we can cover up to a third of our electricity demand using solar, which amounts to around five to six million kilowatt hours per year.”

This equates to an impressive annual carbon dioxide saving of 4,000 tonnes, while other plant efficiencies brought about by new machinery are estimated to be saving a further 1,500 tonnes a year.

Another important initiative involves ramping up the recycling of waste-

FOOD & DRINK

Reception

Name of congratulates Advert Dubai Refreshment P.J.S.C. on their 60th Anniversary

www.crowncork.com The facility’s current storage height is around 14 metres, but it can utilise a high bay warehousing system as high as 37 metres in one area

water, while further environmental and financial saving are being made thanks to investment in wastewater treatment.

“We have a plant which has a capacity of 1,300 cubic metres per day,” Nehme continues. “At the moment we only use around 600 cubic metres, so we have room to expand this as we add more production lines to the business.

Half of the treated water is used for irrigation and truck washing, and the other 50 percent is sent to companies involved in industrial sectors like construction.

“The benefits of this are two-fold,”

Nehme adds. “Clearly, it is more sustainable for the environment, but is also helping DRC financially by saving on costs such as drainage fees and water bills.”

These strategic investments leave the leadership duo in an optimistic mood, the conversation ending with a look into the future priorities of the business.

Coming back to the importance of diversification, Elmeligy concludes: “The main priority is to increase the size of our non-traditional product categories to have a fair balance within our portfolio. It is important not to

rely too heavily on one product line, so by growing in several areas we can safeguard against any unforeseen challenges.

“Since October 2017, carbonated soft drinks have been imposed with strict taxation measures which has resulted in a decrease in transactions, but we have responded to the challenges, stabilised the situation through a combination of sales improvement and cost reduction initiatives, and we have strengthened in other areas. This will always be a crucial segment to us, but our future is a multifaceted one.”

Dubai Refreshment Company Tel: +971 4802 5000 info@pepsidrc.ae www.pepsidrc.com

EME Outlook issue 32 | 155

FUTABA CZECH S.R.O.

Accelerating AUTOMOTIVE Excellence Striking the balance between innovation and consistency, auto manufacturing specialist Futaba Czech s.r.o. has established an esteemed reputation by providing quality at a lower cost Writer: Jonathan Dyble | Project Manager: Thomas Arnold

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he Czech Republic is renowned as a leading hub of European manufacturing, and rightly so.

As of right now, the country is considered to be one of the most suitable locations for global manufacturing businesses to expand or relocate to according to Cushman & Wakefield’s Manufacturing Risk Index report, ranking first in Europe and fifth globally.

Known as the heart of Europe, Czech Republic’s central location on the continent provides strategic access to the vast majority of the region and indeed world’s major markets. Combine this with an influx of foreign investments, a high degree of economic security and a stable political scene and it’s easy to see why the auto manufacturing industry is thriving across the country.

A heavy presence from the likes of Škoda Auto, Toyota Peugeot Citroën Automobile (TPCA) and Hyundai Motor Manufacturing Czech, for example, has seen automotive products come 156 | EME Outlook issue 32

FACT Futaba Czech s.r.o., established 2004, is a leading producer of automotive and vehicle assembly parts based in Czech Republic. The company is a subsidiary of Futaba Industrial Co. Ltd., a Japanese firm that at present has 18 foreign branches.

to account for 50 percent of all Czech exports, the sector directly employing approximately 160,000 people.

“The auto manufacturing industry here is world-class,” affirms Lukas Velfl, “contributing substantially to both the national economy and national employment.

“It’s why I myself got involved. I had studied management in manufacturing at university and became captivated by the auto sector, so joining Futaba Czech s.r.o. made sense as both a natural progression and an exciting opportunity.”

Starting out as a quality assurance manager, Velfl has spent the past 13 years working his way up through the ranks of Futaba Czech, a leading producer of automotive parts for body and car suspensions, now standing as the company’s General Manager of Business Development.

“In my eyes, it’s the high service standards and product quality that set this country apart,” he adds.

MANUFACTURING

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FUTABA CZECH S.R.O. PARTNERSHIP POWER Futaba Czech itself is one company that embodies these national differentiators.

Operating in an environment saturated by 800 companies (including 55 of the global top 100 tier-one suppliers) and the rise in customer expectations that has been accompanied by this, it has been forced to stay ahead of the curve, doing so with a unique and diverse offering.

“Our core business is driven by the production of high-quality vehicle parts,” Velfl explains. “These include lightweight and durable body parts, chassis parts, exhaust system parts and other fundamental structural components.

“Equally, we pride ourselves on the ability to leverage our mother company and in-house design department for assistance on body in white production, offering advice on drawings that can help to improve blueprints and/or process efficiencies. In the exhaust segment, we’re also capable of producing designs from scratch when provided with any required specifications.”

As our conversation continues, Velfl quickly points to the firm’s suppliers as crucial partners that consistently help to uphold these esteemed services and products.

The company cooperates with roughly 50 businesses to this end, each of which have an adept understanding of and respect for Futaba Czech’s emphasis on quality, quantity and on-time delivery.

“We have a saying that the chain itself is only as strong as its weakest element,” the GM continues. “Any delay can cause production to grind to a halt and lead to disruption for our customers, so ongoing supply chain development continues to be a key goal for us.

“We’re always on the lookout for new strategic partnerships with both new and existing suppliers, yet at the same time we are hesitant about diving blindly into agreements because of the standards that we look to uphold.

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An introduction to Futaba Czech s.r.o.

Futaba Czech s.r.o., established 2004, is a leading producer of automotive and vehicle assembly parts based in Czech Republic. The company is a subsidiary of Futaba Industrial Co. Ltd., a Japanese firm that at present has 18 foreign branches.

‘Quality at a lower cost’ is the company motto, this philosophy carried across all facets of the business and reflected by its ISO 9001, ISO/TS 16949, ISO 14001 AND OHSAS 18001 accreditations.

The company’s extensive product portfolio includes, but is not limited to: • Body frame parts • Roof sides, cowl tops, front bumpers, instrument panels, hood locks, fenders, rear side members, front pillars, centre pillars and side members • Chassis and exhaust system parts • Lower arms, rear suspensions beams, front suspension frames, exhaust manifold catalytic convertors, exhaust front pipes and exhaust tail pipes (mufflers)

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EME Outlook issue 32 | 159

FUTABA CZECH S.R.O.

Futaba Czech is able to produce parts to any client specification “It’s all about striking the right balance between innovation and consistency, and I believe our current supplier and partner base have allowed us to perfect this.”

SHIFTING UP A GEAR The aforementioned equilibrium is a key mantra for the company, further evidenced by a focus on lean manufacturing and its one-way flow plant production concept.

Separating and segmenting each distinctive process, the organisation benefits from cost efficiencies, production efficiencies, and an abundance of insights into its overall manufacturing operations.

“The visualisation and control of our internal stock has become really 160 | EME Outlook issue 32

“I CAN CERTAINLY SAY THAT WE’RE OPTIMISTIC. WE HAVE MANY NEW PROJECTS BEING PREPARED, AND ARE OPERATING ACROSS A NUMBER OF DIFFERENT SEGMENTS, GIVING US FLEXIBILITY AND SECURITY MOVING FORWARD” important,” Velfl affirms. “Equally, our already capable production control department are able to better organise production planning to ensure little to no delays or discrepancies.

“Having launched in 2002, we were essentially a greenfield manufacturing plant – something that allowed us to achieve process excellence from the outset.”

This progressive mindset is also applied to the firm’s staff, the com-

pany heavily focussed on supplying industry-leading training and employment practices in an attempt to avoid the skills shortages that the industry has been struggling to cope with in recent years.

“The lack of engineers in this country is a relatively common pain point, so we run several internal training programmes and projects geared towards supporting the development of our people,” Velfl states. “We have

MANUFACTURING

a big focus on internal promotion, for example, seeing it as a way of identifying our talent and giving them the opportunity to grow.”

The enterprise is even able to train new engineers from scratch via these methods, providing some of its top performers from the production line with the chance to diversify and further their careers with tailored education programmes.

“It’s a concept that we’ve taken from our parent company,” adds Velfl, “offering employees from all walks of life with the chance to become middle or even top management. It’s an effective Japanese culture that we’ve adopted within our European operation.”

Be it training, production, innovation or differentiation, Futaba’s proven

ability to excel over the past 15 years has facilitated its establishment as a key player in the Czech Republic’s thriving auto manufacturing market.

As such, having now firmly arrived, the company’s future ambitions remain both realistic and ambitious, aimed at achieving further consolidation and growth over the coming years.

Velfl positively concludes: “In terms of revenue we will grow, and in terms of expansions we’re considering the extension of our manufacturing and storage facilities. But the keyword for us right now is sustainability.

“Many other companies in the market are worried about stability, where drops, declines and contractions in the market have caused hardships in

the past. We’re thankfully prepared for such eventualities, and we’re focussed on ensuring that we can continue to succeed and maintain our employee base should this happen.

“I can certainly say that we’re optimistic. We have many new projects being prepared, and are operating across a number of different segments, giving us flexibility and security moving forward.”

FUTABA CZECH S.R.O. Tel: +420 56 949 6400 info@fcz.cz www.fcz.cz

EME Outlook issue 32 | 161

EVENTS

Supply Chain & Logistics Summit & Expo September 24-26 | Antwerp, Belgium | www.sclsummit.com

Ripping up the rulebook ACR OSS THE globe, the rulebook is being torn up for supply chain and logistics planning, operations and the professionals tasked with marshalling the services, assets and people to deliver the goods. Automation and digitalisation are disrupting traditional business models, consumer expectations, supply chain, logistics and transport networks at an unprecedented pace and scale – and the speed of technology development will never be as slow as it is today.

The 21st edition of the Supply Chain & Logistics Summit will address disruptions taking place in the industry and will be held at the Hilton Antwerp in Belgium from September 24-26. The Summit is a high-level event for supply chain professionals to meet, exchange ideas and contribute to the debate.

The sessions are designed to provide delegates with real-life scenarios of achievements, challenges and how 162 | EME Outlook issue 32

the implementation of technology can achieve competitive advantage.

The Summit format will consist of a series of plenary sessions, case studies, roundtable discussions and networking opportunities. Delegates will be encouraged to contribute and share their experiences, and immerse themselves in the contributions of other attendees and high-level speakers at the event.

Topics that will be covered will include: Rebuilding global enterprise and supply chain networks for constant change; Cracking the forecasting conundrum; Securing the organisation logistics and transportation pipeline – sea, land and air; Enabling change leadership within organisations and across supply networks; AI and predictive analytics and warehouse management; How to enhance revenue by improving order fulfilment, delivery speed and customer satisfaction; Get-

ting serious about sustainability and ethics, and much more.

As well as a thought-provoking seminar session, the Summit allows delegates to network with like-minded professionals through a number of social events, including business breakfasts, networking lunches and an evening reception.

24 - 26 September 2019 / Hilton Antwerp Belgium

DISCOVER THE LATEST INSIGHTS IN SUPPLY CHAIN MANAGEMENT Now in its 21st year and with a solid track record of delivering Directors and C-Suite Executives, the Supply Chain & Logistics Summit & Expo is one of the most established events of its kind in Europe.

The Summit will host world-class organisations over a three-day intensive event, where delegates will listen to the most inspiring thought leaders who will challenge ideas and perceptions on how to maximise efficiency and minimise costs through supply chain strategies of the future.

With challenges and best practices from a broad spectrum of industries, the Summit is an event that is set to shape the future of your industry.

450+ Attendees

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80+ Industry Speakers

33 Countries Represented

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+ Roundtables + Networking + Exhibition + Interactive Workshops

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EVENTS

Automa 2019 October 14-15 | Zurich, Switzerland | www.automacongress.com

Discussing automation in oil and gas AUTO MA 2 019 is a congress that brings together national oil companies, EPC contractors, refineries, pipeline operators, drilling contractors, automation systems integrators and governmental bodies. Held in a closeddoor format, it makes the negotiations truly high-level and effective as it brings both decision-makers and technical specialists to the table to discuss real contracts and projects from both technical and business viewpoints.

The congress has a focus exhibition area and 10 sessions, including one dedicated to startups.

As Kristina Sabirova, the Project Director of AUTOMA, pointed out: “Cases presented last year at AUTOMA made it clear that automation and digitalisa164 | EME Outlook issue 32

tion are actively developing in the oil and gas industry. These companies are more than open for the digital future, and therefore startups are becoming more and more popular with the latest technologies and solutions.

“That is why we pay attention not only to the market leaders’ presentations but also gather newcomers with fresh ideas. Not without reason, it’s said that the whole digital thing is about something new, isn’t it?”

A group of 10 startup companies will present their ideas in front of industry leaders, including delegates from Saudi Aramco, ExxonMobil, Gazprom Neft, MOL Group, Nord Stream 2 AG, Swiss Federal Office of Energy and many others.

Major companies attend to meet potential partners across the upstream, midstream and downstream markets since all three are covered by AUTOMA 2019. With such delegates also in attendance, it promises to be worth flying to beautiful Switzerland for.

EVENTS

info@imarcmelbourne.com

International Mining and Resources Conference (IMARC) October 28-31 | Melbourne, Australia | www.imarcmelbourne.com

Where global mining leaders connect with technology, finance and the future TH E INTERN ATIONAL Mining and Resources Conference (IMARC) is where global mining leaders connect with technology, finance and the future.

Now in its sixth year, it is Australia’s largest mining event bringing together over 7,000 decision makers, mining leaders, policy makers, investors, commodity buyers, technical experts, innovators and educators from over 100 countries to Melbourne for four days of learning, deal-making and unparalleled networking.

BHP, Gold Fields and Cardinal Resources are just some of the companies you can expect to hear from with 166 | EME Outlook issue 32

the conference programme featuring over 300 global thought leaders covering the entire mining supply chain, from exploration, to investment, production to optimisation through to new technologies.

Europe and the Middle East will be a key focus for discussion within the brand-new Global Opportunities conference, featuring ministerial addresses as well as highlighting investment opportunities and project updates alongside brand-new conferences on energy, the environment, workforce engagement as well as mine and plant optimisation. Click here to download the programme.

Furthermore, the free exhibition will feature over 260 leading companies across the 12,000-square-metre expo floor showcasing the latest mining projects, equipment and innovations the industry has on offer. Komatsu, Micromine, Murray Engineering, Lepidico, Startrace, Microsoft, Wirtgen and ThyssenKrupp are just some of the companies you can expect to meet.

CLAIM YOUR FREE EXPO PASS or receive up to further 10 percent off current early bird prices when registering with the discount code MA1200AO.

WHERE GLOBAL MINING LEADERS CONNECT WITH TECHNOLOGY, FINANCE AND THE FUTURE.

The International Mining and Resources Conference (IMARC) is where global mining leaders connect with technology, finance and the future. Now in its 6th year, it is Australia’s largest mining event bringing together over 7000 decision makers, mining leaders, policy makers, investors, commodity buyers, technical experts, innovators and educators from over 100 countries to Melbourne for four days of learning, deal-making and unparalleled networking.

BHP, Gold Fields and Anglo American are just some of the companies you can expect to hear from with the conference programme featuring over 300 global thought leaders covering the entire mining supply chain, from exploration, to investment, production to optimisation through to new technologies. Europe and the Middle East will be discussed within the brand-new Global Opportunities conference featuring ministerial addresses as well as highlighting investment opportunities and project updates. Alongside brand-new conferences on energy, the environment, workforce engagement as well as mine and plant optimisation.

Furthermore, the free exhibition will feature over 260 leading companies across the 12,000m2 expo floor showcasing the latest mining projects, equipment and innovations the industry has on offer. Axter, Resolution Systems, Sandvik, Weir Minerals, IBM and Wirtgen are just some of the companies you can expect to meet.

VISIT IMARCMELBOURNE.COM TO CLAIM YOUR FREE EXPO PASS, OR RECEIVE A FURTHER 10% OFF CURRENT RATES WITH THE DISCOUNT CODE MA1200EME 6TH ANNUAL

INTERNATIONAL MINING AND RESOURCES CONFERENCE + EXPO

Workshops: 28 October 2019 Conference & Exhibition: 29 - 31 October 2019 Melbourne Convention & Exhibition Centre Founding Partners

EVENTS

European Mining Convention info@europeanminingconvention.com December 3-4 | Dublin, Ireland | www.europeanminingconvention.com

Reframing mining sustainability with innovation and experience EUR O PEA N MIN IN G Convention (EMC-2019) aims to connect the European mining industry with the rest of the world in order to reframe sustainability with innovation and experience.

To be held at The Convention Centre Dublin, Ireland on December 3-4, this event will bring together mining ministries, leading international mining and quarrying companies, geological research authorities and surveys, mining chambers and associations, service and technology providers, mining thought leaders, investors, consulting organisations and researchers to exchange their experiences and explore numerous business opportunities on an international level.

The event is based on the theme of sustainability, innovation and experience, summarising the idea of the need for global collaboration and exchange of knowledge for creating a sustainable 168 | EME Outlook issue 32

future of the mining industry. EMC2019 will focus on sharing Europe’s experience and technical knowhow by bringing together global mining leaders to collaborate and work towards the concept of reframing sustainability for a better mining future. As the mining industry in Europe is witnessing unrivalled development, EMC-2019 will focus on exploiting new opportunities in Europe’s prodigiously developing mining industry.

EMC-2019 will feature a two-day exhibition and conference providing an ideal platform for business professionals to grow their global footprints and foster new business connections.

The conference and exhibition will focus on the reformation of codes and regulations in the mining sector, the latest trends in mineral exploration and provide participants with unparalleled opportunities to gain knowledge from

mining bigwigs, reaching potential partners in a cost-effective way and developing B2B interactions with mining luminaries.

This conference will feature sessions focussing on: • Europe As A Mining Investment Destination: Policies and Progress.

• Sustainability Initiatives For The Mining Sector: Reassessing shared value paradigm for sustainable and inclusive development.

• Current Technological Trends: Implementing AI, IoT, automation, robotics, 3D Imaging in mining operations.

• Mining in Space: The vivid possibility.

• Reforming Mining Operations: The transition from efficiency to effectiveness.

Where European Mining

Meets the World

THE FINAL WORD

What technologies are helping to transform your industry?

To round off each issue, we ask our contributing business leaders for their views on the same question

Gréta María Grétarsdóttir CEO, Krónan “As with so many companies, we have started a journey to becoming a lot more data driven, implementing a product information management system and a new ERP system to support this vision. We want our front-line people, who make the day-to-day decisions to have meaningful data and the insights it can provide.

It will provide them with the means of becoming more proactive, as well as ensuring that the right information is readily available to our customers.”

Șerban Tigănas President, Dico si Tiganas “Primarily, a good combination of design and management software. Continuous optimisations we need for working with software because, you know, it is like the human brain – it has a huge processing capacity we currently do not use.

“So, we have to enhance the use of design software by permanently innovating our procedures, routines, libraries and compatibilities. Building Information Modelling (BIM) is a good environment for that. We managed to work with some fabrication companies for different parts of some of our projects, such as parametric developed facades, metal work for different structures and so on.

“CNC machines were compatible with our design models and we learned a lot about the potential these technologies are bringing. Unfortunately, there is still a lot of very low tech on construction sites, which is not 170 | EME Outlook issue 32

necessarily bad, but relying too much on labour skills, in the conditions I have described previously, does not lead to satisfaction.”

Lukas Velfl General Manager of Business Development, Futaba Czech s.r.o We can see that in the higher segments, there’s much more demand from the customer for aluminium concepts. Much of our work revolves around welding, and in these processes there hasn’t been any major change in the technologies, but there has been real progress in terms of speed, attention to details, rivet movements, and a general improvement and optimisation in the efficiency of production elements, looking at how

we can work together to improve the machine and operator cycle times and improve the ergonomics.”

Suresh Kumar Senior General Manager of Operations, Voltas “We are using technologies which make project execution more efficient and thus are improving productivity, for both staff and workmen. Our technology initiatives include extensive use of BIM for engineering, web-based applications for e-procurement for sourcing and inhouse digital tools to monitor, control and review site activities.”

Are you a CEO/Director with a story to tell? Contact EME Outlook now!

Leveraging technology to provide international transparency in the shipping industry...

INCHCAPE SHIPPING SERVICES

SUPPLY CHAIN

Global, Local, Transparent

A

round 6,000 years ago Egyptians navigated 100-metre-long boats up and down the Nile.

Powered by oars and featuring sails, these wooden vessels carried enormous obelisks and were a serious feat of engineering for their time, so much so that very little evolution in boat mechanics occurred until the advent of steam propulsion.

The British East India Company took full advantage of this long-awaited breakthrough, initially using steamships to help manoeuvre large sailing ships into the narrow harbours of India before reducing travel time between Asia and Britain.

In 1856 the Company awarded a contract to carry mail between Calcutta and Rangoon to the Calcutta & Burmah Steam Navigation Company, which incorporated in London and became an agent for the new ship-

By adding a global, technology-enabled layer of transparency to shipping agency operations, Inchcape Shipping Services continues to gain the trust of clients to manage their vessels and cargo the world over

See page

Services in 1993, however, marked an ping line. This was the work of William Mackinnon, who, together with Robert important turning point.

Mackenzie, formed a general mer“We’ve been in the industry for over chanting partnership named Mackin170 years, and the issues around shipping have always been that what hapnon Mackenzie & Company (MMC). pens in faraway lands has always been It is the formation of this company in Calcutta in 1847 that the Inchcape a faraway thing,” explains Frank Olsen, the company’s present-day CEO. Group proudly traces its origins.

Exponentially growing its influence “There has not always been enough information, communication, control between Europe, Africa, the Middle East, Asia and even Australia, MMC or transparency, and therefore a lack became a crucial enabler of British sea of trust, in what is occurring in places trade, the Inchcape name taking over which are hundreds, if not thousands of miles away.” in the 1950s and continuing to serve as agents for a tremendous array of Inchcape Shipping Services was clients to this very day. therefore formed to integrate what was then a loose federation of ship But, much like the steamship’s oarand sail-powered predecessor, the agents into a robust, transparent innature of shipping agency interactions ternational network with defined and remained relatively unevolved through common service standards worldwide.

“Today we are driving both operthis protracted period during and after colonial trade across the seas. ational and financial transparency the process, using technology to The formation of Inchcape Shipping INCHCAPE to SHIPPING SERVICES

36 78 SUPPLY CHAIN

Writer: Tom Wadlow | Project Manager: David Knott Ship Waste Oil Collector

Ships Waste Oil Collector B.V. Your dedicated partner for disposal, transport of liquid ships waste in the Rotterdam, Amsterdam and Antwerp area.

Ships Waste Oil Collector is the largest and leading collector of ships waste at the ports of Rotterdam, Amsterdam and Antwerp in the field of liquid and hazardous waste from Annex I to Annex VI vessels.

Such data is also being linked to other data heralding from outside of the port, what Olsen classifies as market intelligence, the third category, and another way of adding dynamism to Inchcape’s vast pool of information.

The result is that principals are able to ask and find answers to questions that need answering in order to make well-informed judgements.

“For instance, what ships are in the line up?” Olsen asks. “What are those ships carrying? How much cargo are they carrying? Where are they coming from? Who are the actors involved?

We’re not a data company, but we have unique access to public domain data which we can verify at course thanks to our network of ‘eyes and ears’ at the ports.

“Ultimately, we are enabling our customers to make better decisions more quickly.”

Central to Inchcape Shipping Services’ ability to use technology as vehicle for transparency is our application, Optic as mentioned earlier.

The company is in the early stages of rolling out the solution, the basis of it being a system that provides operational transparency at port level based on a vessel programme, an expected series of events that should happen to a ship as it makes a port call.

“As a customer, you can see what is happening and when something requires your attention, the system will inform you that an event has occurred outside of the parameters that you set,” says Olsen. “You are not waiting at the end of the phone to hear if everything is ok… or not.”

LEVERAGING TECHNOLOGY TO PROVIDE INTERNATIONAL TRANSPARENCY IN THE SHIPPING INDUSTRY 2 | EME Outlook issue 32

Rather, our principals are able to monitor progress through a range of devices such as smartphones, laptops and tablets, via an app or integrated into an ERP system. Optic can also be applied to a single vessel or entire fleet sailing around the world, offering unrivalled visibility at virtually any scale.

Payments are another important element of shipping agency, and Inchcape is working on a digital payment platform to ensure all money exchanges are transparent, traceable and accountable.

This highlights the importance of global, consistent levels of corporate governance.

Be it the payments process or handling of principals’ data, Inchcape Shipping Services has developed a company-wide compliance programme which is widely recognised as pioneering in the industry.

Local agents who are part of the Inchcape network are well-versed in these standards, combining this with their local knowledge to represent the safest possible bet for clients, a key differentiator for the company over its competitors.

Compliance has historically been something of a taboo subject in the industry, but Inchcape is ensuring the dynamics of the conversation are changing.

Olsen adds: “There are lots of large enterprises still choosing smaller, local agents who perhaps do not have the level of global governance that EME Outlook issue 32 Inchcape carries, simply because they don’t have the scale to justify the investment. We believe it has to be taken

Reliable and durable!

We are the one of largest collector of ships waste at the port of Rotterdam, Amsterdam and Antwerp in the field of liquid waste from Annex I to Annex VI. Because of the strategic alliance with port reception facility MTD in Antwerp, we are able to operate in the entire port area of Rotterdam, Amsterdam and Antwerp. This allows us to work efficiently and environmentally friendly. Actions rather than words.

For the collection of liquid hazardous waste, the company uses the most modern vessels and highly trained personnel. It is the only collector in the ports of Rotterdam, Amsterdam and Antwerp, which features 3 C type barges.

The firm’s total collection capacity is 8,500 tonnes.

T+31 10 2957154 E info@shipswaste.nl www.shipswaste.nl

Ships Waste Oil Collector: • Meet the requirements and needs of our stakeholders • Personal and work closely with our clients • Use modern equipment according to the prior art • Have the appropriate outlets For the collection of liquid waste, we use the most modern vessels and highly trained personnel. We are the only collector in the port of Rotterdam, Amsterdam and Antwerp, which features 3 C type barges. Therefore we are fully equipped for future legislation and regulations in our field. A selection of our collection fleet is shown below. Our total collection capacity is 8,500 tons. For further information do not hesitate to contact our office.

Ships Waste Oil Collector B.V., Chemieweg 10, 3197 KC Rotterdam-Botlek | Tel: +31 10 2957154 | E-mail: info@shipswaste.nl | Website: www.shipswaste.nl

| 3

8 | EME Outlook issue 32

EME Outlook issue 32 | 9

Inchcape Shipping Services has told its story.

Now, why not tell yours? Our bi-monthly magazine EME Outlook is essential reading for business executives wanting to keep up with the latest in global news and trends affecting European and Middle Eastern businesses across all industries.

With a bi-monthly coverage of over 395,000 readers, your company can take advantage of exposure in EME Outlook with a FREE article and FREE digital brochure, as well as access to further digital and print-based marketing tools that could transform your business.

To share in this unrivalled opportunity, contact one of our project managers today!

EME w w w. e m e o u t l o o k m a g . c o m

MUNCK CRANES

Issue 32

www.emeoutlookmag.com/get-involved Bringing dynamic design to the global stage

Complementing the production of Africa Outlook, Asia Outlook and EME Outlook magazines, Outlook Publishing’s award-winning in-house team is now utilising these same specialist production

Outlook Creative Services

skills to offer a full and bespoke range of editorial, design and marketing services via its new Outlook Creative Services division.

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DESIGN:

E D I TO R I A L :

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