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EURO 2016 12 UEFA Euro 2016 is set for kick-off

ARCTECH HELSINKI SHIPYARD 48

The leading brand in Arctic shipbuilding

CONSOLIDATED SHIPPING SERVICES LLC 58 Reviewing business

performance to access new business opportunities

NANDO’S UAE 72 The best flame-grilled PERi-PERi chicken in the world

EME OUTLOOK ISSUE 12 A L S O F E A T U R I N G : C R I M S O N & C O | L E S S E B O P A P E R A B | I N T E R S O L A R


Sanitaryware & Tiles

Lighting Kitchenhaus Office Furniture & Interiors

KUWAIT

KSA 

UAE 

QATAR 

OMAN 

BAHRAIN 

Commercial Kitchens, Laundry & Bakery

Storage Systems & Supermarket Solutions "Seven Decades of Success Through Partnership"


W E L C O M E At the Leading-Edge of Innovation

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Innovation takes form under numerous different guises, whether it’s around new ideologies, new technologies, new geographies or new concepts. Addressing all facets within one strategy is a holy grail only achieved by a select few in the world of industry though, and is an accolade that can be attributed to this month’s leading Company showcase, Falcon Aviation. Billed as a Company developed around ‘aviation innovation’, the business’ willingness to not just align itself with industry trends and client requirements, but to position itself ahead of time to form a new and refined offering to that end, the transportation and logistics operator continues to grow its market share amid a volatile oil & gas domain. Deputy Editor, Emily Jarvis spoke with the Company’s COO, Captain Ramandeep Oberoi about the Middle Eastern luxury highflier’s 10-year anniversary and its aircraft innovations taking place in 2016. Continuing along the line of shipping and logistics - and in particular, the sector’s influence on the aforementioned oil & gas domain - Arctech Helsinki Shipyard is another Company making literal waves in niche markets; becoming a forerunner in the shipbuilding and icebreaking industry via the delivery of a host of projects the world over. Elsewhere in the supply chain arena, Consolidated Shipping Services and ESHIPS reveal their own secrets behind logistical optimisation, while I speak with Crimson & Co’s General Manager for Latin America, Richard Gurney about how the Rio de Janeiro Olympics is leveraging the supply chain to become the most sustainable Games yet. Overlaps between the supply chain and manufacturing are natural with the former inevitably a key consideration of some of the manufacturing pioneers featured this month; including Lessebo Paper AB, Lucky Group, Citi PAK and Matrix Composites & Engineering. That particular sector is also rounded off with a more indepth focus on the steel industry and its future prominence on an international scale. Elsewhere among our showcasing assortment, the likes of Nando’s UAE, Transveritas, Butec Utility Services and Avaya Middle East all share their regional success stories, while we round off the issue away from the hubbub of pressurised industry, back to the world of pressurised sport, as we Matthew Staff count down to next month’s UEFA European Editorial Director, Championships in France. Outlook Publishing Enjoy the issue! EURO 2016 12 UEFA Euro 2016 is set for kick-off

ARCTECH HELSINKI SHIPYARD 48

The leading brand in Arctic shipbuilding

CONSOLIDATED SHIPPING

SERVICES LLC 58 Reviewing business performance to access new business opportunities

NANDO’S UAE 72 The best flame-grilled PERi-PERi chicken in the world

EME OUTLOOK ISSUE 12 A L S O F E A T U R I N G : C R I M S O N & C O | L E S S E B O P A P E R A B | I N T E R S O L A R

EDITORIAL Editorial Director: Matthew Staff matthew.staff@outlookpublishing.com Deputy Editor: Emily Jarvis emily.jarvis@outlookpublishing.com

PRODUCTION Production Manager: Daniel George daniel.george@outlookpublishing.com Art Director: Stephen Giles steve.giles@outlookpublishing.com Advertising Designer: Mandy Farnell mandy.farnell@outlookpublishing.com IMAGES: www.thinkstockphotos.co.uk

BUSINESS Sales Director: Nick Norris nick.norris@outlookpublishing.com Operations Director: James Mitchell james.mitchell@outlookpublishing.com Sales Manager: Tom Cullum tom.cullum@outlookpublishing.com Heads of Projects: Arron Rampling arron.rampling@outlookpublishing.com Donovan Smith donovan.smith@outlookpublishing.com Project Managers: Ben Foster ben.foster@outlookpublishing.com Eddie Clinton eddie.clinton@outlookpublishing.com Josh Hyland josh.hyland@outlookpublishing.com Joshua Mann joshua.mann@outlookpublishing.com Kane Weller kane.weller@outlookpublishing.com Natalie Cole natalie.cole@outlookpublishing.com

ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Admin Assistant: Sophia Curran sophia.curran@outlookpublishing.com Office Manager: Katie Park katie.park@outlookpublishing.com DIGITAL & IT: Hamit Saka HELPDESK: James Le-May

OUTLOOK PUBLISHING Managing Director: Ben Weaver ben.weaver@outlookpublishing.com Chairman: Mark Weaver

CONTACT Europe & Middle East Outlook Woburn House, 84 St Benedicts Street, Norwich, Norfolk, NR2 4AB, United Kingdom Sales: +44 (0) 1603 959 652 Editorial: +44 (0) 1603 959 655 SUBSCRIPTIONS Tel: +44 (0)1603 959 655 Email: matthew.staff@outlookpublishing.com

www.emeoutlookmag.com Follow us on Twitter - @EME_Outlook Like us on Facebook: www.facebook.com/emeoutlook

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In this issue of EME Outlook...

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NEWS

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EURO 2016 On the Ball

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CRIMSON & CO Let the Sustainability Games Begin

All the latest top stories from Europe & the Middle East

UEFA Euro 2016 is set for kick-off

IMAGE:FANNY SCHERTZER

Rio 2016: The Most Sustainable Olympics Ever

S E C T O R F O C U S

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MANUFACTURING Building a Future as Strong as Steel

Predicting growth in a distorted market

32

SHOWCASING LEADING COMPANIES Tell us your story and we’ll tell the world

SHIPPING & LOGISTICS

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FALCON AVIATION SERVICES LLC At the Leading-Edge of Aviation Innovation

Synonymous with safety, quality and aviation excellence among the Middle East’s industry elite

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48 58 66

ARCTECH HELSINKI SHIPYARD Breaking the Ice

T E C H N O L O G Y

The leading brand in Arctic shipbuilding

ESHIPS Always on Course

A future afloat with possibility

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NANDO’S UAE Try Something New

The best flame-grilled PERi-PERi chicken in the world

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116 TRANSVERITAS The GCC’s Trusted Food Partner

Expanding its basket of products to remain competitive

PEARL DAIRY Stronger Bones, Smarter Minds

Contributing to a healthy mind and body

MANUFACTURING

90 96

du Endless Possibilities for a New Generation

CITI PAK A Brand Loyalty Success Story

Driven by customer loyalty and an ever-strengthening product range

MATRIX COMPOSITES & ENGINEERING Global Engineering Innovators

ENERGY & UTILITIES

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136

Helping organisations of all sizes achieve their digital transformation goals

Reviewing business performance to access new opportunities

Unwavering commitment to developing the best engineering solutions

80

AVAYA MIDDLE EAST Taking IT to the Next Level

CONSOLIDATED SHIPPING SERVICES LLC 20 Years of Freight Forwarding Excellence

F O O D & D R I N K

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130

LESSEBO PAPER AB Flexible on Paper and in Practice

Meeting market fluctuations with the highest quality and the best service

LUCKY GROUP Celebrating a Remarkable Journey to Industry Prominence

Expanding in line with industry requirement and customer needs

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BUTEC UTILITY SERVICES Driving Lebanon’s Distribution Reformation Powering its way to leading utility status, region-wide

DORAD ENERGY LTD The Personalised Electricity Revolution

Facilitating a flexible response to changing renewable energy markets

Supporting the growth of telecoms throughout the Middle East

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AQUATIC ENGINEERING & CONSTRUCTION LTD Strength in Depth The global partners for flex-lay solutions

KOOIMAN MARINE GROUP A Complete Service

Approaching all projects to the most efficient and professional standards

E V E N T

F O C U S

164

PAYEXPO EUROPE

166

INTERSOLAR

168

WORLD BRAND CONGRESS

169

BULK MATERIAL HANDLING FORUM

170

FOODEX SAUDI

Making financial transactions faster, easier and more secure Increasing the share of solar power across global energy supply

The largest independent rendezvous of the best brains in branding, marketing and advertising

An opportunity to expand into the MENA region A business platform dedicated to the food & beverage market

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Debt may be Defining Issue for Saudi Arabian Economy, say Experts The future of the Kingdom’s debt market was discussed at the Euromoney Saudi Arabia Conference earlier this month, where particular emphasis was on managing the fiscal deficit caused by the fall in oil prices

Historically, one of the key strengths of the Saudi economy has been its almost total absence of debt, with outstanding public debt sitting at below five percent of gross domestic product; one of the best ratios in the world. However, recent news reports suggest the Government is in discussions for an international loan in its first significant foreign borrowing for more than a decade. Ratings agency, Standards & Poor’s estimates that the Kingdom will issue up to US$31 billion in debt in 2016, as it strives to manage the

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fiscal deficit caused by the fall in oil prices. “We believe we will see a sixth year of below-average global growth in 2016 as well as modest returns from risk assets in the absence of a ‘consumer of last resort’ and the waning ability of central banks to boost asset prices. As a result, investors will need to seek out extra returns through insightful investment strategies,” said Richard F. Lacaille, Global Chief Investment Officer of State Street Global Advisors. “While valuations in some emerging markets look attractive, investors

will continue to focus on real signs of economic and political reform, strong corporate governance and returns potentially less correlated with macro risks. With potentially transformative changes underway in the region, we think the Middle East in general and Saudi Arabia in particular may offer attractive investment opportunities,” he added. A special panel discussion at the 2016 Euromoney Saudi Arabia Conference, examined the future of the KSA debt market, with a particular focus on the viability of loans versus bonds in the current period, as well as a review of concerns over tightening liquidity.   Richard Banks, Consulting Editor of Euromoney Conferences and Managing Director of RMBanks & Co., said: “The emergence of debt as a factor in the direction of the Kingdom’s economy and financial sector is a development of historic proportions, and one which will have major implications for banks and global lenders.” “By bringing together representatives of major global banks with leaders from many of Saudi Arabia’s most prominent organisations, the Euromoney Saudi Arabia conference provides an important platform to discuss the challenges and opportunities of the current period,” he added. Euromoney Saudi Arabia will also host a special banking CEO roundtable that will include Abdulaziz A. Al-Helaissi, Chief Executive Officer of GIB, to provide a perspective from banks operating in the Kingdom. Co-hosted with H.E. Dr Ibrahim Al-Assaf, Minister of Finance, the Euromoney Saudi Arabia Conference is considered the biggest financial event in the Kingdom. 

GO TO WWW.EMEOUTLOOKMAG.COM/NEWS FOR ALL OF THE LATEST NEWS FROM EUROPE & MIDDLE EAST


T E C H N O L O G Y

The new range is Brother’s first mono laser series tailored for large businesses and features four printers and five allin-ones.

Antony Peart, European Marketing and Communications Manager at Brother International Europe, commented: “We wanted to position our new mono laser series as a way for professional resellers to build more business. Our marketing campaign is designed to engage them in a creative way and illustrate that Brother offers ‘possibilities you didn’t expect’. The new range is robust, reliable and customisable for enterprise customers, so showcasing this using LEGO bricks is a nice fit.” Bright Bricks also created Brother mono laser series collectors kits, featuring mini LEGO models of the L6400DW printer as part of a direct mail campaign targeting professional resellers across Europe. Peart added: “The limited edition kits push the point that these new products aren’t just another mono laser printer; they are the perfect way for professional resellers to build their own business as they seek to underline the business value of IT.”

Tomi Seppälä from Aalto University and Professor of Marketing, Peter Gabrielsson from the University of Vaasa.The study analysed the competitive strategies of 259 Finnish and Swedish companies. Earlier studies in the field of marketing research have proposed inconclusive viewpoints relating to the conditions that are suitable for

multinational companies to realise a hybrid competitive strategy. This new study now shows that the realisation of a hybrid competitive strategy is dependent on the globalisation stage and key resources of the company. Furthermore, a hybrid strategy observes environmental factors and creates the preconditions for internationalising companies to achieve the best possible financial performance. Professor Gabrielsson noted: “Globalisation and the specific conditions of the home markets of the firms have received too little attention in the strategy work. Particularly dangerous it is for a firm originating from a small country to rely on the American research, books, and consultants who approach this question from a large country perspective.”

Brother Creates Printer out of LEGO® Bricks for New Marketing Campaign Brother International Europe’s UK-based marketing team has collaborated with the UK’s only LEGO Certified Professional, Bright Bricks to celebrate the launch of its new mono laser series by creating life-size models of two of the Company’s newest printers. Almost 3,500 LEGO bricks were used to create the to-scale model of the flagship HL-L6400DW printer. It took 40 hours to put together and was captured block-by-block in a time-lapse film. A second life-size model - of Brother mono laser all-inone, the MFC-L6900DW – was also created in a build that took 35 hours and 9,500 bricks.

B U S I N E S S

Hybrid Strategy Challenges Traditional Global Business Norm According to a new Finnish study, following a hybrid competitive strategy leads to superior financial performance in the internationalisation of high-technology companies. The study challenges the traditional viewpoint according to which companies can successfully go international by adhering to a single competitive strategy alone. Published in the April issue of Industrial Marketing Management, the study was conducted by the Professor of International Business, Mika Gabrielsson from the University of Eastern Finland, Senior Researcher,

GO TO WWW.EMEOUTLOOKMAG.COM/NEWS FOR ALL OF THE LATEST NEWS FROM EUROPE & MIDDLE EAST

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Strengthening Islamic Finance Ties between Asia and the Middle East

T E C H N O L O G Y

EMEA Industry Leaders and Innovators to Gather at Datacloud Europe The inaugural summit for African data centre hosting and cloud investment will take place at Datacloud Europe in Monaco on 8 June, 2016. Following the huge interest in the event from Middle Eastern investors and enterprises the summit will also assess the energy, scalability, security, architecture and software challenges confronting data centres and cloud transition for Africa, with Middle Eastern collaboration. Africa’s data sector is exploding with more and more companies choosing to host within their own borders. With its proximity to the horn of Africa and much of the continent, the Middle East is perfectly placed to be part of what has been described as ‘The Data Gold Rush’. As BroadGroup Managing Director, Philip Low noted: “This year’s event will be tailored for international and Middle Eastern investors who are interested in expanding their reach throughout Africa, and for Middle Eastern companies interested in establishing an African presence.”

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In April, H.H Sheikh Salman bin Khalifa Al Khalifa, Special Envoy, Kingdom of Bahrain and Patron of the Islamic Banking & Investment Asia/Middle East Congress: Singapore 2016, presented a special keynote address on how to strengthen business and investment ties between Asia and the Middle East. Focusing on a fresh approach to engaging with the major issues impacting the future of Islamic finance across Asia and the Middle East, the Congress was attended by more than 250 industry leaders representing more than 80 international organisations. A powerful lineup of more than 40 international speakers and industry thought-leaders discussed topics focused on the theme ‘Responding to Headwinds and Capitalising on the Large‐Scale Infrastructure Opportunity’ in markets across Asia and the Middle East through Islamic finance.

H.H. Sheikh Salman bin Khalifa Al Khalifa

F I N A N C E

The Road Ahead in the MENA Investment Industry The recent opening of several GCC and Arab markets and the inclusion of these markets in the Morgan Stanley Capital International (MSCI) Emerging Markets Index have not only reinforce an exciting trend but will also drive growth across the entire wealth and asset management eco‐system, including pensions and support services. Taking place on the 30-31 May, the Middle East Asset Management Forum (MEAMF 2016) is to tap into these developments and show how they are creating new opportunities in the region. Mr. Abdul Rahman Mohammed Al-Baker, Executive Director - Financial Institutions Supervision of the Central Bank of Bahrain said: “Against this dynamic backdrop, MEAMF 2016 is being launched with the strategic support of the Central Bank of Bahrain. MEAMF 2016 will tackle the most pressing questions that will drive the ongoing progress of the asset management industry across the dynamic markets in this region.”

GO TO WWW.EMEOUTLOOKMAG.COM/NEWS FOR ALL OF THE LATEST NEWS FROM EUROPE & MIDDLE EAST


T E C H N O L O G Y

F I N A N C E

Gibbs S3 Signs Deal with World Wide Technology

Quantum Global Group Announces Regional Expansion Plans Quantum Global Group will be expanding across Africa and the Middle East in a bid to increase investor access to Africa through its funds registered in Mauritius; one of Africa’s strongest legal and regulatory environments. Jean-Claude Bastos de Morais, Founder and Chairman of the Advisory Board said: “With Africa offering enormous development potential, global investors including those from Asia and the Middle East are increasingly looking to capitalise on investment opportunities in the region in the low-risk environment that Mauritius has to offer… We are

Jean-Claude Bastos de Morais, Founder and Chairman of the Advisory Board, Quantum Global Group

therefore extremely thrilled about expanding our presence across Africa and the Middle East.”

One of the UK’s fastest growing businesses, Gibbs S3 has signed a deal with World Wide Technology (WWT) to provide project-based staffing services and solutions throughout the EMEA region. Farida Gibbs, CEO and Founder of Gibbs S3 commented: “This latest deal is a huge success for Gibbs S3 and it shows that our approach, tailoring our services specifically to customers’ needs, is setting us apart from our competitors. Our solutions are developed in response to feedback from customers, and in understanding what they require, we can adapt what we provide. The commonality of culture between us and WWT meant that this was an ideal partnership and I look forward to assisting them in their continual expansion across the EMEA region.” F I N A N C E

Alipay Announces Entry into the European Market

C O N S T R U C T I O N

Carlson Rezidor Opens World’s First Radisson RED Hotel Rezidor opened the first of 14 additional Radisson RED hotels last month in Brussels. The new global hotel concept is said to be inspired by the millennial mindset and aimed at tech-savvy travellers. Wolfgang M. Neumann, President

and CEO of The Rezidor Hotel Group commented: “Radisson RED is Carlson Rezidor’s new lifestyle select brand inspired by the ageless millennial mindset. It boasts a forward-thinking design and offers a new guest experience fuelled by personal interaction and personal choice. It is a true recognition of the increasingly important role that technology plays in facilitating the best of everyday life, home or away.”

Alipay, China’s largest payment and lifestyle platform, has detailed its expansion plans for entering the European market in a bid to simplify payments for Chinese tourists travelling abroad; creating huge opportunity for retailers, small and microbusinesses in Europe to capitalise on a growing Chinese tourism market. The announcement was made at Money 20/20, highlighting a particular focus on UK, Germany and France for its expansion strategy. In 2014, 117 million Chinese tourists travelled abroad, spending $165 billion. This is forecast to reach $234 million by 2020, offering a vast opportunity for European retailers to connect to a new consumer base.

GO TO WWW.EMEOUTLOOKMAG.COM/NEWS FOR ALL OF THE LATEST NEWS FROM EUROPE & MIDDLE EAST

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TELL US YOUR STORY

AND WE’LL TELL THE WORLD E U R O P E & M I D D L E E A S T O U T L O O K is a digital and print product aimed at boardroom and hands-on decision-makers across a wide range of industries in the EME region. 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 380,000 people, Europe & Middle East Outlook covers a full range of industrial sectors: mining; oil & gas; logistics; resources; manufacturing; construction; engineering; technology; food & drink; retail; finance; and healthcare. 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.

W W W. E M E O U T LO O K M A G . C O M Tel: +44 (0) 1603 959 650 Email: ben.weaver@outlookpublishing.com


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Luka Modric (L), Jo達o Moutinho (R) - Croatia vs. Portugal, 10th June, 2013 IMAGE:FANNY SCHERTZER

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With Euro 2016 less than one month away from gracing a secure, vigilant – yet excited – France, the main contenders, dark horses and rank outsiders on the pitch are assessed Writer: Matthew Staff

n June 10, the eyes of the sporting world will be fixed firmly on Paris as the UEFA European Championship kicks off and launches a month of high-pressure football comprising some of the most renowned sports personalities the world over. Attentions on the tournament will intensify even more so than usual this year, however. Not only will Euro 2016 feature more competing nations than ever before – 24 as opposed to the usual 16 – but away from any trivial sporting context, the security and safety behind France holding such an elite and extravagant event has brought about more morbid and unwanted, yet understandable, scrutiny. With matches spread across

10 cities in one of the world’s most charismatic and enigmatic countries, it may well take a few days for the population, spectators, tourists and indeed TV viewers to settle entirely comfortably. But all can be in agreement that

once those fears are allayed, and the football is in full swing, the stage that emerges will be one that promises a feast of drama, excitement, tension, elation and despair almost unparalleled across elite sport. Notable absentees including Bosnia & Herzegovina, Norway, Scotland, Denmark, and most shockingly, The Netherlands will be looking on enviously during the final month’s build-up, as supporters from the participating 24 nations hang up their wall-charts, plot their teams’ routes to the final and organise their sweepstakes. And while there are inevitable favourites, dark horses and ‘nohopers’; everyone begins on zero, and hope springs eternal for all those who have made it to the starting line.

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THE FAVOURITES

(current FIFA World Ranking as of 12 May, 2016) France (21)

Any host with a football dynasty as extensive as France’s is immediately levered towards the top end of a bookmaker’s spreadsheet, but as Brazil will testify from 2014’s FIFA World Cup, football doesn’t always partake in fairytale endings. That being said, there would be enough arguments for France to claim the title with or without home advantage. Arguably the toughest midfield in the tournament, and very few weak links on the periphery make the hosts a natural selection for most pundits, and a seemingly manageable Group may help them settle any initial nerves prior to the tougher tasks to come.

Germany (5)

Spain (6)

Perhaps a tiring or stumbling giant, as opposed to a fallen one, but Spain is certainly not the formidable beast it was prior to 2014. A group stage

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Iniesta takes a shot towards Gianluigi Buffon’s goal in the Spain v Italy final, Euro 2012 IMAGE: FOOTBALL.UA

exit in Brazil followed by a qualifying campaign which saw them defeated by Slovakia has brought a personification back to proceedings, and as a team in the classical ‘transition’ phase, few would be surprised if this year’s tournament comes a little too soon for another triumph.

England (10)

Perennial underachievers or wishful thinkers? Whichever category the unpredictable England fall under, the build-up to this summer’s tournament has done nothing to settle aspirations. If anything, a qualifying campaign that saw a 100 percent win-rate – the best of any – compounded by a new crop of exciting players has excelled expectations beyond the more timid demands of 2012 and 2014. A recent victory away in Germany has made others sit up and take note

IMAGE: FOOTBALL.UA

Both France and Spain have followed World Cup success with European glory in consecutive tournaments since the turn of the century; showcasing a generational stronghold over football that Germany will be trying to emulate this summer. Their global success in 2014 confirmed their heritage as Europe’s most dominant force, and it would be difficult to argue against their chances this time around too. Unlike the France of the early 2000s and the Spain of 2008-2012 though, analysts would probably fall short of ‘unbeatable’ when describing this current crop of players, and their qualification campaign pointed towards a fallibility that other contenders will be looking to exploit.

Patrice Evra, France and James Milner, England


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THE GROUPS GROUP A

France Romania Albania Switzerland GROUP B

now too, and while flying under the radar may not be an option anymore, supporters will initially be praying for an improvement on 2014’s group stage disaster before turning the dial to ‘fullhysteria’.

Portugal (8)

Portugal, otherwise referred to as ‘Cristiano Ronaldo’, won’t be mentioned in the exact same breath as the aforementioned four, but will be blurted out in the next one, purely for that one man’s influence if nothing else. An uninspiring World Cup was followed up by a comfortable qualifying campaign and with no Lionel Messi around to steal the limelight; ‘CR7’ will thrive in his role as the tournament’s most marketable and fascinating superstar. Whether it will be enough to carry an entire nation to the latter stages of the tournament is up for debate though.

Italy (15)

It’s difficult to make a case for Italy this year, but they have won World Cups and European Championships with less credentials in the past. The historically perfect each-way bet just always seems to find a way to the latter stages of major tournaments, and with 2014’s failure veering away from that tradition, they will be eager to appease their passionate fans this summer.

England Russia Wales Slovakia GROUP C

Germany Ukraine Poland Northern Ireland GROUP D

Spain Czech Republic Turkey Croatia GROUP E

Belgium Italy Republic of Ireland Sweden GROUP F

Portugal Iceland Austria Hungary

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THE TEN TOURNAMENT STADIUMS Saint-Denis

Marseille

Lyon

Lille

STADE DE FRANCE Capacity: 81,338

STADE VÉLODROME Capacity: 67,394

PARC OLYMPIQUE LYONNAIS Capacity: 59,286

STADE PIERRE-MAUROY Capacity: 50,186

Paris

Lille

PARC DES PRINCES Capacity: 48,712

Lens Saint-Denis

Bordeaux

Paris

MATMUT ATLANTIQUE Capacity: 42,115

Lyon Saint-Etienne Bordeaux

Saint-Étienne

Toulouse

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Lens

Toulouse

ALLIANZ RIVIERA Capacity: 35,624

STADE BOLLAERT-DELELIS Capacity: 38,223

STADIUM MUNICIPAL Capacity: 33,150

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Austria

IMAGE: FOOTBALL.UA

Switzerland

Nice

Nice

IMAGE: STEINDY (TALK)

IMAGE: RETO STAUFFER, WWW.HOPP-SCHWIIZ.CH

STADE GEOFFROY-GUICHARD Capacity: 41,965

Marseille

Turkey


IMAGE: MAGHAREBIA

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Belgium v Albania, World Cup 2014

THE CHASING PACK Belgium (2)

Officially the second best team in the world and the best team in Europe, Belgium will understandably be among the favourites for Euro 2016, but – outside of Belgium – the jury is still very much out as to whether they can capitalise on this golden generation of players. The on-pitch leader of the pack, Vincent Kompany is unlikely to be fit for the tournament, and their group stage battle with Italy in June may give the best indication yet as to whether they can finally justify their ranking on the main stage.

Croatia (23)

Finishing second in their qualifying group behind Italy is probably indicative of how Croatia are perceived

in the global order of football. An undoubtedly talented, technical side, but it would take a series of upsets to bridge the gap to the very top teams; an effort that could begin against Spain when the tournaments kicks off.

Austria (11)

Arguably the surprise package of the qualifying stage, Austria’s record was second only to England’s and a comfortable group alongside Hungary, Iceland and the beatable Portugal could compound their role as dark horse.

Turkey (13)

If Belgium and Italy’s battle represents the ‘group of death’ then Turkey’s position alongside Spain, Croatia and Czech Republic surely makes that league the group of uncertainty. Spanish supporters would have preferred a much easier start to

proceedings, and Turkey have often thrived in their role as feared underdogs in the past.

Switzerland (14)

Most onlookers expect a typically Swiss ambivalence when it comes to their prospects at Euro 2016, and if punters were looking for an outsider to take a chance on, Switzerland is unlikely to be their first destination. Sturdy yet unspectacular, as always.

Romania (19)

The aforementioned Swiss will arguably be in direct competition with Romania for second spot behind France in Group A; both proving tough to beat – the Romanians going through the whole of qualification without losing – but not so difficult to defend against. It might be a case of who beats Albania by the most.

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IMAGE: JON CANDY FROM CARDIFF, WALES

The Albania national football team

Gareth Bale, Wales

THE NEWBIES Wales (24)

When you talk about underdog victories, most people immediately refer to those who could potentially ‘do a Greece’, pointing towards their surprising victory in 2004. Wales are one of five ‘newbies’ hoping to make similar waves in 2016. With the world’s most expensive player, Gareth Bale leading the way, they certainly have the core of a side with the ability to uproot the formbook, and an early fixture with rivals, England will get the juices flowing from the off.

Northern Ireland (26)

Further west to the United Kingdom, and Northern Ireland will also be enjoying their first foray into major European waters following a surprising

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Faroe Islands v Northern Ireland, Tórsvøllur 4 September, 2015

qualifying group victory. A difficult draw pitching them alongside German; Poland and Ukraine have stunted the celebrations slightly since then, but the tournament will certainly be made brighter by their presence there.

Slovakia (32)

On paper, Slovakia sit alongside Northern Ireland as figurative nohopers. However, that same piece of paper was torn to shreds in a qualifying campaign that saw them defeat Spain and comfortably book their place in France ahead of the more-fancied Ukraine. They have rightful reason to believe they can spoil England, Wales and Russia’s parties also.

Iceland (35)

Arguably the most exciting and enthralling of entrants, Iceland’s

first ever major tournament is the culmination of a recent revolution, having almost qualified for the World Cup two years previously. Billed as the neutrals’ favourites and people’s champions, a group schedule with Portugal, Austria and Hungary could even leave the door open for an unexpected knockout berth.

Albania (45)

Only Northern Ireland appear further down the odds table than Albania, with the latter capitalising on underpar qualification campaigns from Denmark and Serbia to make their first ever major championship. An unlikely ambush of Romania and Switzerland will be the aim, but – much like Northern Ireland – they will no doubt enjoy the experience regardless of results.

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THE DARK HORSES Hungary (18)

Alongside Northern Ireland and Albania in the betting is Hungary; a statistic that seems slightly unfair considering their world ranking is more in-line with Italy and Romania than the former two. In reality though, anything other than a group stage exit seems unlikely.

Ukraine (22)

Having shared the responsibility of hosting alongside Poland in 2012, the two will be in direct competition four years on as they presumably battle for second spot behind Germany in Group C. Ukraine’s squad is arguably more balanced, if more devoid of world-class talent than Poland’s but to separate them seems almost impossible.

Poland (joint-27)

And in the red corner: Poland; led by world-class striker, and potential differentiator, Robert Lewandowski.

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Bayern Munich’s ‘number 9’ may well prove to be the difference in their battle with Ukraine while their qualifying campaign has already prepared them for the might of Germany.

Russia (joint-27)

With their long-awaited World Cup just two years away, the country had earmarked this tournament as the yardstick to gauge the likelihood of success on home turf in 2018. The conclusion may make for grim reading on recent form however, and a dramatic upturn in form and consistency would be required to make an impact this summer.

Czech Republic (29)

Submerged among the Group D lottery alongside Spain, Turkey and Croatia, Czech Republic were actually the most convincing qualifiers of the four. Having missed the past few major tournaments, their return will be welcomed by supporters who remember successes of the past but

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a prolonged stay in France would require an even more surprising series of results.

Republic of Ireland (31)

Scraping their way to France, Ireland overcame a seemingly irretrievable qualifying deficit and a playoff doubleheader with Bosnia & Herzegovina to confirm their summer plans, but were immediately brought back down to earth by being pitched against Italy, Belgium and Sweden in Group E. It takes a lot to dampen Irish spirits, but raising them further would require a huge effort.

Sweden (36)

Potentially competing with Ireland for a third group stage spot, which may in turn be rewarded with a Second Round venture, the Swedes will no doubt be relying on their talisman, and everyone’s favourite villain, Zlatan Ibrahimovic. All ego and bravado aside, the PSG striker does turn this squad from a rank outsider into a potential dark horse.

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Republic of Ireland v Spain, Euro 2012

Ukraine v Sweden, Euro 2012

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Let the Sustainability Games Begin

Following the acclaim and success of London 2012, Rio de Janeiro had a seemingly hard act to follow, but with a naturally sustainable environment, and lessons from previous Games to leverage, the city rightfully expects the bar to be raised Writer: Matthew Staff

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ith the Rio De Janeiro Olympics less than three months away, the Brazilian city is putting its final adjustments and last minute completions in place in order to make it the most organised, extravagant, welcoming, thrilling and prepared Games ever. Beyond that though, it is also striving to be the most sustainable Games ever. Focusing on parameters including supply chain, longevity, the environment and social enrichment; sustainability is indeed one of the key considerations put in place by the Olympic Committee when deciding who to award an event of such calibre to in the first place. And consequently, the Olympic Games and Winter Olympic Games can almost be used as biannual yardsticks from which to gauge the development of sustainable adherences, monitoring how each of these major global economies is promoting sustainable considerations to the watching world, and how the Games’ globally renowned sponsors are adapting to fit within these parameters. Europe & Middle East Outlook spoke with global supply chain consultancy, Crimson & Co’s General Manager of Latin America, Richard Gurney about Rio’s attempts to raise the sustainability bar, and the lessons the city has learned from recent Europe-based Games in London, in 2012, and Sochi, in 2014.

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The bid committee, led by Carlos Arthur Nuzman

Europe & Middle East Outlook (EME): If we go back to the bidding process, sustainability was a core reason behind Rio winning the Olympics to begin with, so what would you pinpoint as the main natural indicators they needed to display at the time under this banner? Richard Gurney (RG): Brazil has a huge advantage when you look at the carbon footprint for any kind of event because of its hydroelectric sources. Energy here in Brazil is already very clean and a high percentage of electricity comes from either the big hydroelectric power stations or from more recent investments into wind power. The source of energy here is clean already so has made a massive difference to Rio in terms of their carbon footprint versus London’s for example. Brazil has a big paper forestry industry and it’s one of the most advanced in world as it’s basically all recyclable and they’re not cutting down any more of the Amazon. Instead, land is put aside to recycle and for Rio, all of the wood going into construction for example is therefore coming from sources that are 100 percent certified in terms of sustainability. These sorts of natural aspects helped Rio greatly during the bidding process.

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(EME): Adding to these natural advantages, what further knowledge has been taken from examples at previous Games’? RG: Sochi was able to mitigate all of the carbon emissions from the Olympics and London worked hard on doing that as well. The combined experiences since the turn of the century when the Olympic committee started looking at this very seriously means that knowledge has increased, and since London, Rio has taken a lot of the lessons that were learnt from previous games and are now implementing them. One of the things they’re giving a lot of attention to is the sourcing process. They’ve had a spec methodology requiring all suppliers to adhere to and implement a lot of rules and regulations in order to even qualify to supply for the Olympics, and that’s been taken on board by them. Very specific things like trying to avoid logistics costs have been taken into account across the total cost of purchasing. Taking carbon emissions for instance; you may be able to bring over something cheaper from China

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Maracana Stadium

ium Inside the Maracana Stad ALH O/G OVE RNO IMA GE: BY ÉRIC A RAM

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but when you add in the costs of the carbon emissions to that, then compare it to a local supplier, what’s the right decision? They’ve focused a lot on adding the carbon and environmental considerations into the process and making a decision based on that. They’ve therefore been trying to source a lot locally from the Latin American market.


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Rio will then sit down and calculate what the actual balance was in carbon emissions versus the original initiatives laid out in mitigating them. So the expectation is they will be able to show that the Olympic Games in Rio, has mitigated all emissions through its initiatives.

(EME): In regards to the areas of mitigation being carried out prior to the Olympics then, how will the success of those aspects be calculated? RG: Companies within the Games’ supply chain are serious about the rules and regulations in place, and are adhering to this sustainability in fulfilling these regulations from the outset. When the games are finished,

“...sustainability has been a theme of the Olympics and goes hand-in-hand with the spirit of the Olympics: competing in fairness, everyone together, like a big friendship; and sustainability fits within this more so than it did in the World Cup”

(EME): Having held the FIFA World Cup in 2014, what, if anything, was Rio able to learn from a logistical or supply chain management perspective to apply to this globally significant event? RG: There have been many articles around the Olympics stating that there has been a lot of coordination between the two organisation committees, and many of the construction companies and logistics companies who served the World Cup are also involved in the Olympic Games. There’s been a lot of cross-fertilisation of experiences and knowledge that they’ve been able to take on board. Some of the construction techniques for example have been applied across both. But in the actual supply chain, there wasn’t as much emphasis in the World Cup on this area of sustainability. Sustainability has been a theme of the Olympics and goes hand-in-hand with the spirit of the Olympics: competing in fairness, everyone together, like a big friendship; and sustainability fits within this more so than it did in the World Cup. The World Cup was a bigger construction project too because it was across the whole of Brazil. It is a 10 hour flight from the north to the south of the country which presents inevitable logistical and carbon emissions challenges and there were huge stadiums built that have become white elephants in some of the more rural host cities. It was difficult to build the World Cup from a supply chain perspective so the two events are very different in some cases.

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(EME): As we edge nearer to the start of the Games, do you foresee all logistical facets being in place and ready? RG: The big advantage for Rio is that it’s all focused in one city but there will be things they won’t have finished. They’re really selling the idea that they don’t want a lot of the spectators using cars but there’s some challenges around what will be ready in terms of public transport. The Rio Metro system that they were supposed to have ready will not be ready on time or at least important parts of it won’t’ be. There are still major things being worked on and still fingers are being pointed about who to blame for that. From a planning and preparation perspective, whatever was needed to be done has been done – it was very well prepared – but I think there’s a few things around public transport that won’t be 100 percent finished by the time it starts, which may impact their carbon footprint calculations at the end of the Games also.

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(EME): A real buzzword that surrounded the London 2012 Olympics was ‘legacy’ and how the Games would impact the city in its

aftermath, so how is this notion of ‘legacy’ being addressed in Rio similarly? RG: The metro system, when it’s ready, will be great because Rio as a city has expanded and grown a lot in recent years; Like the Docklands in London for example. These elements of public transport and other things available in Rio post-Olympics will serve the city

and those communities very well. They’ve also been building some of the temporary structures in a very intelligent way and some of the structures will end up being dismantled afterwards as its all modular. They’ll be taken away and replaced with schools or clinics and things like that. They have done some nifty planning around some of the temporary structures. Because Rio is such a big city, but in one place, there won’t be any of those white elephants like we saw after the World Cup. (EME): On a general note, do you believe that as technologies improve and the topic becomes hotter, each and every Olympics will become more sustainable in turn, or is Rio really in a place – naturally and via its initiatives – to set the bar at a level that will be difficult to beat for many Games’ to come? RG: In this sense, hopefully they will all be better than the previous one until you get to the point where you can’t improve it anymore. I’m sure that the Rio organisers believe they will

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Travelling to Osorio Station on the Rio Metro

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“The Olympics is a banner, a flag, that they can use to showcase their compliance to these sustainable initiatives to the whole world”

Luiz Inácio Lula da Silva at the Metro ticket kiosk

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contribute more to the environment positively than the London games, who probably – and rightly –believe they contributed more than Beijing. Each one will get better because at the end of the day, in terms of its impact on sustainability and supply chains, the general consensus now is that we’re destroying the planet and we need to do something to reverse that trend. You could even argue that these kinds of major events are so bad for the planet, you shouldn’t hold them anymore. But the good thing is that it raises awareness, and every time something like this happens, like in London and in Sochi and now Rio, people expect each Games to be as good, if not better, than the previous one. And for the supplier companies involved, if they don’t do the right thing and aren’t seen to be complying to the Games’ sustainable initiatives, then they’re going to have a really bad time afterwards with their image and future sales.

Companies have been making organisational changes because buyer companies have demanded it of them. They can’t afford not to. The Olympics is a banner, a flag, that they can use to showcase their compliance to these sustainable initiatives to the whole world.

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Building a Future as Strong as Steel In the wake of China’s pending market economy status, the UK’s Brexit and global overcapacity, EU steel manufacturers face an even tougher future from which to shield the world-leading sector from decline Writer: Emily Jarvis

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urope’s steel manufacturing industry has long been one of the main economic drivers contributing to growth, employment and fostering innovation across the Member States. Considered a world leader in environmental sustainability, the sector has a turnover of around €170 billion and directly employs 330,000 highly-skilled people, producing, on average, 170 million tonnes of steel a year, according to figures from The European Steel Association (EUROFER). With more than 500 steel production sites across 24 EU Member States, the sector has hugely significant ties with Europe’s wider manufacturing, engineering and construction industries and is considered “the backbone for development, growth and employment in Europe”. Today, the industry is threatened by an industry downturn affected by

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a large number of variables caused in-part by lingering effects of the global economic crisis and marred by challenges linked to rising costs affecting availability of raw materials; in addition to the overarching pressures of energy, environmental and climate change regulations. Adding to this huge amount of pressure is China’s current position, which, under the terms of the country’s “Protocol of Accession to the World Trade Organisation”, means it should be granted market economy status (MES) in December this year. There is still a big question mark over what this means for the EU, with many experts reporting that granting MES could threaten Europe’s steel and solar industries significantly. As a continent seen as especially vulnerable to Chinese dumping, Europe is in need of protection measures to mitigate further industry decline and hold-steady as the battle for industry survival intensifies.

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Steel structures, such as power masts, bridges and this cable car station account for around 12 percent of steel consumption in Europe. Photograph: ArcelorMittal

Steel is indispensable for the transport of oil & gas in pipelines. Photograph: Arcelo

The outlook

According to EUROFER, the volume of Chinese steel entering Europe has nearly doubled over the past two years, despite an overall decrease in demand, hinting at the early warning signs of “massive job losses and plant closures” should MES be granted; something that the likes of Tata Steel is already experiencing as the industry belt tightens even for those who have existed for close-to a century. Although steel industry growth in 2016-2017 is expected to be muted, following a two percent growth in total EU activity in 2015, there is much uncertainty and difficulty in predicting the future. “If China is provided with MES it will become more difficult for the EU to successfully deploy antidumping laws in response to alleged unfair trade practices by China,” commented Stephen Olson, Hinrich

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THE MOST VERSATILE INDUSTRIAL MATERIAL “Steel is the most versatile industrial material in the world. The thousands of different grades and types of steel developed by the industry make the modern world possible. Steel is 100 percent recyclable and therefore is a fundamental part of the circular economy. As a basic engineering material, steel is also an essential factor in the development and deployment of innovative, carbon dioxide-mitigating technologies, improving resource efficiency and fostering sustainable development in Europe” – EUROFER


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The Queen Mary 2 is almost completely made of steel. Photograph: Dillinger Huette GTS

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The average car body is 95 percent steel. Photograph: voestalpine

Stainless steel panels on the Museu Blau in Barcelona. Photograph: ThyssenKrupp

Foundation in a recent opinion piece on the topic (East Asia Forum). Essentially, what this means is that it will become more acceptable for China to export its products to another country at low prices in order to gain a share of the market.

“The EU’s decision on China’s MES would be complex and would have a large impact under any circumstances. But, unfortunately, it has been further complicated — and the stakes raised even higher — as a result of surging Chinese steel exports to the EU,” Olson added. Conversely, based on 2015’s boost from a growth in private spending translating into strengthening demand for passenger cars and electrical domestic appliances, and new residential housing projects, the steel industry could well shield itself from decline and retain sustained but slower growth levels in the coming few years. EUROFER further highlighted:

“Prospects for 2016 and 2017 are relatively positive... Construction activity is expected to gain momentum as the recovery in demand becomes more broad-based. Tube and mechanical engineering sector activity will stop acting as a drag on total growth in steel-using sectors.” At this point, it is worth reiterating the sheer scale of Europe’s steel industry and the subsequent threat to economies. The EU is the second largest producer of steel in the world after China, accounting for 11 percent of global output and forms a key part of the Member State’s action plan goal to increase the industry’s share of GDP to 20 percent by 2020. According

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to the EU, “Steel demand remains 27 percent below pre-crisis levels and up to 40,000 jobs have been lost in recent years. To help the European steel industry confront these challenges and return to pre-crises production levels, the Commission adopted an Action Plan on the competitiveness of the steel sector in 2013 and proposed the formal creation of a High-Level Group on Steel”. The goal of the Action Plan is further challenged when you consider that the UK, a significant contributor to the aforementioned 20 percent GDP target figure, is teetering on the edge of a Brexit. Great Britain leaving the EU would leave some permanent changes to steel trade in its wake.

Excess capacity

The industry outlook clearly depends on two major factors: firstly, encouraging further diversification of activities in-line with where demand is coming from, simultaneously capitalising on the growth in private spending; and secondly, whether China being granted MES can be regulated so as to limit overcapacity and further market saturation. Speaking ahead of the sixth European Steel Day held by EUROFER in April, EUROFER President Geert Van Poelvoorde said: “Our top priorities are: dealing with global overcapacity – particularly in China; the modernisation of Europe’s Trade Defence Instruments (TDI); no granting of Market Economy Status (MES) to China until the country meets the EU’s market economy criteria; an effective and procompetitive revision of the European Union Emissions Trading System (EUETS); and the creation of a circular economy in Europe that accounts for the permanent and 100 percent recyclable properties of steel.” The theme of this year’s event was ‘Building a Future as Strong as Steel’, which captured the strategic importance of steel to the EU

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economy. The event coincided with EUROFER’s 40th anniversary and was an opportunity for the European steel industry to highlight its priority challenges. “Excess steelmaking capacity is one of the greatest challenges of our time”, said Mr Van Poelvoorde. “Global excess capacity is presently in the order of 700 million tonnes; about 400 million of this is in China. The country’s leaders must face the reality that their excess capacity is damaging the global industry’s prospects and is triggering

the rollout of tit-for-tat anti-dumping measures across the world.” On the other hand, Olson is of the belief that China is facing its own economic challenges that have inevitably led to overcapacity on Europe’s shores, citing that granting China MES does not need to cause a clash with the EU and insisting that “now is a time for cool heads and long-term perspectives”. He stated: “Chinese officials have conceded that ‘excessive allocation of resources’ and ‘unreasonable intervention’ by local


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governments (which are eager to keep local factories humming) have made it difficult to trim excess industrial capacity. That excess capacity is now rolling ashore in the EU, at the precise time the MES issue is being considered.”

Distorted market

With apparent steel demand in 2017 forecast to grow, albeit mildly, supported by a more pronounced rise in real steel consumption and an overall more balanced stock cycle, the

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EU must hang tough and make sure that its legislative policies provide a level playing field for the steel industry; placing sustainable development, investor certainty and predictability at the top of its agenda. However, global overcapacity and sluggish prospects for global steel demand could easily translate into continued supply distortions and derail this modest recovery and future goals. “European steel is globally competitive when faced with a fair market. In the presently distorted market, we call on European policy makers to do more, to quickly and effectively defend their strategic steel industry,” emphasised Mr Van Poelvoorde on European Steel Day in April. “However, we also remind our Chinese counterparts: accountable as they are for the world’s greatest and fastest widening gap between domestic demand and supply, that it is their responsibility to commit to meaningful net capacity reductions and ensure that state intervention in their steel sector is put to an end.” “The situation is very serious,” concluded Mr Van Poelvoorde. “All countries’ steel industries are facing real challenges today. What we need is a real commitment on overcapacity from all international governments, who each have an interest in the sustainability and viability of their steel sectors.” EUROFER further summarised: “Early indicators and available data for 2016 point to diverging prospects on the most likely course of EU economy in the future. The key question is whether domestic tailwinds will be strong enough to offset external headwinds. Domestic demand appears to be holding up well, but stuttering global economic activity and particularly bleak prospects for demand from China and commodity producing countries in the emerging world will limit export growth and result in net trade acting as a drag on GDP growth.”

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is a leading business-to-business publication promoting and showcasing the leading companies across an array of sectors in the EME region. Appearing in both digital and print, the publication is aimed at boardroom members and hands-on decision makers, reaching a combined audience of more than 390,000 business executives. Every other month we feature leading companies and business executives by profiling their operations and success stories. Covering areas of best practice, capital investments, the supply chain, innovation and continuous improvement, we aim to promote all that is good about the industry and the region, with your company taking centre stage throughout it all. Producing business profiles across the full range of sectors and every corner of the continent, Europe & Middle East Outlook is the platform to promote your business success.

Read on for this month’s profiles. Emily Jarvis, Deputy Editor emily.jarvis@outlookpublishing.com


If you want to enjoy the exposure and coverage we can offer, please feel free to contact us to discuss the opportunity further. Tell us your story and we’ll tell the world. Matthew Staff, Editorial Director Tel: +44 (0) 1603 959 655 matthew.staff@outlookpublishing.com


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Showing its willingness to align with industry trends and client requirements, Falcon Aviation is focusing on a refined business strategy that will see the Company take-flight from a new location Writer: Emily Jarvis • Project Manager: Kane Weller

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efined by its high level of customer support and a refined business strategy, Falcon Aviation has built a name synonymous with safety, quality and aviation excellence among the Middle East’s industry elite. Placing particular emphasis on helicopter transport for the oil & gas sector - both offshore and inland - which represents just under half of its core business today, Falcon Aviation has continued to grow its market share at a time when others are consolidating due to the oil price drop. “Our longstanding partners have appreciated our efforts to keep up with the latest safety and technology trends, and subsequently awarded

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us with additional contracts that have strengthened the backbone of Falcon Aviation,” says Captain Ramandeep Oberoi, the Company’s Chief Operating Officer (COO). “By listening to the customer to find and provide an accurate, tailored approach

to their needs, we are proud to deliver a world-class service. This is what differentiates us from the competition.” With 2016 marking the luxury highflier’s 10-year anniversary operating out of the UAE’s premier VIP-orientated Al Bateen Executive Airport, Falcon Aviation plans to utilise its already extensive local knowledge of the industry – comprising oil & gas aviation support, private jet and helicopter chargers, and MRO and aircraft management – to become an FBO (fixed-base operations) at Al Maktoum International Airport in Dubai; further extending its geographic reach and capacity with a new hangar, as well as establishing an MRO (maintenance, repair and overhaul) facility.

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THE WORLD STANDARD Intercontinental range, record-setting speed, advanced technology, unrivaled utility and top-rated worldwide product support. The World Standard™ isn’t just a company tagline, it’s a benchmark by which all others must be measured. For more information, visit gulfstream.com.

+971 50 653 5258 | ALLAN STANTON | allan.stanton@gulfstream.com +44 7802 262562 | TREVOR ESLING | trevor.esling@gulfstream.com G650ER, G650, G600, G500, G550, G450, G280 and G150 are trademarks or registered trademarks of Gulfstream Aerospace Corporation in the U.S. and other countries.


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“We are proud to have built and maintained a very good business model in these 10 years; growing from one aircraft in 2006, to 36 aircraft and recognised as one of the fastest growing companies in Middle East aviation today,” enthuses the COO. “Considered the aviation hub of the world, Dubai offers many strategic advantages that we hope to leverage as we shift towards becoming an FBO and MRO with a new 15,000 square metre hangar facility at Al Maktoum. We want to play a key part in this regional aviation growth.”

New ventures

The success enjoyed by Falcon Aviation in the UAE over the past few years has brought to light new opportunities in the local region and further afield in the GCC, with many clients asking the Company to support them in the region. July, 2015 marked the Company’s foray into the commercial airlines

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Considered the aviation hub of the world, Dubai offers many strategic advantages that we hope to leverage as we shift towards becoming an FBO and MRO with a new 15,000 square metre hangar facility at Al Maktoum

sector, signing an ACMI for three Q400 aircraft to Qazaq Air, a subsidiary of Samruk Kazyna, Kazakhstan’s Sovereign Wealth Fund. “This has helped bolster our fleet up to a total of 36 aircraft, including helicopters for oil & gas business, commercial airlines and business charters across the GCC, Europe, the Far East and occasionally, the US in one of our luxury jets: Embraer Legacy 600, Embraer Lineage 1000 and the Gulfstream G450,” says Oberoi. Supporting this is the Company’s value-add complement, comprising a variety of backbone in-house services that further demonstrate Falcon Aviation’s devotion to continuous improvement and evolution. “Clients can buy or lease aircraft through us and we maintain them as part of the service,” he further explains. “Our well-trained team of pilots and engineers showcase dedication, commitment and integrity


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ulfstream Aerospace Corporation designs, develops, manufactures, markets, services and supports the world’s most technologically advanced business-jet aircraft. The Company, based in Savannah, Georgia, is a wholly owned subsidiary of General Dynamics. Gulfstream, which has more than 16,000 employees at 12 major locations, has built more than 2,500 aircraft for corporations, governments and individuals around the world. In 2015, there were 154 outfitted customer deliveries. Its backlog at the end of 2015 was $13.4 billion. Gulfstream manufactures six aircraft across a spectrum of price and performance points. The models are the G150, the G280, the G450, the G550, the G650 and the G650ER. The large-cabin models are manufactured at the Company’s headquarters in Savannah and outfitted at one of four Gulfstream completion centres: Savannah and Brunswick, Georgia; Appleton, Wisconsin; and Long Beach, California. Gulfstream aircraft prices range from $15.7 million for the G150 to $68.8 million for the G650ER. Gulfstream’s new family of aircraft, the G500 and G600, were announced in October 2014 and offer an optimised combination of speed, wide-cabin comfort and efficiency. Gulfstream anticipates certification of the G500 in 2017, with entry into service in 2018. The G600 certification is slated to follow in 2018, with entry into service in 2019. To support its fleet, Gulfstream maintains the largest Company-owned product support network in business aviation, with more than 4,000 professionals worldwide. No other business-jet manufacturer offers

a wider range of services, enhancement, spares, support functions and technical publications than Gulfstream. Gulfstream provides airframe, avionics, engine and refurbishment service and support for its aircraft at eight locations in the United States - Appleton; Brunswick; Dallas; Las Vegas; Long Beach; Savannah; West Palm Beach, Florida; and Westfield, Massachusetts - and three outside the US; namely - Beijing, Luton, England; and Sorocaba, Brazil. The Company also operates a component repair facility in Lincoln, California. The Gulfstream brand first appeared in 1957, when Bethpage, New York-based Grumman Aircraft Engineering Co. completed the design for the turboprop-driven Gulfstream I, which had its maiden flight on Aug. 14, 1958. Company founder Roy Grumman named the aircraft the “Gulfstream” because many Grumman executives vacationed in Florida, where the Gulf Stream current flows northward along the coast. Gulfstream is committed to strengthening communities where its employees live and work through collaborative partnerships that help improve the quality of life of employees, their families and their neighbours. Gulfstream’s community investments address education, health and wellness, sustainability and the environment, and arts and culture. Gulfstream also fosters a culture where employees take an active role in volunteerism.

www.gulfstream.com


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ell Helicopter, a wholly owned subsidiary of Textron Inc., is an industry-leading producer of commercial and military, manned and unmanned vertical-lift aircraft and the pioneer of the revolutionary tiltrotor aircraft. Founded in 1935 as Bell Aircraft Corporation, Bell Helicopter continues to set the pace for the industry and expand the scope of vertical lift. An industry leader with unmatched name recognition, Bell Helicopter was the first to obtain commercial certification for a helicopter. Over our rich 80-year history, Bell Helicopter has delivered more than 35,000 aircraft to customers around the world.

The Company provides aviation support for the oil & gas industry

at all times; a true reflection of the Falcon Aviation Company culture.” It is this all-encompassing and confident move that is driving the Company’s three-pronged approach to establishing itself as an FBO and MRO in Dubai. Oberoi summarises: “The MRO 15,000m2 hangar at Al Maktoum International Airport is now under construction. It will comprise an MRO centre of business jets, with additional hangarage for all kinds of aircraft operational across the Middle East. Essentially, we will replicate the current MRO setup that we have at our main base in Al Bateen in Abu Dhabi.” The third part of this expansion strategy will see Falcon Aviation compete with the likes of worldclass aviation companies as it looks to establish itself as an FBO for VIP aircraft for business charters.

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FW hangar

Taking this one step further, the Company has a keen eye on additional growth opportunities in the GCC and MENA regions, having already completed operations in Senegal and Ghana in Africa. “Our foray into Kazakhstan [via Qazaq Air] shows just how quickly our expansion plans can escalate. On this occasion, we started from scratch leasing just three aircraft and achieving an impressive 500 flight hours in the first two months of operation,” he details.

Globally recognised for world-class customer service, innovation and superior quality, Bell Helicopter’s global workforce serves customers flying Bell aircraft in more than 120 countries. In partnership with Hawker Pacific, a Bell Helicopter independent representative, Bell Helicopter has been serving the Middle East since 1967. Hawker Pacific brings to the Middle East 40 years of global experience, a leading market position and an established network of world-class facilities. We provide Bell Helicopter sales & services through a strategically Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx located Service Centre in Dubai, plus a comprehensive range of aviation products and services delivered across an unmatched network throughout the Middle East. We are proud to have supported Falcon Aviation Services LLCn from its inception and will continue to support them as they move forward to a very exciting future. The reason why Hawker Pacific is ‘Aviation’s Trusted Choice.’

www.bellhelicopter.com Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx


© 2016 BELL HELICOPTER TEXTRON INC.

INVESTING IN INNOVATION AND SOLUTIONS Bell Helicopter is investing to win, delivering commercial vertical lift solutions for the future. Innovation is at the heart of our single and twin engine commercial aircraft to provide our customers with the best overall value, performance capabilities, reliability and lifecycle costs our products provide to the most demanding missions. The new single engine industry leader, the Bell 505 Jet Ranger X and the Bell 429 light twin helicopter are designed with efficiency and reliability through the use of advanced avionics technology and meet or exceeds today’s airworthiness requirements to enhance occupant safety, with the adaptability to remain at the forefront as mission requirements evolve.

Steve Suttles | Bell Helicopter +971 (0) 55 765 5113 | ssuttles@bh.com

BELLHELICOPTER.COM

Alan Parsons | Hawker Pacific +971 50 6457094 | alan.parsons@hawkerpacific.com Le Bell 429 avec train d’atterrissage non disponible en France.


F A L C O N

A V I A T I O N

S E R V I C E S

L L C

FLIGHTSAFETY FlightSafety sets the standard as the world’s premier aviation training Company As aviation technology has improved over the past 20 years, training is required to master the new technology safely. FlightSafety has been the leading training provider for aviation professionals since 1951 and operates a wide variety of business, commercial and military aircrafts. Since our inception, FlightSafety has developed courses to provide pilots with the best possible training on the market. It starts with high-tech ground school classes to prepare them for their simulator training. FlightSafety elaborates and manufactures its own full flight Level D simulators (135 aircraft models using more than 320 flight simulators) with enhanced visual systems making the simulation as realistic as actual flights. Maintenance, repair and overhaul is a core value-add service for the Company

Making the best of it

With the fluctuating oil prices directly affecting all those serving the sector, Falcon Aviation has used this time as an opportunity to showcase its varied skillset to existing and potential clients; demonstrating the Company’s willingness to align its vast knowledge and expertise to theirs to become more cost-effective, without compromising on service levels. This business model has paid off for Falcon Aviation, who recorded 11,000 hours of helicopter travel for the oil & gas industry in 2015, up 20 percent on 2014’s figures. Oberoi explains: “This year, we forecast a further 20 percent growth, in-part due to the value-addition of our Q400 operations for our current oil projects. In light of the UAE Government’s recent announcement of a significant investment in the oil industry over the next five years,

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This year, we forecast a further 20 percent growth, in-part due to the value-addition of our Q400 operations for our current oil projects

FlightSafety’s 1,800 experienced instructors are here to provide high quality training across 167 countries in America, the EMEA and Asia-Pacific. The FlightSafety Falcon Training Centre in Le Bourget, France has been providing training for 40 years, offering pilot training, plus maintenance and cabin crew courses. The Falcon Training Centre also benefits from the OEM expertise and partnerships to enhance training programmes. This unprecedented global offer provided to Dassault and Embraer operators has the convenience of limiting crew’s immobilisation at a training facility and therefore reducing costs. While FlightSafety believes that superior training technology is key, first-class instruction is essential to making the sky a safer place. The best safety device in any aircraft is a well-trained crew.TM

www.FlightSafety.com


"The Best Safety Device in Any Aircraft Is a Well-Trained Crew"™

Aviation professionals from around the world trust FlightSafety International to provide the highest quality training and outstanding service. Our professional instructors deliver aircraft- and mission-specif ic courses, using our comprehensive training systems and advanced-technology f light simulators designed to enhance safety. Trust your training to FlightSafety.

FlightSafety International - Falcon Training Center Le Bourget Airport, 50 Avenue de l'Europe 93352 Le Bourget, France T: +33 (0) 1 49 92 19 19

For more information contact our Sales Manager, Elisabeth Desiles at Elisabeth.Desiles@FlightSafety.com Website: www.FlightSafety.com


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HELITRADES INC

F

or more than 35 years Helitrades has been carrying out the repair/ overhaul of Bell Helicopter Dynamic and Hydraulic components for customers in Canada and internationally. We have recently expanded our capabilities to include Bell Helicopter approved structural repair for tail booms and main fuselage on Bell Helicopter models 205, 206A/B, 206L, 212, 407 and 412. Helitrades is also an approved Service Centre for Woodward HRT hydraulic components installed in the various models of Bell Helicopters. We have been a proud supplier to Falcon Aviation Services LLC and other operators in the Middle East.

www.helitradesinc.com

AW189

expansion of the region’s oil fields has begun and thus places Falcon Aviation in a profitable position as we hope to become one of the leading providers of aviation services to the industry. Since oil prices have weakened, some of these projects have slowed down; but of course, they still continue, meaning we have not been affected as badly as we thought, and we have also had new enquiries as well. “Essentially, the industry is just as dependent on us as we are of them for their business as work must go on, even in these challenging times we must make the best of the situation together.” Despite the wider industry downturn, the Company is still heavily investing in its oil & gas fleet to prepare for future industry uplift; having recently purchased a further two 19-seater AW189 and two 10-seater AW169 helicopters. “Not only is this our way of preparing for the future, but continuous investment in

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Essentially, the industry is just as dependent on us as we are of them for their business as work must go on, even in these challenging times we must make the best of the situation together

a more diverse and newer fleet range represents another core element of our business: safety, which remains at the forefront of our business strategy. Moreover, these replacement helicopters will also have a bigger passenger carry capacity, therefore boosting efficiency for our clients. As a result, we improve customer trust and our reliability and we are hopeful that this investment will result in long-term returns,” he adds.

Hand-in-hand

Often coming hand-in-hand with technology - in some cases, to meet regulatory requirements - Falcon Aviation continuously invests in its safety procedures in order to meet the very high standards set out by the GCAA (UAE General Civil Aviation Authority) and other regional and world regulatory bodies. The subsequent reputation achieved has helped the Company to become noticed around the world.


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Field Maintenance for Bell 206, 206l, field 206L, 205, 212, 412 and Robinson R22 and R44. Dynamic and hydraulic component overhaul and part sales for dynamic the Bell 204, 205, 206, 206l, 206L, 212, 407 and 412. Structural Repairs fixtures Fixtures for Bell 206, 206l, 206L, 407, 205, 212, 412. approved Woodward HRT licensed Repair Service facility approved Bell Helicopter customer Service facility Transport canada approval # 3/86 eaSa approval Number 145.7106

helitradesinc.com Head Office: 18 Terry fox dr., Vankleek Hill, ON, K0B 1R0 | T: 613.678.3027 | f: 613.678.2776 | Gerry@helitradesinc.com alBeRTa faciliTy: Site 5, Box 7, RR2, airdrie, aB, T4B 2a4 | T: 403.912.4658 | f: 403.948.6475 | info@helitradesab.com ONTaRiO faciliTy: 4536 Side Rd 10, New Tecumseth, ON l9R 1V4 | T: (705) 435-4031 | Gerry@helitradesinc.com

P r o u d t o b e S u P P o r t i n g Fa l c o n av i at i o n S e r v i c e S

Rilpa Enterprises is a Family owned Helicopter support company with Experience and knowledge spanning generations. Rilpa has developed many STC replacement parts including New replacement Instruments for Bell 212 and 412 Aircraft, New replacement Inverters for Bell 204, 205, 212 and 214 Aircraft and the Newly re-released Casey Heater Kits for the Bell 206/206L. We pride ourselves on supporting Helicopter operators and maintenance facilities through a combination of our Component Overhaul shop, Avionics/ Instrument Shop and Spare Parts inventory for platforms including Bell Light and Medium Helicopters, MD500 series Helicopters and Airbus AS350 series Helicopters.

A more diverse and newer fleet range has been added to the business

Email: info@rilpa.com

Phone #: 403-275-3035 Fax #: 403-275-3312

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A V I A T I O N

S E R V I C E S

L L C

Gulfstream G450

There is no going backwards on the path we have taken: we have to continue modernising our fleets, services and solutions to become more efficient for the customer and remain competitive

Oberoi states: “Supported by a strong standalone internal safety and quality department, we are regularly audited and have made sure that we comply with all regulatory requirements. “There is no doubt that new technology will play a key support role for both safety and efficiency purposes, but for us, it is how we manage our investments in technology that matters. There is no going backwards on the path we have taken: we have to continue

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modernising our fleets, services and solutions to become more efficient for the customer and remain competitive.” Internally, Falcon Aviation is also adopting technology where necessary to deploy software systems to contribute to safer flying while also strengthening the Company’s support structure and efficiencies. “In tandem with this, we invest a significant amount of money in training as this is a crucial aspect of aviation. At any one time, we have approximately 120 pilots and 100 engineers under our employment,” he adds.

Long-term

Given the unexpected number of enquiries coming from the oil & gas portion of the Company’s service array that has simultaneously boosted current revenue streams and investor confidence, Falcon Aviation can restassured that its long-term vision to become the main service provider for


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the industry draws closer every day. Oberoi says: “It’s a good feeling when people come to us for business based on our strong industry reputation. Oil prices plummeted last year and yet we are continuing to grow which is promising for the business. However, given the volatile nature of the industry, we will continue to pushon with our diversification plan and grow into other areas of chartered and commercial aviation. “Ultimately, we will use this period of time where we are witnessing organic growth in oil & gas transportation as an opportunity to both consolidate our processes to become more efficient, as well as grow our presence in the Middle East.” Striving to provide even better solutions to be more cost-effective by working even closer with its clients, Falcon Aviation will continue modernising its fleet and safety policies on its path to becoming an

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G450 Interior

industry leader. He concludes: “Growing at a fast pace, being careful as we go, we expect growth on all fronts. This would not be possible without the hard work of our staff and growing number of partners as they continue to provide an invaluable contribution on our path to success, setting the industry benchmark high in terms of safety, quality and customer service.”

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A R C T E C H

H E L S I N K I

S H I P Y A R D

BREAKING THE

ICE

Arctech Helsinki Shipyard has not only cracked its way into the niche shipbuilding and icebreaker industry but has become a frontrunner in it, following the delivery of a host of projects the world over Writer: Matthew Staff Project Manager: Kane Weller

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S H I P P I N G

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perating within such a niche area of industry can often present challenges across competition and differentiation but the icebreaker and shipbuilding specialist, Arctech Helsinki’s reputation and pedigree has ensured that it remains the frontrunner in a sector currently booming. Initiating as a joint venture between STX Finland Oy and United Shipbuilding Corporation, the concept surrounded establishing a Company that could respond to the crowning demand for icebreaking capacity in the Arctic region; a narrow business segment decided upon as a consequence of Helsinki shipyard’s century of tradition in the icebreaker business previously. “Overall, ships have been built in the same location for more than 150 years,” Chief Executive Officer (CEO), Esko Mustamäki elaborates. “During the past five years Arctech has delivered four icebreaking vessels and six vessels are in the Company’s order book. “Arctech has a mission to develop and deliver the best solutions for Arctic ship operations and the vision is to be the leading brand in Arctic shipbuilding.”

Esko Mustamäki, CEO

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A R C T E C H

H E L S I N K I

S H I P Y A R D

BMT FLUID MECHANICS

B

MT Fluid Mechanics’ experience in research and application of experimental wind engineering techniques to offshore oil and gas projects dates back more than 50 years. BMT has substantial in-house facilities for state-of-the-art small-scale physical modelling of unsteady atmospheric wind flows and current loading around topside and hulls of large-scale floating production systems. In particular, BMT owns and operates one of the largest and best-instrumented boundary layer wind tunnel facilities in the world. BMT has worldwide experience in supporting designers during the design development stages of large-scale offshore projects not only to support loading and survivability design but also design for safe operation in harsh environments. BMT aims to work in a highly clientfocussed manner and to deliver studies to a high degree of technical quality while conforming to demanding timescales. BMT recently provided wind tunnel testing services for Arctech to support the design development of an icebreaking supply vessel and three stand-by vessels, NB 511 and NB 512-514, for the Russian shipping giant, Sovcomflot.

NB 510 Polaris

For the past two of those five years, Arctech has been 100 percent owned by Russian United Building Corporation, the largest shipbuilding Company in Russia; emphasising not only the potential that Arctech has shown in the years leading up to the acquisition, but the potential and scope that the Company now has moving forward.

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Mustamäki continues: “Arctech is the only foreign Company in the Corporation and is able to offer full service from concept development to design and construction and commissioning of the vessel. “Arctech is a forerunner in the development and application of technical innovations.”

As part of the extensive scope of work, BMT carried out testing to determine Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx the above waterline wind loading and below waterline current loading to which the vessels would be subjected and conducted qualitative smoke-flow visualisation assessments of the impact of the exhaust dispersion from the main engine funnels. Through close client contact, BMT was able to complete testing within six weeks and provide valuable inputs into the vessel designs. T +44(0)20 8614 4400 E oilandgas@bmtfm.com

www.bmtfm.com

Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx


ISK

REDUCING Through advanced modelling techniques

Visit us at www.bmtfm.com to learn how you can better optimise design, minimise commercial risk and maximise safety.

In today’s current economic climate when it may seem tempting to take shortcuts and save on capital expenditure, optimising design early on in a project can not only reduce costs by avoiding conservatism but also reduce risk to personnel, environment and asset. BMT Fluid Mechanics is a global consulting firm with a large team of engineers working across Europe, Asia, the Middle East and North America. Providing world leading specialist services in the fields of Computational Fluid Dynamics (CFD), Operational Simulation and Wind Tunnel Testing for the Oil and Gas Industry. Key Services in Consequence Modelling • •

Fire & Explosion Risk Gas Dispersion

• •

Blast Overpressure Fire & Gas Detector Mapping

• •

Helideck Environment & Operations Process Design Optimisation

Flare Radiation

Contact us by email: oilandgas@bmtfm.com or telephone: +44(0)20 8614 4400 Computational Fluid Dynamics | Wind Tunnel Testing | Process Risk & Safety | Consequence Modelling | Operational Simulation | Helicopter Operations


A R C T E C H

H E L S I N K I

S H I P Y A R D

LAMOR CORPORATION LAMOR In-built Oil Recovery System Lamor Corporation is proud of its cooperation with Arctech Helsinki Shipyard. The Company has designed and delivered oil recovery equipment to many of Arctech’s ultra-modern and innovative icebreakers. The Lamor In-built Oil Recovery System (LORS) is a vessel-mounted advanced skimming system that is based on Lamor’s proven conveyor chain brush technology. The system is designed to provide the best possible performance and safety for offshore and Arctic oil spill recovery operations.

Vitus Bering was the first vessel of the series, with this sister vessel NB 507 later delivered in April, 2013

Highest quality and design

Supporting Mustamäki’s claim is a host of industry firsts existing within the Artech portfolio, having launched a series of prototype vessels, and subsequently encouraging its personnel to solve different – and new – challenges using innovative methods backed up by years of experience. “Senior designers work together with junior experts to achieve the best solutions,” Mustamäki explains. “The shipyard has its own design unit of 100 designers that develop products and services, which are technically advanced and match each customer’s business needs. “Customer-specific ship concepts are developed upon our well-proven design platforms, which enable modular ship design and modifications according to the customer’s needs with short lead-times. Arctech has its own ship concepts that are developed

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The shipyard has its own design unit of 100 designers that develop products and services, which are technically advanced and match each customer’s business needs

Deployment of the LORS makes the entire vessel an oil slick processing system. The system utilises the vessel’s forward motion to deflect surface water and oil from the collection area that is formed by the jib arm and deflection boom into the recovery process. The flow of water carries oil through the recovery channel, where the oil is efficiently separated and recovered. The recovery channel re-circulates surface water back into the recovery area increasing the system’s overall throughput efficiency. The LORS operates at vessel speeds of four knots effectively in harsh weather and sea conditions with a high oil recovery rate, with free water content being less than five percent.Deployment Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx of the LORS does not diminish the vessel’s maneuverability. The recovery capacity is certified by Bureau Veritas and the system has been installed on many icebreakers and multi-purpose vessels operated by coastguards worldwide.

T +358 20 765 0100 E info@lamor.com

www.lamor.com Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx


ENVIRONMENTAL SOLUTIONS

LAMOR CORPORATION IS A GLOBAL LEADER IN OIL SPILL RESPONSE AND ENVIRONMENTAL SOLUTIONS FOR A WIDE RANGE OF SCENARIOS AND CLIMATIC CONDITIONS.

With strategically located offices, hubs and partners worldwide, Lamor is able to deploy on scene rapidly and effectively to best serve the environmental needs of governmnets, corporations and the general public. The source of knowledge is experience, and Lamor has over 30 years developed its expertise in Arctic and offshore oil spill response equipment and operations.

The advanced Lamor inbuilt oil recovery system (LORS) suitable for operations in heavy seas and in the Arctic, is installed in many of Arctech’s innovative, multipurpose icebreakers. More than 1800 vessel mounted stystems have been delivered to customers worldwide.

LAMOR CORPORATION Rihkamatori 2 06100 Porvoo, Finland | T +358 20 765 0100 | info@lamor.com | www.lamor.com


A R C T E C H

H E L S I N K I

S H I P Y A R D

The hull assembly of arctic offshore vessel NB 507 Aleksey Chirikov began in 2012

further by these needs.” In total, Arctech Helsinki employs approximately 580 of its own shipbuilders to complement an already extensive network of subcontractors within the maritime and offshore clusters; all of which have culminated in the assignment and delivery of numerous icebreaking projects around the world since 2011. The 2012-2013 delivery of NB 506 Vitus Bering and NB 507 Aleksey

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NB 506 Vitus Bering

Chirikov represented two stateof-the-art icebreaking vessels that have subsequently been deployed in the harsh and icy conditions of the Sakhalin region protecting gas production platforms. “These vessels represent the highest quality and design of icebreaking offshore vessels. Vessels can break ice up to 1.7 metres and operate in thick drifting ice in temperatures as cold as minus 35C˚,” Mustamäki says.


S H I P P I N G

The subsequent delivery of NB 508 Baltika in 2014 – a vessel featuring a world-first patented oblique design with asymmetric hull and three azimuthing thrusters – and the NB 509 Murmansk a year later which will be utilised during the summer season in Arctic seas have further showcased the Company’s strengths. “At the moment, Arctech is building the first ever LNG-powered icebreaker Polaris (NB 510), one icebreaking

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NB 510 Polaris

supply vessel and three icebreaking stand-by-vessels (NB 511-514) for Sovcomflot,” the CEO adds in regards to 2016’s ventures. “Arctech Helsinki Shipyard has also signed a contract to build an Arctic tanker for Dynagas Ltd. “The vessel will operate from the Yamal Peninsula to Europe and Asia and the total value of the order is around €150 million. The vessel is designed by Arctech and measures 220 metres in length and

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H E L S I N K I

S H I P Y A R D

MELCAL

M

ELCAL designs and builds lifting solutions and provides services to the

leading marine and offshore operators, with the aim of improving the safety and productivity of material handling and life-saving operations. With our experience, commitment and global operations, we provide total project solutions and teams of people for ongoing customer support.

T +39 0924 506974 E info@melcal.com

www.melcal.com NB 508 Baltika is an icebreaking multipurpose emergency and rescue vessel

32.5 metres in breadth; and will be able to independently operate under the demanding ice conditions of the Northern Sea route.”

Frontrunner

The Arctic tanker will be delivered in spring, 2018 as an epitome of the longevity and sustainability that Arctech has already managed to instil in its project offering. A similar ethos of keeping ahead of the industry curve is also seen within the Company’s internal facets, driven by continuous collaboration and a commitment to nurturing the next generation of sector progression. “Arctech has close cooperation with universities and polytechnics and provides possibilities for thesis works and internships,” Mustamäki notes. “Arctech also has ongoing recruitments for a wide range of positions for shipbuilding professionals.” Keeping on top of all safety

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...the shipyard has a strong record of building more than 500 ships during its history, and Arctech remains a frontrunner in the field, knowing all the secrets of how to break ice

regulations, environmental impacts and the sustainability of its products and services further safeguards the future credentials of the business, closely following the development of all Arctic areas and winter seafaring the world over.

NB 507 Aleksey Chirikov


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Handling it better

NB 508 Baltika

www.melcal.com

“Arctech has a stable network within the maritime and offshore clusters in Finland, the Baltic Sea area and Russia, which enables effective cooperation and reliable production schedules,” Mustamäki offers as a key differentiator for a Company that can now look forward to an even more successful five years of growth looking forward. He concludes: “Arctech specialises in niche business sectors such as Arctic shipbuilding technology and the building of icebreakers, Arctic offshore and other special vessels. Even though the name of the shipyard has changed many times, the shipyard has a strong record of building more than 500 ships during its history, and Arctech remains a frontrunner in the field, knowing all the secrets of how to break ice. “The need for new building projects for the Arctic areas seems to increase continuously and it is expected that more icebreaking ships will be ordered in the near future.”

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C O N S O L I D A T E D

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S E R V I C E S

L L C

EXCELL

2 0

Y E A R S

CSS Group looks to bolster its reputation across the Middle East with its 11-point Business Development plan which will act as the strategic blueprint for sustainable regional growth Writer: Emily Jarvis Project Manager: Kane Weller

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O F

onsolidated Shipping Services LLC (CSS) has bolstered its already renowned name in the freight forwarding industry, having recently identified ways to diversify its core activities to create new opportunities for its cross-section of business partners globally. Headquartered in Dubai, the regional shipping and logistics giant has become

FREIGHT

one of the most sought-after names in its field, backed by a loyal team of highly skilled professionals with a substantial number of years’ experience shared between them. From NVOCC (non-vessel operating common carrier) activities to lucrative projects, and relocations to heavy equipment logistics, the Company is led by its own strategic blueprint that encompasses a total shipping and logistics solution for the client.


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FORWARDING

LLENCE “Last year, our offices in the Middle East and the subcontinent joined hands to celebrate the Group’s 20th anniversary, which was a proud moment for me,” recalls Group Chairman, T.S. Kaladharan. “Starting as a small firm with minimum staff strength to cater for the logistics requirements in Dubai, the Company has grown to a size of more than 800 staff across 20 offices in the Middle East and Indian subcontinent.”

CSS Group’s efforts to adapt to the latest industry trends and find the most efficient and feasible solutions to meet today’s freight forwarding needs has undoubtedly set it apart from the competition. Taking this one step further, the Company created an 11-point Business Development Dashboard in 2014 with the aim of driving growth across new business verticals and geographies.

“Given the effects of the global economic climate on industry in general at the moment, there are many challenges that face the whole value chain in the shipping and logistics industry. Therefore, we are keen to explore a more diverse range of services across a wider geography that will complement our core activities to secure our long-term sustainability,” he further explains.

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S E R V I C E S

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ORIENTAL LOGISTICS GROUP LTD.

O

riental Logistics Group Ltd. and Consolidated Shipping Services have been partners for more than a decade. Thanks to the professional and quality service from CSS, we have been able to work closely and cement our relationship. Oriental Logistics Group Ltd. was established in Taipei, Taiwan in March, 2000. Oriental Logistics Group Ltd. has a perfectly designed network of more than 400 agencies supplying comprehensive services to all major Asian countries, South America, the US, Europe, Australia, New Zealand, and South Africa among others.

The Company’s CFS facility within Jebel Ali will possess state-of-the-art technologies

Increasing 3PL capacity

In a constant quest to enhance customer satisfaction and commitment, CSS Group has increased its 3PL (third-party logistics) capacity by building an additional facility within the Jebel Ali Free Zone (JAFZA). The new facility will accommodate the Group’s state-of-the-art regional office along with a new warehouse promising an additional 47,850 square feet. With unique doubledeep racking systems in place, the facility will provide an additional 4,200 pallet positions to the existing 17,000 pallet positions within JAFZA and is scheduled to open its doors to reach full-scale activity by mid-June this year. “Our CFS facility within Jebel Ali is equipped with state-of-the-art technologies such as RFIDs (radio frequency identification devices), the most advanced bar coding scanner and enhanced WMS for visibility.

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...we are keen to explore a more diverse range of services across a wider geography that will complement our core activities to secure our long-term sustainability

Having grown from 30 employees to more than 1,500 today, we are considered one of the top 500 service companies in all of Taiwan, and we are one of the top three forwarders in the Taiwanese market. We handle sea and air freight and provide logistics, warehouse, distribution, packing, labelling, cross border ecommerce services, Multi-nation Container Consolidation (MCC) and Free Trade Zone business. Our mission is to provide the best Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx service to the world. Please feel free to contact us and we will be delighted to answer your enquiries!

T +886 2 2542 9029 E allen_tsai@tpe.olc-group.com

www.olc-group.com

Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx


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S E R V I C E S

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JBC

J

BC offers express logistic services across United Arab Emirates and Middle East / GCC countries by flat trailers (FTL / LTL), low bed trailers, curtain trailers and pickups that are managed by highly trained and experienced personnel in the below business verticals. • Daily consolidation & express cargo services within UAE, Oman, Qatar & Saudi Arabia. • Documentation & customs clearance (Land / Air / Sea). • Specialised project logistics. • Lean supply chain logistics solutions. • Comprehensive warehousing & distribution services. • Petroleum development of Oman (PDO) certified trailers & trucks driven by PDO trained drivers & controlled by PDO trained journey managers & well equipped to provide quality service in compliance with the requirement of PDO, Oil & Gas companies.

T. S. Kaladharan, Group Chairman

We have a temperature-controlled warehouse and self-storage facility for personal effects as well. Moreover, the new facility will integrate our inhouse software, which has undergone several updates over the years; enabling management of all Group activities from each of our locations,” Kaladharan states. “Across the Group, we have also invested in our vehicles and equipment in the recent past to strengthen our transportation division and 3PL activities.”

Business Development Dashboard

Driven by a desire to continually review the business’ performance, the last fiscal year saw CSS complete four of the objectives outlined in its 11-point Business Development plan. Kaladharan details: “The geographic expansion plan includes organic growth within the Middle East as well as a proposed foray into the Asian

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• Special chemical approved vehicles from Oman civil defence department to carry chemical consignments. • Warehousing and storage facilitiesOpen / Closed, Long / Short terms available in 350,000 Sq Ft

The geographic expansion plan includes organic growth within the Middle East as well as a proposed foray into the Asian market

• Focusing attention on market coverage and customer services, whereby bringing out a very fast and effective logistics solutions. Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx

• Excellent warehouse facilities enhanced with the most sophisticated technologies available in the industry. • Continually develop the service and people skills through the use of techniques and technologies. • Approach every individual need of the customer with a unique combination of flexible and professional touch. • Encourage efficient teamwork and a positive work environment to achieve customer centred goals.

www.jbcexpress.com Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx


C O N S O L I D A T E D

S H I P P I N G

market. It was this plan that saw our CFS venture at Sohar, conceptualised to improve our service levels by controlling both ends of the LCL (less than container load) transport chain. Today, this is a venture that has grown as a neutral deconsolidation facility. “Operated by our own ‘CSS CFS management Group’, we have been able to bring in the same level of service we offer at our other CFS locations across the Middle East. This has resulted in faster turnarounds of LCL cargo, and value-driven savings for our customers.” Based in the Sohar Free Zone, this facility is now sought-after by global businesses looking for solutions in storage and supply chain locally in Sohar and the greater Muscat region. He states: “This facility was also designed to be the first step towards meeting our growth aspirations in the Sultanate of Oman. Consolidated Shipping Services LLC Oman is being set up to complement the operational excellence we have already brought into this market.

S E R V I C E S

L L C

Loading bay

We have an excellent relationship with all stakeholders of the Company and a wonderful working relationship with our clients; so much so that we believe that our business network is best among the shipping and logistics fraternity

“This fully-fledged office offering our full suite of services will bring to the Sultanate the international network we are known for. We expect to be fully operational in the second half of 2016, shortly followed by the launch of another fully-fledged CSS-owned office in Qatar; with product offerings and services consistent with our brands across our other locations,” Kaladharan adds. Not forgetting its well-reputed

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presence in the UAE - with the Northern Emirates and the Sharjah markets making up a large portion of Middle East logistics – the Company’s latest 3PL entity, CSS Kingston is the only licensed 3PL operator within the SAIF Zone. He continues: “Our positioning within the SAIF Zone allows us to bring our world-class network not only to the Free Zone, but to the greater Sharjah and Northern Emirates market.”

“We never compromise”

Over the years with sheer effort, determination and drive from management, CSS Group has become one of the most dynamic shipping companies in the Middle East and benefits from the support of an extensive network of agents across the globe who trust the CSS name.


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CSS Kingston warehouse

“We have an excellent relationship with all stakeholders of the Company and a wonderful working relationship with our clients; so much so that we believe that our business network is best among the shipping and logistics fraternity,” Kaladharan emphasises. Guided by a strong desire to fulfil its vision and mission, which has so far yielded plenty of organic growth and presented the Group with lucrative expansion opportunities, CSS hopes that its Business Development strategy will continue making waves in the region. “We have plans in place to equip ourselves to become fully established in new regions to handle major project movements and manage logistics for global events, like the FIFA World Cup in Qatar and the oil & gas opportunities opening up in Oman. Although these are just two examples of opportunities on the table at this

CSS Group’s fleet of trucks represents just one part of the Company’s extensive logistics offering

moment, they represent the much wider remarkable economic progress that is coming to Qatar and Oman and CSS want to be a part of this growth,” he says. The Chairman concludes: “Our

latest projects and investments are beginning to take shape and bear fruit. Our ambition does not have a limit. We have passed many milestones and with the future in front of us, we have many more to cover.”

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E S H I P S

Always on

COURSE

ESHIPS is a specialist in versatility, and its flexible and adaptive model continues to open doors to some of the most renowned oil majors in the world Writer: Matthew Staff Project Manager: Kane Weller

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pon celebrating the 20th anniversary of leading UAE shipowner and operator, ESHIPS, the Company claims its commemorations have largely been “business as usual”. However, for this pragmatic and aspirational enterprise, “usual business” means success and continuous development. Established in 1996 as an offset Company in conjunction with Norway’s Klaveness Group as a dry bulk shipping Company, ESHIPS has grown under

numerous different guises and ownerships in the intervening years; especially following its move into the tanker shipping industry in the early 2000s. Further ownership inputs from the likes of Oman & Emirates Investment Holding, Mubadala Development Company and Invest AD led up to 2008, where Chief Executive Officer, Capt. Roberto Zanca recalls a pivotal rebranding and restructuring. “In 2008, management proposed a new business of transhipment in


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SPECIALISTS IN VERSATILITY ESHIPS is a leading shipowner and operator with its headquarters in Abu Dhabi, UAE. Reputed to be one of the best and most reliable performers in its area of specialisation (tankers), the Company strives to deliver safe, reliable and environmentally friendly marine transportation globally, with emphasis on the Arabian Gulf, MENA, Europe and South Asia regions. ESHIPS owns and operates a modern fleet of tankers and gas tankers. Its team prides itself on providing tailormade solutions to blue chip industrial customers using the highest technical and ethical standards.

the Arabian Gulf servicing Emirates Steel and other GCC steel companies,” he notes. “This involved significant investment at which point the two UAE shareholders bought out the Oman Company, and at this point ESHIPS became a UAE Government Company.” Further name changes, acquisitions and sales from the likes of Mubadala and the once sole-owner, Oldendorff eventually culminated in 2016 when the latter extracted all of the dry bulk business from ESHIPS to leave the

Company as a purely tanker-oriented entity sold to Tristar Transportation LLC. “ESHIPS’ fleet at the time of acquisition consisted of four 13,000 dwt (deadweight tonne) chemical tankers and two LPG 6,500 cubic metre vessels,” Zanca explains. “This complemented the existing bunker barge and crew boat fleet of Tristar who also have six newbuilding medium range tankers all to be delivered during 2016. It is the intention to integrate all of the shipping business under the

ESHIPS brand.” Serving the majority of oil majors through this proposition, the Company’s policy of efficient operations and globally-significant trading has led the business as far afield as West Africa, the Far East and Europe. “If the project makes both commercial and economic sense then there are no geographical restrictions,” Zanca continues. “We consider ESHIPS’ geographical position ideal to build up commercial relationships with both

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E S H I P S

THE NORTHERN MARINE GROUP

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he Northern Marine Group provides outstanding integrated marine services, putting the safety of our people and the quality of our services at the heart of everything we do. With in-excess of 8,000 marine and offshore employees, we have extensive experience of managing multinational crews. Our shore-based workforce of more than 500 is strategically located in our worldwide office network. Ship Management We have been providing quality tailored ship management services for a wide variety of vessels since our incorporation in 1983 and enjoy a firstclass global reputation with our clients, industry stakeholders and regulatory bodies.

East and West partners, and being in the UAE means we are never too far away from any major shipping hub to both sides, and this is an ideal situation for our commercial activities.”

Financially safe

As a major oil logistics Company themselves, Tristar’s guidance is likely to help ESHIPS in streamlining its offering to a more specialised market, with a move to longer-term fixtures with oil majors. “This will smooth out the Company’s cash flows, providing the required stability for shareholders,” Zanca adds. “In other words, operating ESHIPS’ fleet in a more financially safe manner, with limited, if any, exposure to the volatility of the market is one of the main strategies and philosophies which will enable ESHIPS to be successful.” While a history in the dry bulk domain has enabled ESHIPS to

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Crewing and Manpower Services Our extensive knowledge of the marine and offshore sectors allows us to offer a comprehensive range of tailored recruitment, crew management and training services. With our dedicated training facilities we focus on delivering high quality industry training.

“...operating ESHIPS’ fleet in a more financially safe manner, with limited, if any, exposure to the volatility of the market is one of the main strategies and philosophies which will enable ESHIPS to be successful

Marine and Offshore Services We provide ship agency, payroll, consultancy and other support services to the shipping and offshore industries. Through our procurement companies we provide catering management and the supply of marine products to ships and offshore units. Technical and Project Services Our experienced team of dedicated naval architects, planned maintenance engineers and project managers offer a large portfolio of consultancy services including new-build project management, ship design and conversion solutions, planned maintenance services and condition based surveys. T +44 (0)141 876 3000

www.nmm-stena.com


Integrated Marine Services Provider Proud to supply ship management services to EShips.

Tel +44 (0)141 876 3000 | www.nmm-stena.com


E S H I P S

At ESHIPS we pay attention to the details, and are thus ready to take advantage of this fluctuation and perform to our best at any given time

formulate a series of key partnerships and expertise applicable across the board, the tanker business is slightly different with more of a reliance on these oil major relationships; including with the likes of TOTAL, Shell, BP and Statoil to name a few. There is also more of an emphasis on longevity and sustainability within its chartered vessels in this business sector in order to meet more high profile requirements.

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Zanca says: “In this regard, some of ESHIPS’ vessels have been built to meet specifications requested by oil majors, and, after construction, are chartered to that oil major in the long-term. “[For example], the six medium range tankers ordered by Tristar are part of the Shell Silver Project whereby up to 50 vessels were ordered by Shell, and various owners have taken a portion of them with long-term charters back to Shell.

Chief Executive Officer, Capt. Roberto Zanca

“For ESHIPS, the first two of these vessels will be delivered in May, 2016 with the final vessel coming before the year-end.” The business model and strategy of ESHIPS under the new shareholder


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and qualified people not to tell them what to do but to allow them to bring their ideas so that they can suggest to us what is better to do,” Zanca explains. “Training and attendance at forums and seminars is always encouraged within the Company and we can therefore say that our staff are always updated on the latest developments in terms of new regulations and market intelligence.” Market intelligence covers all Reliable and qualified manner of industry trends and the While the ownership arrangement has been relatively interchangeable adherence to them; more recently over the past decade, the internal embracing areas of environmental impacts, health & safety and oil price consistency strived for within the fluctuations. The latter in particular has Company’s workforce is a key called for sector operators to fall back philosophy which has been rewarded with some of the most qualified and on their versatility and adaptability, experienced employees available in the but these just so happen to be two of ESHIPS’ greatest strengths. local market. “The shipping business is, by “Our philosophy is that we hire good structure also leaves the door open to additional investment in potential projects to enhance the chances of not only an acceptable yearly yield, but a more sustainable guaranteed cash flow. “ESHIPS is therefore always on the lookout for projects in-line with the above strategy and is ready to move quickly should the right opportunity arise.”

definition, volatile and fluctuates due to many different factors,” Zanca says. “At ESHIPS we pay attention to the details, and are thus ready to take advantage of this fluctuation and perform to our best at any given time. “We consider ESHIPS as a reliable and qualified shipping operator and our clients and partners are well aware that the quality of services is the highest standard in the industry. We do what we know and this is appreciated by our clients. “I now see ESHIPS well positioned for growth in terms of volume and business and we are exploring the possibility to invest in various shipping sectors to take advantage of the specific market conditions. It’s more than just a hope to imagine ESHIPS will double in size and be involved in two-thirds of all shipping segments over the next five years.”

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N A N D O ’ S

U A E

Try Something

NEW

Nando’s is leveraging its core principles of pride, passion, courage, integrity and family in the UAE to become the country’s largest and most successful fast-casual dining brand Writer: Matthew Staff Project Manager: Nick Norris

ong before the Burj Khalifa was built in the UAE, Nando’s was introduced to the region; a move that has proved resoundingly successful ever since and that continues to tantalise the taste buds of a nation 14 years on. Owner, Suhail Gidwani is Richard Deningthe man to thank for bringing Smitherman, COO the globally-renowned brand to the country following his own experience of PERi-PERi perfection in South Africa, and he did so with one very clear goal in mind: “to bring PERi-PERI flame-grilled chicken to the region and offer great tasting, healthy value to consumers”. Chief Operating Officer (COO),

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Richard Dening-Smitherman continues: “Our focus was to make our flagship restaurant a unique destination and over the past 15 years we have grown the business to 20 restaurants with a delivery service that now reaches customers throughout the UAE. “The business has also become the highest performing franchised market in terms of sales turnover and second largest in terms of scale. Within 20 years we will have become a $50 million turnover food business.” The UAE franchise was launched as a consequence of a global restructuring of the wider Group – an initiative which now comprises more than 1,000 restaurants worldwide, a number set to double within the decade – and the challenge remains to maintain national growth at a pace that will keep the Company at the top of the market. “We have seen a particular shift in the modernisation of our business over the past five years


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Nandos Burj Residence, Burj Khalifa

and an evolution of both our menus and restaurant design, while retaining our core values,” Dening-Smitherman explains. “One of the unique features of the UAE is the hugely diverse demographic with more than 200 nationalities resident in the UAE and every location served having a very different customer base.”

Connection to customers

Reputation has a lot to be thanked for in achieving such a rapid rise to prominence, but this isn’t to say that the UAE audience was aware of the Nando’s brand prior to its inception in the country. Instead, this reputation has become a reassurance, rather than a pulling factor, for customers knowing that they will experience a world-class level of service and taste when entering one of the Company’s 16 restaurants for the first time. Spanning Dubai, Abu Dhabi, Ras Al

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We have seen a particular shift in the modernisation of our business over the past five years and an evolution of both our menus and restaurant design, while retaining our core values


N A N D O ’ S

U A E

LG FMCG TRADING LLC

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G FMCG TRADING LLC, part of LALS Group, has consistently explored the prospects of further reaching out to fresh markets and new possibilities. As part of the Group, we cater to consumers with a combined retail space of more than 2.5 million square feet, 90 retail outlets, numerous leading global brands and a growing portfolio, many of which are market leaders in their category. Lals Group acknowledges that behind its emphatic and enviable growth is the formidable force of its thousands of employees and the Group makes sure to set an example in best employment practices. As for its all-important customers, the Group made shopping more enjoyable to them by redefining the standards in the retail segment throughout the GCC.

www.lalsgroup.com

Nando’sDeira City Centre Mall

Khaimah, Sharjah and Al Ain, a further four restaurants will be added later in 2016 in order to reach an even wider consumer base. However, despite the dramatic increase in shopping malls across the UAE, it is the community feel of the independent restaurants that provide the most effective lure; a fact in-keeping with the global Nando’s philosophy. “In these locations we are able to make a closer connection with customers who identify with us as part of their neighbourhood and adopt us as their regular eating destination,” Dening-Smitherman says. “We look at our physical growth planning geographically, aiming to develop both our visibility and accessibility, targeting areas where we see opportunities in new communities as property developments enable us to build new restaurants.” The monitoring of trends take on even more significance when addressing the foods on offer and the

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While Nando’s has developed a hosted counter service globally, we have retained our service model, which we believe has enabled us to maintain alignment with consumer expectations in the UAE

menus rolled-out to consumers, with spicier foods becoming more popular since the arrival of Nando’s, and the subsequent introduction of its Espetada - a hanging skewer made with chicken thighs and vegetables - a few years ago. “Espetada brought our brand and offer closer to our local customers,” the COO continues. “When we opened in 2002, our restaurant offered full table service. While Nando’s has developed a hosted counter service globally, we have retained our service model, which we believe has enabled us to maintain alignment with consumer expectations in the UAE.” Espetada has consequently become Nando’s UAE’s most popular product outside of its chicken on the bone option, and is complemented by another bespoke dish, Cataplana; a chicken, rice and vegetables offering which resonates with many other local delicacies.


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Free Phone (UAE): 800 4005 Arpal Gulf LLC has been supplying some of the most prestigious hospitality brands in the UAE with cleaning and disinfection chemicals for 20 years. We are proud to count on Nando’s UAE as one of our key customers in the region and look forward to partnering them in their ambitious restaurant expansion programme. Seen as the outstanding provider of service in our industry, our chemical products, dosing equipment and training programmes provide the Nando’s UAE business with a first class cleaning & hygiene offering.

www.arpalgulf.com

Nando’s Deira City Centre Mall

The UAE’s leading Cleaning & Disinfection Solutions Business

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U A E

Nando’s at Golden Mile, Palm Jumeirah

The significance of our focus on unique restaurant design is that we give our communities something unique and inspiring, creating an environment which reflects our values...

Unique experience

Much like its menus, the restaurants themselves are all unique and designed from scratch in conjunction with world-class design agencies. Influences spanning from London, Malaysia, Singapore and – of course – South Africa culminate in a look and feel that is not only bespoke, but that epitomises the wider Nando’s brand. “The significance of our focus on unique restaurant design is that we give our communities something unique and inspiring, creating an environment which reflects our values; using real and natural materials,

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building beautiful restaurants for our customers,” Dening-Smitherman says. “In addition to our art and design, we enhance our restaurants with our unique blend of Afro-Luso music; creating real energy and uplifting sounds across our business and streamed from Nando’s radio station in Johannesburg. “We believe that our restaurants are not simply about serving great food, but immersing our customers in the smells, sights and sounds of Nando’s and giving them a unique experience which is founded on bringing people together through food.” Family privacy is another area addressed as an important aspect of Arabic communities, via the introduction of higher seat backs and even seating booths; offering further evidence of Nando’s UAE’s commitment to customer comfort. All-told, renovations, improvements and developments such as these amount to more than $4 million a year being spent on providing the most beautiful and enduring restaurants. “However, as we continue to invest increasingly in every restaurant, we maintain our anticipated levels of return through enhanced restaurant performance,” Dening-Smitherman adds. “This year we will be focusing on our operating systems and investing heavily in our IT infrastructure to maintain the accelerating pace of millennial change.” IT, data management, cloud storage, administrative recording and bespoke furnishings are just some of the elements flourishing from the capital expenditures, while new point-of-sale systems, touchless payments and an interactive loyalty app will be introduced to achieve the goal of creating a ‘second home space’ for customers. “That is why we call our restaurants ‘Casas’ – Portuguese for ‘Home’ – and our Restaurant Managers are called ‘Patraos’, Portuguese for the ‘Head of the Family’,” Dening-Smitherman affirms.


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The amazing decor of Nandos, Goldenmile is equipped to deliver a unique experience

Founding principles

As well as becoming a restaurant of choice, Nando’s has also become an employer of choice as a result of its family feel, instilling the principle: “It’s not just about the chicken, it’s also about the people that make the

chicken.” “This founding principle is underpinned by our key values, which are pride, passion, courage, integrity and family,” Dening-Smitherman says. “We continually refer back to our founding principle and values in

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everything we do. We use these as a moral compass for our decisionmaking and this ensures we always maintain a clear direction as we grow the business. “Suhail has a simple philosophy that we follow: ‘Have fun while making money’. He believes that if you spend more than three-quarters of your life working for us, then you should also enjoy the work you do and who you work for; to live to work rather than to work to live.” This employee strategy is compounded by a local focus which comprises a mix of nationalities and a natural diversity added to the business. More than 20 different nationalities exist within the family at present, a mix which reflects the marketplace it continues to evolve within. DeningSmitherman concludes: “We believe that there is nothing more important than the chicken we serve and the people who serve it, and [moving forward] we will have doubled in size to become the UAE’s largest and most successful fast-casual dining brand. “The UAE is one of the world’s most competitive food markets. However, we do not see the constantly growing and evolving competition as threatening. We find it energising and see the changing landscape as an opportunity to continue differentiating by never forgetting who we are, where we have come from and what we are about. “It is critical to continue enhancing our environments so that we adapt as our customers’ needs adjust. But we will never change what we believe in: The best flame-grilled PERi-PERi chicken in the world!”

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T R A N S V E R I T A S

THE GCC’S

TFOOD R PARTNER UST Focusing on the delivery of a superior service supported by an ever-expanding premier quality product range, Transveritas is to capitalise on the lucrative value-add opportunities that promise to bolster the core philosophies of the business Writer: Emily Jarvis Project Manager: Sammy Wilkinson dapting to the growing regional demand for a more extensive range of value-add food products, Saudi Arabian-based Transveritas has benefitted from a diversification strategy which has seen the Company expand its basket of products to remain competitive in an increasingly saturated market. Managing Director, KRC Menon recalls: “When I took interest in the bulk commodity trading of food & drink goods in the late 1980s, the processing industry was beginning to show huge scope for future development. Monitoring the growth in mechanical and technical expertise coming from the food industry in Europe, combined with the rapid economic and infrastructural growth of the GCC region, Transveritas was borne from precognitive thinking and a desire to

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grow the local economy.” Since securing a reputation as a reliable long-term business partner – not only to its customers, but also suppliers – Transveritas has been able to take stock of its skills and market expertise to create a sustainable

business that represents some of the biggest names in the region’s food industry today. “We have an internal policy where we represent only one company for one product,” explains Menon. “This refinement is so that we become more focused in what we do and avoid any conflict of interests. We are proud to deliver not only a high quality product range, but also to be associated with the majority of our principals for more than a decade. This reaffirms that we must be conducting business in the right way.”

Common taste pattern

KRC Menon, Managing Director

After an initial move into the trading of ketchup and tomato paste, adding to its previous mainstay of beverage products, the turn of the century marked a new era for Transveritas. “We realised we had


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obtained considerable market share and were in a position to expand our basket of products further; as well as serving a whole host of new exclusive customers across the dairy, bakery, meat and confectionery industries,� Menon highlights. The Company now supplies a wide range of juices, dairy, ice-cream, biscuits, chocolates, confectionery, marmalades, snacks, sauces, edible

oils, flours, meats, poultry, seafood, cereals and some pharmaceutical products into the GCC region, Sudan and some parts of India. Citing that each market is different in its own unique way, Menon says that monitoring industry and cultural trends plays a crucial part in deciding common taste patterns and with this in mind, a high level of innovation

is required on an ongoing basis to remain competitive. He says: “The region we handle is very interesting as it is almost like a cocktail of the world market to a large extent, due to the ethnically diverse population we serve. While the weather and what is naturally available does invariably influence the common regional taste pattern.

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All kinds of taste concepts can still be experimented with in order to capitalise on new or emerging food and beverage trends. “Our main focus is to try and create innovative concepts by working closely with our customers, focusing on global trends, local taste and convenience.” Significant internal investments have been made in this regard which contribute to Transveritas’ valueadd service offerings. “We are in the constant process of evolving from a purely sales-driven base, to a more specialised service-oriented marketing Company,” explains Menon. Currently making big improvements to its technical ground presence while also increasing research and development (R&D) capabilities inhouse, the Company hopes to bolster its internal knowledge base to help clients develop new product ideas suitable for the region’s changing demands.

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Our main focus is to try and create innovative concepts by working closely with our customers, focusing on global trends, local taste and convenience

He summarises: “We have invested in qualified staff from the food industry, which gives us the advantage to not only propose new ideas to the client, but actually conduct the physical trials with them and provide technical support; thereby enabling us to be valued and trusted partners right from the conceptual stage with the ultimate aim of securing this relationship for the long-term, from product sales through to a complete after sales service.” Investment in staff and production processes is an ongoing process and key continuous improvement pillar for Transveritas today, designed to convert a concept to a sale at a much more efficient rate that is mutually beneficial.

Family culture

The Company’s attitude towards maintaining an extremely professional relationship with its customers is a consequence of a committed,


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Quality Oats made in Germany

T +49 211-99 38 -0 E info@fortin.com www.fortin.de

TRANSVERITAS’ OPERATIONS

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teamwork-orientated training strategy. Menon explains: “We see ourselves as more of a family than a workforce. As a result of such an attitude, our staff turnover rate is relatively low; we have people that have been with us for the past 20 years. Our operations team, who are the backbone of the organisation, have all been with us for more than six years.” Complemented by a healthy mix of old and new staff in technical sales, due in-part to the Company’s ongoing efforts to strengthen this team, Transveritas

We see ourselves as more of a family than a workforce. As a result of such an attitude, our staff turnover rate is relatively low; we have people that have been with us for the past twenty years

is “totally committed to hiring the best around and doing the utmost to keep the team motivated”; regularly sending staff to its principal companies for onsite training and also encouraging them to take part in international exhibitions in order to broaden their knowledge base when it comes to learning about global food trends.

FRUIT PREPARATIONS FOR THE PROCESSING INDUSTRY Dairy • Ice Cream • Bakery • Confectionary

ZENTI-11-029_Messewand_Dubai_RZ.indd 1

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Broadening its knowledge base to learn about global food trends

“We try hiring as much as possible from the local market, with a keen eye on identifying those who have firsthand experience in production. I have received great support from the General Manager, Antony Joseph for 18-odd years and together, we made this Company into an organisation,” he proudly states. “My son, Arjun Menon has moved into the business now and I am slowly showing him the ropes, allowing him to grow naturally in the organisation. He has been with the Company for almost seven years now and my hopes are that when he does take full control of the business one day, the core values of the Company will remain and the organisation will continue evolving, taking our people with it.”

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response times and an extensive valueadd service – is only possible thanks to the backing of a committed and “wonderfully coordinated” team of individuals. “This is what I consider to be our X factor. For us, the customer comes first and we will be available to the customer for any after sales issues that may arise, making us - and in the process, our principals - an extremely reliable source,” he cites. Transveritas’ future now looks set to become even brighter moving forward. By working closely with its current suppliers, the Company is keen to identify new markets that would be mutually beneficial for both parties. Menon concludes: “As we represent companies on exclusivity, we must move with them. If we can mutually

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decide with our principals on a new geography to supply, then you can be sure we will look to move on this aggressively. “Of course, there is always an emphasis to grow and the planned expansion of our R&D resources will only serve to further strengthen and add more value to our client-centric proposition.”

For us, the customer comes first and we will be available to the customer for any after sales issues that may arise, making us - and in the process, our principals - an extremely reliable source

Emphasis to grow

Menon says the immense pride he feels for the Company today particularly the achievement of quick

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Stronger Bones Smarter Minds earl Dairy is contributing to a healthier and stronger Uganda as it leverages huge amounts of scientific expertise and innovation to expand the distribution of its infamous LATO Milk branded products across the country and wider region. Established with the aim of applying the best in science and sector expertise to its milk products, the Company’s goal is to provide families with an enhanced nutritional option across its range, optimising a series of technologies and facilities able to process as much as 500,000 litres a day. “Pearl Dairy Farms Ltd. (PDFL) is the Dairy arm of the MiDCOM Group of Companies. With a manufacturing unit based in the Mbarara District of Uganda in East Africa, the intent of

Pearl Dairy is expanding beyond its Ugandan stronghold to edge closer to its wider aspirations of becoming the best dairy product manufacturer in the world

the setup was to help the local Writer: Matthew Staff dairy farmers by generating a constant demand for milk in Project Manager: Sammy Wilkinson the region and educate them to adapt to cleaner and more hygienic to become the market leader across milk production techniques, and to the provision of each of its products, contribute towards the growth of the in each region of operation. With a dairy industry as a whole,” the Company factory area spanning more than 15 explains. “With the use of latest milk acres, and a LATO Milk brand with processing equipment and ultra-modern household familiarity in Uganda and technology, we strive to serve the beyond, Pearl Dairy is one of the society with various milk products such leading lights as part of this proud as milk powder, ghee and butter oil, all heritage. sold under the brand name - LATO. “The team behind the brand is Uncompromising quality constantly striving to provide the Incorporated within the Company’s consumer with an alternative to extensive portfolio is a series of expensive western brands.” market-leading dairy products; all of Evolving and developing in line which initially introduced to fill an with the latest industry trends since evident gap in the market, but later its inception in 1937, there was an and continuously honed in order to immediate vision of the wider Group meet consumer demands across

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areas of food safety, nutrition and choice diversification. The one consistent facet across all products, however, is the levels of science and sophistication that goes into the production process. For whole milk powder, for instance, it “is obtained by the process of twostep dehydration of full-cream liquid milk”, the Company explains. “The first step is condensing the liquid milk and then drying it in a spray drying tower. It consists of mechanical spraying of condensed milk in a special tower where, in contact with hot air, dehydration of falling drops of milk takes place. Readymade powder is subject to cooling.” This process alone results in the production of milk chocolate, ice cream, sauces, yogurts, cheeses and baking products and is replicated via equally refined processes during the manufacture of skimmed milk powder, instant full cream milk powder, butter oils and ghee.

Whole milk powder is obtained by a two-step dehydration process from full-cream liquid milk

Our vision is to become the trusted market leader in innovative and world-class dairy products across Africa and the Middle East

Across all, one of the key trends being monitored and implemented in recent years has surrounded areas of quality control and food safety, which Pearl Dairy has subsequently been synonymous with mastering. “PDFL processes milk and provides milk products of uncompromising quality. We strive to demonstrate due diligence during the production and distribution of quality milk and milk products,” the Company expresses on its website.

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[This includes] “complying with all applicable national legislations and regulations; maintaining a quality and food safety management system across the entire production process; preventing pollution to the environment by minimising generation of waste; providing quality products while enhancing environmental awareness, employee and product safety; and the continual improvement of the integrated management system”.


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Ultimately, Pearl Dairy aims to continue a legacy put forward upon its inception to combine state-of-the-art manufacturing technologies and aggressive strategic marketing in order to find perfection and persistent quality products; all at competitive prices for the benefit of the Company’s customers and stakeholders, alike. “Our vision is to become the trusted market leader in innovative and world-class dairy products across Africa and the Middle East,” the business adds. And here lies another pivotal facet of Pearl Dairy’s continuous improvement ethos, revolving around its international footprint. While already present in Uganda, Tanzania and Kenya, Rwanda has become the latest domain in which LATO Milk is looking to make an impact. “On the heels of its successful retail launch in Kenya, Uganda and Tanzania, LATO Milk was introduced in Rwanda in April,” a Company press release stated. “The instant full cream milk powder which

We are proud to be associated with

Tax

Global Expertise • Local Knowledge Kenya | Uganda | Tanzania | Rwanda | Burundi | Zambia | Somaliland/Somalia PKF Firms in Eastern Africa are member firms of the PKF International Limited network of legally independent firms and do not accept responsibility or liability for the actions or inactions on the part of any other individual member firm or firms.

Combining state-of-the-art manufacturing technologies and strategic marketing to create a quality product

www.pkfea.com

was the first product to be delivered from our portfolio was accompanied with a sustained soft launch marketing campaign aimed to boost awareness and engage customers in Rwanda. The reception so far has been very positive. “This two-phase launch activity was planned out separately for retail and wholesale markets. The customer feedback from both these avenues has been tremendously insightful. The sampling phase, particularly in supermarkets (retail), generated significant interest and augmented sales and gave us a strong foundation to build upon and take LATO mainstream in Rwanda.” With the smart money being placed on Pearl Dairy achieving the same levels of success in Rwanda as it has done so already in Uganda, the Company has edged yet another step closer to its aspirations of becoming “the best dairy product manufacturer in the world”.

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Paper FLEXIBLE ON

AND IN PRACTICE Lessebo Paper AB’s location may be remote but its reach is becoming vaster by the year as a result of its appealing manufacturing processes and subsequently extensive product range Writer: Matthew Staff • Project Manager: Joshua Mann

essebo Paper AB has diversified, expanded and streamlined its production capabilities in recent years to complement a lean internal manufacturing process which forms a resultant offering that continues to surpass larger competitors. Under the guidance of Managing Director; Terje Haglund; Chairman, Bo Möller; and Lessebo’s Göran Johansson and Vigo Edberg, the Company has evolved over the course of a rich history to now lead the way in innovation and efficiencies, in order to lead the paper production market across both quality and product variation parameters. Driving such recent refinements is Lessebo’s continuous commitment to adhering to the most relevant of industry and consumer trends. Business Development & Strategy Director, Lars Forsberg explains: “The most significant change in industry

trends has been the rapid development of digital media and the digital print market. “As equipment improves to accept a wider range of printing substrates, Lessebo has concentrated on niche areas where superior print results are called for. Lessebo never has, nor ever will be in competition in the commodity market and therefore needs to concentrate in areas where the Company can offer value-add in the premium market.” This does not preclude having to stay ahead of the industry curve but does ensure the business maintains a product offering tailor-made to complement the volume market with high-end products fit for the embryonic stages of trend changes. Lessebo Paper’s three paper machines subsequently cater for a range of substances spanning from 70 gsm (grams per square metre) to 350 gsm, produced in so-called jumbo reels that, in turn, are distributed through the

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romatos core business is dyes. The experience we have gained during 25 years of activity, has led to the development of a range of products that cover all the dyeing needs that may be encountered in several industrial sectors including; paper mill, leather, wood and textiles. Our range consists of specific products for the dyeing of various substrates. In addition to our product range, our expertise is also available to develop new colors and applications according to specific request from our customers. Try us! T +39 0543 796 191 E info@cromatos.com

www.cromatos.com production chain in the mill. “The large jumbo reels firstly go through the winding process where they are rewound into smaller reels,” Forsberg continues. “Sometimes these reels are sold for processing in the printing or packaging industry. A second route is that the reels are taken for sheeting on one of four sheet cutters in the finishing department. “The reels are sheeted to customer-specific sizes or mill stock sizes; stacked on pallets in bulk, or alternatively passed to the next inline finishing station – the automatic ream-wrapper – where the sheets are packed in reams, which are stacked on wooden pallets. “The pallets are then passed onto the final packaging station where the paper is wrapped and secured on the pallets for handing and transport. The reels from the rewinder can also take another route where they are taken to the A4 line for cutting into A4 sheets before being wrapped and boxed for distribution.”

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Steeped in history

All-told, the production capacity of the mill amounts to almost 60,000 tonnes per annum across the three machines, and while these volumes aren’t being reached at present, the potential is there for even more products to be unveiled to its ever-expanding customer base; representing a monumental evolution for a Company that has a development story steeped in industrial history. “The paper mill started, much like many other paper mills, as an iron mill before the Lessebo iron mill was granted the permission to start a paper mill in 1693,” Forsberg notes. “In 1719 the mill gained formal permission by Kommerskolegium (the equivalent to today’s National Board of Trade) to manufacture paper. “The mill developed over time and under the auspices of Mr Johan Lorenz Aschan became one of the foremost paper mills in Sweden.” In 1881, the volume of paper

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ne of Lantmännen Reppe’s high quality products is starch for the paper industry. Our process begins in the very centre of a Swedish wheat field were the wheat has been grown and carefully cultured by a Swedish farmer who takes responsibility from field-to-fork. We offer starch solutions in paper industries that brings technical, economical and environmentally advantages to the paper. By maintaining control over the entire agricultural and manufacturing chain, we are able to take responsibility for the product’s origin, contents and quality in a unique way. Lantmännen Reppe is a part of Lantmännen which is an agricultural cooperative owned by 27.000 Swedish farmers.

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Dyes, pigments & chemical products for industry.

Dyes for paper

Textile Dye

Woodstains

Dyes for leather

Special products

Tel: +39 0543 796191 | Fax: +39 0543 796189 | info@cromatos.com | www.cromatos.com

Our environmental friendly starch makes the paper even more “green”

Value from Wheat We offer starch solutions in paper industries that brings technical, economical and environmentally advantages to the paper. All these advantages is created based on the value from wheat as well as our experienced and skilled personnel.

Lantmännen Reppe AB Stora Räppevägen 73 SE 352 50 VÄXJÖ, Sweden Phone +46 10 556 15 40 reppe@reppe.se www.reppe.se

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production was as little as 365 metric tonnes, but the Company’s registration as a limited entity five years later, numerous rebrandings throughout the 1900s, and finally an acquisition by a small group of entrepreneurs in 2014 contributed to the Lessebo Paper AB as it is known in the present day. “[Today], Lessebo Paper AB sells and distributes its paper on a global basis,” Forsberg says. “The main markets are the Nordic region and Europe, with the mill controlling sales to the home market (Nordic region) on a direct basis and represented by agents elsewhere. “The mill is in contact with equipment manufacturers and has an ongoing quality development programme in place for all printing and packaging processes. All associated commercial partners in the market are industry professionals and report market developments and trends on an ongoing basis to our product development team.”

Strategic objectives

The mill itself is naturally the heartbeat of the Company’s current success, but since the acquisition in 2014, great strides have been taken in making it a facility worthy of such industry prominence. “The first thing we did when we

started was to clean it up; to take away a lot of scrap, to get rid of things lying around and to clean up the mill,” recalls the Company’s Mill Manager, Oistein Vedahl. “We made it look very good and can now show how fantastic it is to our customers. “From a safety perspective, the mill also used to have an average of 15 injuries a year with an absence, but this year we had none. It has been a total turnaround about how we work and how we think when we work.” The key to all improvements made over the past 24 months has been ‘flexibility’, a driver behind the costeffectiveness of its operations, the reduction in staff, the automation of its machinery and the streamlining of its supply chain. And, as Vedahl emphasises, such a small, lean and entrepreneurial structure breeds flexibility. And flexible operations breed an equally flexible product range. “We have a very wide range which includes 11 shades of white paper and 100 different colours, and we can deliver these in a flexible way that the bigger suppliers can’t,” he says. “With a fourth machine now arriving as well, while we have not filled up the 60,000 tonne capacity yet, we have gone from 27,000 to 40,000 already and will meet the full capacity in time.”

This is naturally the main target for Lessebo Paper AB moving forward, without compromising any levels of quality in the process. “Our strategy is to continually build upon a rolling programme of business and organisational development,” Forsberg adds. “We will recognise and meet the needs of our markets by the provision of

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the highest quality in production, the best service offer in the market and continuous product development; all supported by the most competent and committed personnel. “We will target growth in our market sectors through both existing and new customers; we will guarantee our competitiveness through constant gains in efficiencies; we will achieve

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solid and sustainable profitability for our owners, customers and clients; and we will always recognise our responsibility to current and future generations for the long-term preservation of both local and global environmental conditions.” He concludes: “Nothing in any of our strategic objectives will ever be allowed to compromise these responsibilities.”

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A pioneering force in the Middle East’s scrap metal industry, Lucky Group continues to set the benchmark for regional industry excellence by implementing Kaizen to secure longterm sustainable growth Writer: Emily Jarvis Project Manager: Ben Foster

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Celebrating a remarkable journey to industry prominence ith a policy of Kaizen in place across all of its frontiers, Lucky Group, one of the largest secondary metal recyclers in the Middle East, continues to preserve its homegrown values of credibility, quality and personal service, while delivering products and services that surpass the industry norm. As one of the oldest operations of its kind in the region, with operating standards and stateof-the-art technologies that set the benchmark for the regional industry, the Group has maintained its core as a family business for more than four decades, with three generations having been involved

in managing the global enterprise. Implementing consolidations where required and expansions in strategic locations to best cater to client requirements, Lucky Group has been able to strengthen the business, which remains debtfree today; mitigating exposure to global economic forces even in the face of slowing demand, shrinking global economies and tightening cash flows felt by other businesses. In response, Lucky Group has risen to the occasion spectacularly, focusing on a customer-centric continuous improvement strategy that recognises these changing global trends. “The scrap metal industry is

directly linked to international commodity markets, foreign exchange rates and global oil prices; and likewise has been heavily impacted by the slowing demand. Clients are now placing emphasis on quality over quantity to accommodate within tighter budget parameters for production, as well as on building trustworthy relationships between buyers and suppliers as they seek stronger commitment to promised quality, prompt payments, timely shipments and risk-free agreements,� highlights Riz Shaban, Director of Lucky Group’s Gulf operations. The Group has strengthened its emphasis on highly efficient operations, adopting more current

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technologies to be able to deliver the exact specifications of its clients. Moreover, Lucky continues to change its product mixes to best meet client demands and has strengthened its presence in the Chinese scrap metal market in recent times. Shaban adds: “We were one of the first metal recycling corporations to implement a customised ERP system, designed by our Founder and my uncle, Mr Dilawar. The system is tailored to every requirement of the Group’s operational practices. Lucky Group’s parent facility in Jebel Ali Free Zone (JAFZA), UAE, situates it in close proximity to the largest manmade seaport in the world, giving the Group a strong leverage in logistics and timely and direct access to global shipping routes. “It is a combination of these and multiple minor strategies adopted by Lucky that give it the edge over many of its competitors in the industry.”

A BRIEF HISTORY OF LUCKY GROUP Lucky Group was established by a young Dilawar Shaban, who arrived in a nascent Dubai in 1973, and co-founded by his brother Iqbal. The two brothers grew the business from a small local trading office to a fully-fledged recycling enterprise. Along their journey, three more Shaban brothers, Rafique, Raza and Saleem, joined the effort and encouraged the fledgling local scrap industry to grow alongside the Group as it continued to surpass existing local industry standards. Within a decade, several members of the younger generation were trained and inducted into the Group, establishing Lucky Group as a stalwart family-run corporation.

Cutting-edge

Lucky Group’s network comprises four leading-edge recycling facilities spanning a total of more than 500,000 square feet – situated in Jebel Ali Free Zone (UAE), Dubai (UAE), Doha (Qatar) and Miami (USA) – fully equipped to handle substantial inflows of ferrous and non-ferrous scrap material. “With the inclusion of

Riz Shaban, Director of Gulf Region and Salman Shaban, Senior Manager

Clients are now placing emphasis on quality over quantity to accommodate within tighter budget parameters for production, as well as on building trustworthy relationships...

Delmac industrial manipulator

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its (associate) international trading office in Toronto, Canada and its liaison office in Shanghai, China, Lucky Group collectively handles more than 300,000 MT of ferrous and non-ferrous scrap metal per annum. In addition, it also manages marginal quantities of paper, cardboard, rubber and plastic secondary material,” Shaban says. Furthermore, the Group’s presence in strategic zones across the Middle East, Far East and North America enables it to provide timely service to its national and international business partners. “Adding Doha in 2012, and Miami in 2015, to our network allowed Lucky Group to meticulously cater to our client’s specific requirements for quality, composition and packaging, further aided by the extensive capital investments that have been and continue to be carried out at all of our recycling facilities,” he highlights.

Kaizen

Material handlers at Lucky Group’s Jebel Ali Free Zone (UAE) facility

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with our clients around the world.” Not only this, but Lucky Group’s family-run culture has encouraged its commercial teams to develop close, genuine relationships with its clients and to remain well-informed of changing industry trends. Employing a team of more than 300 highly-skilled and multilingual workers, assessed on individual potential and fit within the existing Group culture, Lucky Group prides itself on employee retention

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US-based Institute of Scrap Recycling Industries (ISRI) and quality standards set by the China-based General Administration of Quality Supervision, Inspection and Quarantine (AQSIQ). Additionally, we are among one of the first metal recycling corporations in the Middle East to be accredited with both ISO 9001 and ISO 14001 standards. Our testament to our quality and service is our greatest asset in solidifying our relationships

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Supplying copper, aluminium, stainless steel, brass, iron, zinc and cables to a highly-selective series of clientele in a variety of industries in more than 40 countries across the world, the Group’s fluid organisational structure and careful monitoring process for quality control has helped it promptly adjust to global and regional conditions. Shaban confirms: “Each product line strictly adheres to the scrap specifications standards set by the

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SCRAP

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WRIGHTS

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rights Recycling Machinery Limited is a British manufacturer of recycling machinery. Our family run business designs and manufactures its own range of cable stripping machinery, granulators and shredders for metal recycling companies. With a network of partners throughout the world, we also manufacture and sell cable strippers, alligator shears, car balers, paper reel splitters, granulation systems, shredders, portable cutters, plastic reel splitters and have recently launched a NEW plastic bottle top separation system. Our onsite design team are able to design bespoke recycling systems to suit client requirements, which we then manufacture and install at clients’ premises. Along with our team of engineers, who have a combined total of 96 years’ experience working with Wrights, we bring together a knowledgeable team ready to serve you.

and world-class training to foster genuine and close relationships with staff. “Maintaining excellent client relationships helps Lucky Group to build new bridges and expand into the emerging economies in the Indian subcontinent and Far East. Further supporting this is our investments in the latest technologies across the Group as part of a gradual technological overhaul to enable each of our facilities to provide the highest criteria of client-specified quality product,” Shaban details. Since 2013, the Group has been updating or acquiring machinery critical to fine-tuning its operations. He adds: “Our capex spending in this regard has included material handlers, container lifters, horizontal and vertical balers, cable peelers, shearers, conveyor systems, lifting manipulators, portable alloy analysers and handheld radiation detectors.”

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Maintaining excellent client relationships helps Lucky Group to build new bridges and expand into the emerging economies in the Indian subcontinent and Far East

Our journey with Lucky Group started two years ago when we met at an exhibition in Germany. Following initial conversations and meetings at each other’s works, both in the UK and Dubai, their first order was for five of our cable stripping machines, specific to their requirements. This year will also see installations at their premises in Miami and Doha. Founder, Russell Ridley, who has more than 40 years’ experience in Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx metal recycling, alongside other family members, bring their individual strengths together to push the Company forward and allow our clients to “make the WRIGHT choice”. With experienced staff on hand to help and advise you from your first enquiry for recycling equipment, right through to installation, spares, service and repairs, we at Wrights offer a complete service from start to finish. T +44 1943 875104 E sales@wrightsltd.co.uk

www.wrightsltd.co.uk Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx


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British design and manufactures of cable/wire strippers, granulation systems & shredders. Suppliers of shear balers, grabs, car balers, portable cutters, paper & plastic reel splitters and much more....

Make the WRIGHT choice

Contact the office today for more information: Wrights Recycling Machinery Ltd Nethermoor Works, Otley Road Guiseley Leeds, LS20 8BT, UK Tel: +44 (0) 1943 875104 Email: sales@wrightsltd.co.uk Web: www.wrightsltd.co.uk


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Vision 2020

Jebel Ali Free Zone (UAE) Recycling Facility

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Going forward, Lucky Group will continue to diligently follow the principles of Kaizen as an important pillar central to its long-term competitive strategy. By adopting globally-accepted standards of professionalism that surpass industry norms in order to persistently advance its own standard of efficiency, Lucky Group is able to attract a diverse range of potential buyers and suppliers. “Both shareholders and team members are expected to maintain close personal relationships with their carefully selected stakeholders, and communicate the Group’s values of loyalty, trust, ethical standing and a personal family touch through its commercial transactions. As a result, Lucky Group continues to set the benchmark in the regional metal recycling industry for its quality controls and client satisfaction,” Shaban states. At the moment, the Group is driven by its

The three generations of the Shaban family in Lucky Group

We have streamlined our operations, consolidated our cost centres, strengthened our profit centres and diversified our risks between Eastern and Western markets to solidify and future-proof our foundation


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HONOURING HIS LIFE DILAWAR HUSSAIN SHABAN On March 20, 2016, Lucky Group lost their revered Founder, Dilawar Shaban. He is remembered by his family not only as a dynamic corporate leader, but also as a respected patriarch of the Shaban family and an esteemed philanthropist.

Vision 2020; the core of which aims to double its current transaction volume through strategies that have already been put in place and continue to be implemented, including facility expansions, state-of-the-art technological advancements and further streamlining the Group’s exclusive clientele selections. “The Group’s short and long-term strategies are under continuous revision, since stagnancy is the fastest route to a corporation’s downfall,” says Shaban. “We have streamlined our operations, consolidated our cost centres, strengthened our profit centres and diversified our risks between Eastern and Western markets to solidify and future-proof our foundation.” He concludes: “Lucky Group looks forward to establishing a facility in every highly-strategic geographical zone in the scrap metal industry that can contribute to its corporate vision and steady long-term growth strategy.”

From the onset, every milestone that Lucky Group has achieved has been revolutionary in the region. Dilawar Shaban proved to be an unstoppable pioneering force in the regional nascent scrap industry. He brought the Gulf region to international attention by signing on as the first member of Bureau of International Recycling (BIR) from the region in 1982. He imported the country’s first mechanical advancements in the scrap industry through installations of baling machines, furnaces and container handlers. The Group’s operational strategies, brand development and the establishment of the region’s first secondary aluminium plant have been revolutionary in the Gulf. His achievements, decision after decision, have continued to accumulate into a great legacy. Dilawar was known for his larger-than-life personality, his single-minded dedication to his vision and as a master networker. Apart from his role as an all-encompassing corporate leader, he had also taken an avid interest in the world of philanthropy, reaching out to his countless beneficiaries. He was steadfastly committed to seeking the betterment for his family, the industry, the community and for the greater good of humanity. The Middle East scrap industry has truly lost a pioneer. Today, his collective triumphs and impressions have accumulated into a grand legacy that Dilawar has left behind him, which the Shaban family and Lucky Group proudly carry forward.

www.luckygroup.com

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Success Story A BRAND LOYALTY

Citi PAK’s clients and customers have propelled the business forward, even through challenging times. This brand loyalty is what drives the Company’s core philosophies today as a premium market leader in the UAE Writer: Emily Jarvis Project Manager: Joshua Mann overing the UAE, GCC and parts of Africa through its extensive distribution network, premium disposable food-packaging Company, Citi PAK has built its brand loyalty over the past eight years based on strong and continuing international relationships which are directly contributing to the Company’s newfound growth strategy. “Our clientele of more than 2,500 customers - many of whom have remained loyal to us since our humble beginnings - not only give us the edge

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over our competitors, but they have inspired us to increase our range of value-add, customised products and services,” says Titu Alex, General Manager of Citi PAK. “Every product is made to look as creative as possible, taking inspiration from nature and channelling this into our packaging design processes to ultimately create a sustainable product that represents the core values and philosophies that drive our business today.” A strengthened product range of disposable food packaging is something that distinguishes Citi PAK as a Company

known among the leading hotels, hospitals, airlines, catering companies, restaurants and food chains, bakeries and institutional catering suppliers across the UAE for a quality and cost-effective packaging solution. “We have come a long way since inception in 2008, when we supplied fast-moving disposable food packaging products for the food and hospitality industries across the UAE,” he recalls. “Leveraging the expertise of the wider ENPI Group (Emirates National Factory for Plastic Industries Group) over the years, we were able to strengthen our presence in the region and significantly enhance our product range to more than 1,500 products.”

Packaging innovators

Titu Alex, General Manager of Citi PAK

Providing a one-stop solution for food packaging, and safety & hygiene requirements, Citi PAK is well-respected among customers for its tailored service offering and attentiveness. Alex explains: “We walk the extra mile and customise our products as per customer requirement.


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This, along with affordable pricings, is a crucial value-addition that sets us apart from the rest.” In such a fast-moving industry where packaging regulations are constantly reviewed and revised, Citi PAK is also a known leader for packaging innovation. “As part of our continuous improvement, we research innovative new packaging techniques and listen

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to the valuable feedback of our customers and clients; utilising this knowledge to further enhance our packaging solutions. This is how we also began to identify other valueadd products worth adding to our portfolio,” he adds. Initially starting with the lowkey distribution of disposable food packaging products, Citi PAK began

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complementing its early range with a multitude of new production lines; including aluminium foils, cling film, baking paper, co-packing facilities, paper wraps with printing and more. “In summary, we saw the importance of customisation and diversification as two crucial differentiators in an increasingly saturated market,” Alex says. In tandem with its innovative research techniques, portfolio expansions and other continuous improvement activities, the Company continued to maintain its “inspired by nature” philosophy.

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Citi Pak Products

Aluminium

Biodegradable

Cup

Paper

Citi PAK is known to attend key business events to remain ahead of industry trends Plastic

“The inspiration for Citi PAK’s products comes from nature and its surroundings and the thought process behind each product is to make it as creative looking and sustainable as possible,” he adds. Combining all of the above together, Citi PAK is now in a position to increase investments in a bid to consolidate its current facilities, as well as explore geographic expansion opportunities. Alex says: “As we currently have facilities in multiple locations in Sharjah, one of our aims is to build our own facilities in a consolidated location in the city. Secondly, we have further investments planned to increase our production capacities, and towards the end of the year, we are planning to set up a new branch in Saudi Arabia, based on the significant market potential we have identified in the GCC.” At present, Citi PAK has four facilities in Sharjah and an additional two situated in Abu Dhabi - all audited and accredited with ISO 14001, 18001 and 22000 certifications - where it employs a total of approximately 160 staff.

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Film

Foam

Wooden & Bamboo

Safety & Hygiene

Miscellaneous

The Company plans to participate in upcoming exhibitions and trade shows in Africa

Retail


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Dongyang City Plastics Co. Ltd. was established in 1968, who are the first factory to produce PET disposable cups and lids in China. We have cups from 0.75oz to 32oz and they are widely used as water cups, beer cups, juice cups, cold coffee cups, cold ice cream cups, trial cups, sauce cups, deli cups and so on. Also in 2000, all the color-printed PET cups used in Sydney Olympic Games were supplied by our company.

WE SPECIALIZE IN THIN WALL PACKAGING PRODUCTS

Yo u ’ re w e lco m e t o co n t a c t & v i s i t u s

Http://en.dongsu.cn • Tel:+86-579-86813444 Fax:+86-579-86814011 • Email:dongsu2@dongsu.cn Address: No.3 Dongyi Road, Dongyang City, Zhejiang Province, China

Unitech Plas Sdn Bhd No 33 Jalan Sentosa 3, Sungai Jelok, Taman Sentosa, 43000 Kajang, Selangor TEL: 03-87371929 / 87371979 / 87418229 FAX: 03-87364288 EMAIL: unitechplas.sb@gmail.com

Creating a sustainable product that represents the core values and philosophies that drive the business

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As many of our customers know, when our head office burned down in November, 2014, we thought it marked the end of Citi PAK. However... we were able to continue our success story from where it stopped completely to emerge today with profit levels exceeding those from before the fire

“We also have decided to focus more on African markets and will be participating in many upcoming exhibitions and trade shows on the continent in a bid to solidify our reputation here,” he adds.

Streamlined operations

Citing employees as the Company’s biggest asset, Alex was keen to emphasise the rigorous selection process to source the best skills available locally, while making sure that each member of staff is in the correct role for their skillset to flourish. “First and foremost, priority is always given to those with local experience and skills. We also want our employees to remain happy serving the Company and we have many incentives in place for rewarding achievements,” he says. “Similarly, one of the highlights of our success has been the business partnerships we have maintained over the years. It is imperative that our business partners are served above and beyond a satisfactory level, so that we continue our partnerships year after year.” The positive attitude of Citi PAK’s employees combined with strong local and international business distribution ties has resulted in excellent customer relationships. This has been further

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strengthened by the Company’s push for deploying the latest technologies to make for more efficient administration tasks and other daily activities that the business depends on. “We have integrated latest INFOR ERP solutions throughout the Group and are fully connected for efficient streamlining of operations. Furthermore, since we recognise the need to give top priority to customer

relations, we are currently in the process of integrating new CRM software to our existing ERP software,” Titu highlights.

Growing stronger

Thanks to its valued customers and business partners who have recognised the level of achievement and unparalleled customer-centric focus and sustainability drive that propels Citi PAK forward, the Company has big plans to take the


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Taking inspiration from nature and channelling this into its packaging design

business to the next level; ultimately targeting distribution to the entire MENA region and also tapping into parts of the Asian and European markets. Titu concludes: “As many of our customers know, when our head office burned down in November, 2014, we thought it marked the end of Citi PAK. However, after months of rebuilding, including the rebuild of our inventory from scratch, we were able to continue our success story from where it stopped completely

to emerge today with profit levels exceeding those from before the fire. This would not have been possible without the unstinting trust and loyalty of our valued customers and business partners, even through these incredibly difficult times. “The outcome of the whole situation only served to strengthen our desire to give the customer even better value for money with high quality products, timely delivery, best after sales service and so on. For us, the success story will continue.”

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M AT R I X C O M P O S I T E S & E N G I N E E R I N G ( W E L L C O N S T R U C T I O N )

Global Engineering Innovators

Matrix is looking to capitalise on the lucrative opportunities in the Middle East’s oil & gas industry, starting with growing market awareness of its Well Construction product range Writer: Emily Jarvis • Project Manager: Ben Foster

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aving gained significant brand awareness and global market share following a period of business consolidation in 2008 and subsequent listing on the Australian Stock Exchange (ASX) in 2009, Matrix Composites & Engineering (Matrix) has since been presented with an array of opportunities to secure the Company’s longevity. With a core product range comprising the supply and manufacture of drilling riser buoyancy, subsea umbilical, risers and flowline (SURF) buoyancy products, offshore services and Well Construction products, Matrix has achieved a leading position in the energy sector through the continued refinement and innovation of polymer and composite materials technology. One portion of the business that has been rapidly expanding in recent years is Well Construction, consisting of a range of composite drilling and completion centralisers, primary cementing shoes and casing reamer shoes for the oil & gas industry around the world. “Being a relatively new player in this market, our initial strategy was always to focus on improvements that would help the business develop quickly and efficiently. Leveraging our network of existing industry contacts and strategic operating locations, we were able to make an informed decision on which regions were best suited as our initial entry points. We therefore primarily directed our attention to Asia-Pacific and North America, where we have

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experienced tremendous success with our range of low friction polymer centralisers, with more than 166,000 products sold including a current world record installation,” explains Jason Kent, Product Line Manager, Well Construction. Following on from this success, Matrix has now turned its attention towards the lucrative opportunities in Middle East’s oil & gas market; having recently signed formal agency agreements with well-established local representatives in both Saudi Arabia and the UAE. He says: “Diversification and innovation has long been rooted in our Company’s vision and mission. We want to continue growing market awareness for our ‘Matrix’ and ‘Max-R’ products as quality brand names associated with delivering technical solutions and quality products. To do this, we are actively seeking the further expansion of our global footprint with

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Innovation has long been rooted in the Company’s goals. Pictured: Max-R Revolution

the introduction of our technology to the Middle East. “Our intent has always been to move into the Middle East. The type of wells drilled, being highly deviated or horizontal, suits our low-friction technology and with the significant drop in the oil price over the past 18 months, as well as the Middle East being the only region that has increased its level of drilling activity year-on-year, the timing to actively enter the region couldn’t be more appealing.”

Continuous innovation

Jason Kent, Product Line Manager, Well Construction

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Differentiated by a talented and capable team committed to

Our intent has always been to move into the Middle East. The type of wells drilled, being highly deviated or horizontal, suits our low-friction technology...


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Protection in the harshest of conditions. All day, every day…. We are proud to support Matrix, by providing high-performance coatings for the manufacture of subsea buoyancy systems to the oil and gas industry.

This kind of protection helps deliver a great platform for business, but doesn’t come easily! It involves collaborative development work, extensive field trials and performance characteristics verified to ensure that all application criteria and product specifications are achieved. Whatever the conditions, we innovate and adapt coatings that work for you as you expect. All day, every day! 26, Paramount Drive, Wangara, Western Australia 6065 Tel: +61 8 9302 2577 email@cameleon.com.au www.cameleon.com.au

Heerema installation buoyancy loading

operational excellence, quality and efficiency, Matrix is able to demonstrate an unparalleled understanding of its core technologies; also made possible due to significant investment in a new world-class manufacturing facility. Kent highlights: “In 2011, Matrix opened the largest composites syntactic manufacturing plant in the world, located in Henderson, Western Australia. The 20,000 square metre plant has doubled the production capacity of our previous facilities and uses superior technologies - adopting a highly automated approach to manufacturing - to produce a high quality and more expansive range of products.” The AU$120 million plant gives the Group a significant competitive advantage in terms of manufacturing scale and cost efficiencies which has left the organisation well-positioned for future growth.

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“The depth of understanding of our core technologies - advanced composite and polymer materials - by our team of highly qualified material technologists, chemists and engineers, combined with the largest composite syntactic manufacturing plant in the world, has delivered numerous operational efficiencies allowing greater output, shorter production turnaround times and superior product quality,” he further details.

Research & development

Matrix’s dedicated research & development (R&D) department has played a vital role in the Company’s continuous improvement strategy. Kent says: “In 2010, we identified a need to develop the next generation of tool that would reduce torque and drag during casing installation into highly deviated wells and thus enable the operator to reach their total depth objective. While it’s nothing new to use polymers as a low friction bearing material, introducing such materials to some of the world’s toughest downhole environments is not a simple transfer of technology. “Extensive research, development and countless hours of lab and field testing is required to identify and select firstly the appropriate polymer material or blend of materials and secondly the product design that is suitable for operations where extreme temperature, significant mechanical loads combine with chemicals from

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Riser buoyancy

both introduced and produced wellbore fluids.” In conjunction with leading global chemical companies, Matrix designed and developed what is now the Max-R range of advanced polymer low friction and ultra-low friction casing centralisers. “In conjunction with our torque, drag and centraliser spacing modelling capabilities, we have successfully introduced this new generation of low friction centralisers across operations in Asia-Pacific, USA, Canada and Russia.”


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The Max-R Revolution is a world-record holder in the highest step-out ratio completion

Diversification

Despite the current oil price slump placing significant cost and efficiency pressure across all businesses that operate in the oil and gas sector – including Matrix – the Company is continually seeking to diversify its product portfolio to strengthen and grow its global business. “Leveraging our experience with advanced materials, we are looking at ways to adapt our existing products and expertise to enter new industries where our technology will be relevant,

such as in building and construction. Essentially, provided the opportunities are aligned with our corporate strategy and we see positive returns under acceptable risk, then there is no limit to where Matrix could be in the longterm,” explains Kent. He concludes: “Meanwhile, we will continue to strengthen our Well Construction product line with some exciting new products in the near future and a continued focus on North America (the elephant in the room), Asia-Pacific (our own back

yard) and the Middle East (our new sand pit). We have already begun the prequalification process with many operators in the latter and once we have some runs on the board in Saudi and the UAE, we will be sure to look at further expansion opportunities across the region.”

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Distribution DRIVING LEBANON’S

An electrifying evolution is taking place across Lebanon’s utility sector, at the hands of BUTEC Utility Services, a privately-owned business striving for both local and international saturation Writer: Matthew Staff Project Manager: Josh Hyland

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UTEC Utility Services (BUS) is embracing the responsibility of driving a much needed infrastructural evolution in Lebanon, as its electricity distribution services continue to spread more prominently across the country. Established in 2011 as a privatelyowned Company tasked with carrying out utility services and environmental projects, the BUTEC-

Group subsidiary’s defining moment took place in 2012 upon the attainment of a contract from Electricté du Liban (EDL) to provide its services across nearly a third of the entire country; subsequently catering for as many as 530,000 customers. The meter reading, bill collection, customer services, asset management, network maintenance, construction and installation projects that have been undertaken ever since represent the first PPP experience in


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Reformation Lebanon and wider region – having been initiated by the Government themselves – and continue to address a pressing need for electricity reform in the nation. “This sector was suffering from major flaws and the losses incurred on the Government represented a large portion of the Lebanese national deficit,” explains the Company’s General Manager (GM), Fady Aboujaoude. “The electricity distribution sector in particular was

suffering from huge technical losses reaching more than 15 percent due to poor maintenance on the network, and a total lack of any network development projects in many years despite the growing demand on the network. “In addition, commercial losses were reaching more than 25 percent due to increased illegal connections on the network and non-payment of electricity bills by the customers. Reducing these losses became a

priority for the Government and a prerequisite for any investment in the electricity generation sector.” BUS has not only addressed these wider societal and infrastructural shortfalls, but has introduced levels of expertise, modernity and innovation previously unseen in Lebanon, having unveiled new meters and new connections to ensure the successful delivery of its services from 2012 to the present date.

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ELCON MEGARAD

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ince 1981, Elcon Megarad, today part of a fully Italian industrial group, is active and internationally recognised in the field of design and production of accessories and components for low, medium and high voltage power cables, and of other products for insulation and electrical connections. During the past 35 years, Elcon Megarad has gained experience in the market as a supplier of the most important electric utilities, for which it has developed and homologated specific proprietary solutions, compliant with the strictest international technical specifications. Our research and development department is active in setting innovative materials and technologies with particular attention to several market demands.

Fady Aboujaoude, General Manager

Measurable improvement

Via the widespread nature of BUTEC Group’s presence in the surrounding MENA region, BUS has also been able to expand accordingly, having already identified major potential projects across its technical and commercial prequalification processes. Having seen the success of the Company’s achievements in Lebanon over the past four years, opportunities have been earmarked in Jordan, Iraq, Syria, Algeria and Ghana - as well as Egypt and Saudi Arabia further down the line - as growth avenues for the near future. “The main successes of BUS have been achieved on the DSP (distribution service provider) project with Electricté du Liban where it has made a measureable improvement in the level of services provided to the customers and in reforming the distribution sector in Lebanon,” Aboujaoude says. “The

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The main successes of BUS have been achieved on the DSP (distribution service provider) project with Electricté du Liban where it has made a measureable improvement in the level of services...

Our laboratories for material characterisation and high voltage testing are supported by the highest reliability and the design and development of a wide range of joints and terminations for all types of cables on the market; adhering to the CENELEC, IEC, IEEE, and ASTM standards. Our Company has undertaken several partnerships with Italian universities. Elcon Megarad’s management system is certified according to ISO 9001, ISO 14001, and OHSAS 18001. T +39 0825 6077 F +39 0825 6077 82 E elcon@elconmegarad.com

www.elconmegarad.com


CONNECTING THE ENERGY power cable accessories

Elcon Megarad is an Italian company that designs, manufactures, tests and provides cable accessories and components for electrical networks, worldwide.

www.elconmegarad.com Tel. +39 0825 6077 Fax +39 0825 607782 elcon@elconmegarad.com


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BUS fleet

main achievements on this project can be summarised firstly by the planning and design of 27 network development and expansion projects throughout the area; designed to eliminate the existing overloads which reached up to 50 percent in some areas, and the existing voltage drops on the network. “The total value of these projects is US$64 million with a calculated payback period to EDL of nearly two years. 20 of these projects have already been completed or are nearing completion. A total of 300 kilometres of underground cables have been installed so far.” Additional achievements include the completion of most of the backlog of customers’ applications for new meters or connections as well as 13,000 new applications; a breakthrough in customer services via the establishment of a computerised 24-seven call centre; the completion and successful testing of a pilot project for intelligent meters; an improvement

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We have also completed a full network survey for all electricity distribution assets in the area serviced by BUS and created an interactive online geographic information system...

in bill collection which now sees 97 percent of bills issued by EDL collected within one month; and also a reduction of commercial losses through the creation of a dedicated team to detect and eliminate illegal connections; with 17,000 cases being detected so far. “We have also completed a full network survey for all electricity distribution assets in the area serviced by BUS and created an interactive online geographic information system which provides real-time information to our teams in the field,” Aboujaoude adds. “All these achievements were noticed by our customers who expressed their satisfaction with the services through a customer satisfaction survey carried out by an independent company.”

Well-trained and well-equipped

Outside of Lebanon, the most imminent international ventures include the launch of distribution services expected to begin in Basra,


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Iraq and the current formulation of a consortium to participate in tender prequalification for Ghana Electricity and another consortium to participate in a tender in Saudi Arabia. Both, alongside its extensive list of Lebanese achievements, emphasise how much the Company has evolved from its inception in such a short space of time. Aboujaoude recalls: “Electricté de France (EDF), a renowned world leader in the electricity sector, was closely involved with BUS as a consultant throughout all the phases of its operation, in guiding the BUS employees and transmitting its experience to them. EDF also assisted BUS in carrying out network expansion studies and in setting up strict procedures to be followed for operating the network. “BUS realised that in order to succeed with its operations on the ground, it was essential for its

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Network operations and maintenance

BUS realised that in order to succeed with its operations on the ground, it was essential for its employees to share its vision and to be welltrained and wellequipped. This is why BUS established a training facility with more than 6,000 square metres of built-up areas

employees to share its vision and to be well-trained and well-equipped. This is why BUS established a training facility with more than 6,000 square metres of built-up areas. “This centre ensures that the employees receive extensive training and get well accustomed to working closely with the network before actually working on a real network in order to avoid risks of electrocution. This facility also includes a fully equipped laboratory for testing intelligent meters, a call centre and the network operating control centre.” Refining BUS’ internal infrastructure for the betterment of its external works has been an ongoing strategy for the Company and continues to materialise via a series of investments, modules and systems implemented to meet this continuous improvement requirement. “BUS invested in several IT softwares during the course of the DSP project,” the GM offers as an

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example. “A comprehensive and integrated IT platform was recognised to be instrumental for the successful execution of the services on any utility project.” A customer relationship management module, a case management module, a meter reading and bill collection module, and the aforementioned geographic information system are all examples of internal improvements implemented across BUS in recent times; all of which ensuring that the Company’s vast

Implementing the best processes and technologies

Customer contact centre

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workforce has the best processes and technologies to work with when undertaking such high profile projects as those seen in Lebanon since 2012.

We believe that what differentiates BUTEC Utility Services is its vision and commitment to serve higher national causes throughout all its activities rather than just pursuing business objectives

Higher aims

“BUS now has a team of nearly 850 employees including 50 engineers, 15 consultants from international firms, and 10 project management consultants,” Aboujaoude notes. “As part of the requirements of the DSP project, BUS hired, trained and fully integrated more than 600 daily workers who had been providing daily services to EDL for several years. “Those workers resisted the DSP project and viewed it as a threat to their long-awaited objective to become permanent employees of EDL. Despite their fierce resistance, the Service Provider succeeded in integrating them within its organisational structure by providing them with full employee status including benefits,


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indemnities, annual leaves and insurances.” Following extensive awareness campaigns, said workers have now become an integral part of the BUS team and make up nearly two-thirds of the Company; emphasising not only the lure that BUS has become as a business, but how integral its operations are proving to be across its operational areas. “We believe that what differentiates BUTEC Utility Services is its vision and commitment to serve higher national causes throughout all its activities rather than just pursuing business objectives,” Aboujaoude continues. “On a national level, the main drive for venturing in the DSP project was BUTEC Utility Services’ ambition to make a difference in reforming the distribution network, reducing the cumulative debt on the Lebanese Government caused by the poor status of the electricity sector, and ultimately

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On a regionalinternational level, BUS always strives to contribute to the improvement of the economy in the countries through its involvement in potential projects

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improving the quality of life for Lebanese citizens. “On a regional-international level, BUS always strives to contribute to the improvement of the economy in the countries through its involvement in potential projects. “We believe that such commitment to achieve higher aims and to serve the common good was crucial in achieving the current success of BUS and will definitely contribute in achieving BUS’ long-term objective to become a leading utility in the region.”

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THE PERSONALISED

ELECTRICITY Revolution The success of the Dorad Independent Power Producer Project encourages its operating Company, Dorad Energy to strive for further plant optimisation and creative energy solutions Writer: Matthew Staff Project Manager: Josh Hyland

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orad Energy Ltd’s operation of the Dorad Independent Power Producer (IPP) Project has included sustained periods of plant enhancements and modernisation to ensure the most flexible product possible, and Dorad expects to continue with this mission 25 years on, with an expansion already

on the horizon. Initiated in 2002, the IPP Project consists of the financing, design, construction, operation and maintenance of a combined cycle, 860MW power plant located south of Ashkelon in Israel; a plant unique in its configuration so as to provide maximum operating flexibility and - more importantly - even higher availability.


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Dorad Power Station Country: Israel Location: Ashkelon Coordinates: 31°38′6″N 34°31′48″E Construction began: 2011 Commission date: 19 May, 2014 Construction cost: US$1 billion Owner(s): Dorad Energy Ltd.

TY The power plant received its operating license and commenced operations in May, 2014. The project uses gas-fired combined cycle power technology to generate electricity. “This technology offers high efficiency production levels, fast construction, low operation and maintenance cost and low emissions levels,” adds Dorad Energy Ltd’s Chief

THERMAL POWER STATION Primary fuel: Natural gas Secondary fuel: Light fuel oil Combined cycle: Yes POWER GENERATION

Executive Officer (CEO), Eli Asulin. “GE was selected to supply the gas turbines for the power plant and the current shareholders in the Company include EAPC (37.5 percent), Zorlu Energy (25 percent), Dori Energy (18.75 percent), and Edeltech (18.75 percent).” He continues: “The plant is configured in two identical blocks; each block with six GE LM6000PC sprint turbines

Units operational 12 × gas turbines, 12 × steam generators, 2 × steam turbines Make and model General Electric (gas turbines), Innovative Steam Technologies (steam generators), Škoda (steam turbines) Nameplate capacity: 840 MW Website: http://www.dorad.co.il/home

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together with their associated OTSG (once through steam generators) – one for each gas turbine – plus one steam turbine in combined cycle. “This configuration has been selected to provide maximum operating flexibility and high efficiency over a broad range of operations.” Furthering this design strategy, the combustion turbines are also dualfuel capable and use water injection to reduce nitrogen oxide emissions in order to meet environmental standards. “The OTSGs also include a limited amount of supplementary duct firing in order to allow increased power production during peak demand periods. Cooling is provided by a cooling tower with seawater makeup, and the condensers are titaniumtubed,” Asulin explains. “The two key strategies for the plant overall are firstly to take advantage of its flexibility to allow a flexible response

to changing markets, including increasing penetration of renewable energy sources; and secondly, the realisation of the significance of maximising overall plant availability Dorad achieving more than 97 percent availability in the first two years of operation - with decisions and investments made accordingly.”

Turnkey approach

Such decisions and investments span areas of procurement, equipment, risk management, error reduction and the modification of key systems in order to enhance built-in redundancy; all of which are driven by the highest quality management personnel and workforce who recognise the importance of their contribution to the overall mission of the Company. This expertise lends itself to a largely turnkey approach to operations, with Dorad able to approach most facets with a single-point responsibility.

INNOVATIVE STEAM TECHNOLOGIES (IST)

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ince Innovative Steam Technologies (IST) began operations in 1992 in Ontario, Canada, we have been striving to find a better way to get the job of steam generation done. IST designs and manufactures proprietary heat recovery once-through steam generators (OTSGs) for power generation and direct fired OTSGs for enhanced oil recovery applications. IST’s OTSG is faster to install, simpler to operate, and offers the most flexibility with fast starts and dry-run capability.

T +519-740-0036 E sales@otsg.com

www.otsg.com

One of the first and most important clients that Dorad has signed to supply its entire electricity consumption is the Ministry of Defence

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Since 1992… …power plant owner/operators in 19 countries around the world have chosen the IST solution. IST’s OTSG (Once -Through Steam Generators) are faster to install, simpler to operate, and offers the most flexibility with fast starts and dry-run capability. Call us today at 1.519.740.0036 or visit our website www.otsg.com

C O M B I N E D C YC L E A N D C O G E N A P P L I C AT I O N S

In turn, clients end up with an offering that is competitively priced, with high availability and with a ‘low risk-demand projection’ ratio. “This means there is no ‘take or pay’ or requirement by the customer to predict their demand, so there is also no difference between the way they buy power today and the way they did previously,” Asulin elaborates. “Dorad has negotiated agreements to sell the power plant capacity to a broad range of electricity consumers at a discount to the rates for purchase of electricity from the national grid. “One of the first and most important clients that Dorad has signed to supply its entire electricity consumption is the Ministry of Defence. Dorad also signed power purchase agreements with the Israeli Water Company (Mekorot), which is the largest electricity consumer in Israel, as well as other private industrial companies, hotel chains, banks, food processing plants, etc.”

Dorad has also signed a gas supply agreement with TAMAR for the supply of gas for the power plant for a minimum period of 15 years; a deal made all the more significant considering the plant will consume around 0.7 billion cubic metres annually, or a total amount of 10.5

ENHANCED OIL RECOVERY

billion cubic metres over the course of the contract. Much like its supply chain and core customer base, the overall structure of the business maintains a very streamlined and lean foundation, driven by a small number of experienced and capable professionals

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in key management positions, who in turn manage a series of expert outside consultants and contractors to perform all critical tasks in accordance with the requirements at each stage of the project.

EZOM

EZOM, the biggest private operation and maintenance Company in Israel, is responsible for the operation and maintenance (heavy and routine maintenance) of the power plant, epitomising the profile and significance of the facility within the country

Long-term player

Enhancing the tools at these professionals’ disposal is a similarly pivotal feature of Dorad’s continuous improvement ethos, and has recently been epitomised by a user-friendly web portal to provide customers with access to their consumption data, as well as tools to help them manage their electricity usage more effectively. Investments have also been made in areas of cyber security, enhanced administrative and billing processes, more sophisticated plant operation software, and supervisory optimisation software to help encourage savings in gas consumption within the plant. The most significant expenditure which is anticipated, however, involves an expansion of the plant which is set to maximise the use of existing equipment and infrastructures, including cooling water, feedwater, gas supply and electricity grid connectivity. Dorad has already submitted initial requests to the relevant authorities, but this expansion

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I see Dorad as a long-term player in the market, adapting and increasing in scope and capability as the market grows and develops


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is still in a very early stage of planning. “The proposed plant expansion is based on a single-shaft combined cycle plant, which may be executed in two stages; the installation of an H-Class industrial gas turbine in simple-cycle initially, with the addition of a waste heat recovery boiler plus steam turbine in the second stage,” Asulin notes. “The

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new unit will be installed in a strip of land along the west boundary of the plant. The turnkey nature of Dorad’s operations, compounded by this will to keep progressing and growing the plant’s influence, forms a potent combination for a Company better prepared than most to tackle the challenges of the gas and electricity market, in order to embrace a more

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sophisticated and privatised energy market in the future. “I see Dorad as a long-term player in the market, adapting and increasing in scope and capability as the market grows and develops,” Asulin concludes. “In particular, Dorad is interested in moving into the sale of power directly to individual private customers, as part of the personalised electricity revolution.”

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Taking IT TO THE NEXT LEVEL

While the Middle East is facing economic uncertainty with weakening oil prices and regional strife, global communications provider, Avaya is helping organisations of all sizes achieve their digital transformation goals with its services-led approach Writer: Emily Jarvis • Project Manager: Donovan Smith

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s economies in the Gulf struggle with lowered oil prices and wider regional conflicts, the average CEO or CIO could be forgiven for feeling uncertain about their company’s prospects and be reluctant to invest. Avaya, a global leader in business communications software, systems and services, sees the current environment as an opportunity. “Organisations today are revising and consolidating their priorities to identify ways to do more, with less. This plays to Avaya’s strengths, helping customers to boost productivity and efficiency with the ultimate aim to achieve sustainable business results,” says Mohammed Areff, Vice President of Middle East, Africa and Turkey, Avaya. “Companies are looking closely at what will really

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differentiate their services, drive business growth and attract and retain customers, all while achieving return on investment and lowering their total cost of ownership.” Topping corporate agendas today is the subject of digital transformation, as consumers increasingly expect a reliable and secure digital experience, and businesses of all sizes are trying to figure out how to predict consumer demands to stay ahead of this transformation curve. However, while enterprise CXOs are increasingly placing digital transformation at the centre of their corporate strategies, they face significant obstacles. According to IDC, as many as 78 percent of these siloed digital transformation initiatives will fail due to insufficient collaboration, integration, sourcing or project management by 2017.

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stablished in 1997 to cater for the needs of clients in the UAE and Qatar, Future Technology (FT) is helping companies improve their business communications in order to surpass their operational and strategic goals. FT is Avaya’s Platinum Business Partner and has a substantial industry trackrecord, including implementing one of the largest and most complex contact centers in the region. FT understands that communication holds the key to success in any business. FT vision’s is to deliver solutions that support the convergence of communications and technology, providing customers with cutting-edge business solutions, supported by a strong aftersales service. T +971 460 90820 E ayctmarketing@alyousuf.com

Mohammed Areff, Vice President, Middle East, Africa and Turkey, Avaya

Our outcomes-driven, fit-for-purpose approach means our customers are blending solutions, services and products across different industries to deliver different results

Further, the biggest challenge facing CIOs today is talent shortages, according to the Gartner 2016 CIO Survey. With 89 percent of companies now competing primarily on customer experience, industry leaders need to overcome the skills gap to be able to deliver on their digital transformation initiatives. To address these issues, Avaya is focusing on the concept of Smart Digital Transformation-as-a-Service (SmartDXaaS) using its range of cloud-based solutions and professional services to help organisations achieve

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digital transformation objectives with ease and cost-effectiveness. With software and services now accounting for approximately 73 percent of its revenue, and half of all sales coming from new and cloudenabled technologies, Avaya is in a position of strength to help drive customers’ digital transformation strategies. Today, Avaya prides itself on being the only company that specialises in complex business communications – both internally and for its customers – based on open, mobile software platforms with

www.futuretechnology-me.com


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the network infrastructure to meet customers’ underlying needs. “All our solutions are based on open standards, so customers can keep their existing technology investment and do more with it,” explains Areff. “Our outcomes-driven, fit-for-purpose approach means our customers are blending solutions, services and products across different industries to deliver different results. For instance, we are working with banks to create innovative mobile services by integrating apps with their contact centre environments and automating processes, aggregating content and utilising big data to predict their own customers’ requirements.”

Smarter cities

Investing in smart solutions to meet customer requirements

Avaya’s strength also comes from its powerful customer base and subsequent key industry partnerships. Today, it provides solutions for 95 percent of the Fortune 500 companies;

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and among its prestigious customers in the Middle East is Dubai’s iconic Burj Khalifa – the world’s tallest building – where the innovative Avaya SDN Fx networking architecture has been deployed to run services throughout the mixed-use tower. Thanks to Avaya SDN Fx, hotel guests, office workers and the millions of tourists who visit the tower each year enjoy a superior quality network experience, while additional services can be joined or adapted quickly and easily; representing a powerful example of how Avaya is enabling digital transformation across the region. Other prominent customers include Dubai’s Roads and Transport Authority (RTA), which has worked extensively with Avaya on its contact centre operation as part of its strategic goal to ensure customer satisfaction, in alignment with Dubai’s recent Smart City objectives. Avaya is also working with Dr Sulaiman Al-Habib Medical Group (HMG), one of the largest private healthcare providers in the Middle East, to deploy the backbone network infrastructure for its flagship ‘digital

TECHNOLOGY LEADERSHIP Avaya specialises in vertical, industry-focused solutions and services that revolve around business outcomes for enterprises of all sizes and verticals, rather than adopting the traditional one-size-fits-all approach. Avaya continues to be a leader in the unified communications (UC) and contact centre (CC) space, with Gartner Group having positioned c in the Leaders Quadrant in the Gartner Magic Quadrant for Unified Communications for seven straight years; and as a Leader in the Gartner Magic Quadrant for Contact Centre Infrastructure for 15 years, a position held since the report’s inception in 2001. The Avaya SDN-Fx networking architecture is the first to deliver automation and programmability from the network core to the user edge, providing “connect anything, anywhere” simplicity; the perfect platform for building an IoT strategy and to underpin the smart digital transformation. Avaya Breeze, the latest version of Avaya’s Engagement Development Platform, provides an entirely new way to develop business communications applications, profoundly simplifying application development, while delivering built-in capabilities for enhanced mobile, customer-facing and hybrid/cloud requirements. The Avaya Snapp Store – the first ecommerce app store for business communications – provides a delivery mechanism, allowing a single integrated experience via browsers and native smart apps for entirely new customer experiences. This year, Avaya also unveiled Zang – an innovative cloud communications platform and communication applications-as-a-service that allows quick and easy creation of infinitely customisable communication experiences. Zang communication applications work standalone or can be embedded into other applications, providing ultimate flexibility.

For more information, please visit www.avaya.com

Avaya’s partner ecosystem has seen the company work across a significant number of industry verticals

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Avaya is helping to drive customers’ digital transformation strategies

hospital’ in Dubai Healthcare City. While banking, government, education, telecoms, healthcare and tourism represent Avaya’s core industry verticals in the region, it also works in a variety of other sectors that rely on technology – such as mobile, cloud, social, big data and analytics, and the Internet of Things (IoT) – to deliver true Smart City development. By enabling IoT applications and connecting devices, Avaya is helping organisations to make smarter campuses, schools, hospitals, workplaces, communities and businesses. Avaya is achieving these objectives through an ecosystem of partners, comprising global industry leaders including HP, Oracle, Google and VMWare, and regional partners, such as its strategic agreement with

Dubai’s Roads and Transport Authority (RTA) is one of Avaya’s prominent customers

VIVA Bahrain – the kingdom’s most innovative telecom operator – to offer Unified Communications-as-a-Service to businesses. “We believe we have to build an

ecosystem that allows us to service our customers better,” summarises Areff. “Through strategic partnerships and acquisitions, we continue to be relevant to the evolving needs of our customers and partners.” Even for a company as wellpositioned as Avaya – adapting to the industry trends in different countries where necessary – global economic uncertainty can make business conditions increasingly challenging. “While certain sectors might delay technology projects, these can’t be shelved indefinitely,” Areff concludes. “We are seeing a continuing hunger for innovation. The evolutionary trend of social, mobile, cloud and big data is being driven by consumer expectations and organisations of every size are trying to get ahead of the digital transformation curve.”

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du is aligning with Dubai’s smart city transformation programme via the roll-out of a whole host of value-add and customer-centric services that promise to boost its reputation in the Gulf Writer: Emily Jarvis Project Manager: Donovan Smith

IMAGE COURTESY OF DU, 2016

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IMAGE COURTESY OF DU, 2016

ince opening for business in 2006, UAE’s major broadband and telecom provider, du now serves more than 6.5 million mobile costumers as well as 550,000 fixed-line subscribers, 180,000 home services customers and 70,000 businesses. Over time, the Company has become a provider of choice in Gulf telecoms with many awards and accolades to its name; including the Arc Chart’s Best Mobile Broadband Network award for the Middle East and Africa in 2012 Sheikh Mohammed Bin Rashid Al Maktoum Business Excellence award, the Gallup Great Workplace 2015 award and more recently, the Best Satellite Services Innovation of the Year award at the 12th annual Digital Studio Awards held in Conrad, Dubai. This translates into unparalleled customer service levels that mirror the rich cultural diversity of the nation, serving customers in a variety of languages across a wide array of technology verticals. In addition to these customerfacing services, du has worked hard to enhance and expand its “bouquet of services in an industry that is at the heart of economic and social transformation”, the Company notes on its website. Providing carrier services, a data hub, internet exchange

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elfocus helps Communication Service Providers (CSPs) transform their business, allowing them to improve competitive positioning and ultimately their performance. We have been solving CSPs’ business challenges over the past 15 years, combining a deep telco business knowledge with the understanding of the different technologies. At the core of our offering is a consolidated BSS/OSS customer-centric architecture, anchored in solid IT principles and leveraged by a vast experience in deploying and integrating best of breed solutions and our own product portfolio. Celfocus’ vision, best practices and most importantly, the experience and learnings from helping CSPs across the globe have demonstrated, time and time again, to be effective and pivotal in enabling the journey to cross the digital transformation chasm. Our solutions have broad coverage and have proven to achieve all mission critical requirements: reliability, flexibility and scalability. Celfocus’ track record includes the delivery of tactic as well as strategic projects and transformation programmes. The team is comprised of highly trained systems architects, business analysts and consultants, with extensive hands-on experience in critical information systems that specialise in business intelligence, business and operational support systems, internet of things, IPTV, online, retail & mobile, and next generation intelligent network applications and services. Serving a global client base in more than 25 countries, Celfocus delivers high tech transactional services, consulting and technology services, systems integration and managed services.

du and Celfocus joined forces in 2006, when the operation was first launched. Since then, we’ve provided local support, with dedicated teams, enabling du’s capabilities to better serve its customers and streamline its operations. Celfocus’ core set of IT architecture principles introduced in CRM unification and order management transformation projects helped shape du’s ecosystem and its overall design to meet business needs, define roles and responsibilities for each component system and how these systems would interact. The benefits from this approach were paramount in the preparation for the journey to digital transformation. Bound by a shared ambition and goals, Celfocus has championed du’s vision to enhance UAE’s people, homes and businesses life, anytime, anywhere, by deploying du’s systems such as: customer relationship management, enterprise architecture integration, data warehouse, order management, incentive compensation management and more recently du sales portal (an innovative and comprehensive web portal solution for retail stores and dealers). du stands for innovation, service and quality in the Middle East, providing a truly unified service that comprises mobile and fixed telephony, broadband connectivity and IPTV services to both the enterprise and consumer market. A reference for the region but also for the telecommunication world. Markets evolved, new technologies were introduced and business models emerged but, amid all these changes, something remains the same: Celfocus’ commitment to du. We can’t wait to see what the next 10 years have in store.

www.celfocus.com


We du more Together. Over the past decade, Celfocus and du forged a partnership that has enhanced the lives of UAE’s people, homes, and businesses. Anytime, anywhere. In an ever-changing market, where technologies, business models, and customer expectations change frequently, one thing has remained the same: Celfocus’ commitment to du. WE ARE PREPARED TO DO EVEN MORE AND CAN’T WAIT TO SEE WHAT THE NEXT TEN YEARS HAVE IN STORE.

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facilities and satellite services for broadcasters to generate extra value for businesses and customers, du is fostering a culture of continuous improvement across all of its products and services to ultimately benefit the customer. In line with this, last year, the Company integrated its broadcast and telecom assets to create a world-class media platform to support the growth of the industry throughout the Middle East. du’s media platform enables seamless content distribution over satellite through its Samacom Teleport, and Over The Top (OTT) through the datamena ICT hub. For the first time, broadcasters can manage all of their distribution from one platform in the region, which simplifies the operation and increases their control over their content. According to a recent press release, the platform has established itself as a hub for content distribution in the region as it empowers various members of the media ecosystem including broadcasters, telecom and cloud service providers, as well as content owners and vendors - to meet, connect and exchange services. “At du, we are actively diversifying our business by pursuing new revenue streams for the benefit of communities. We are providing a simple solution for our customers to reach their end-customers.

du now serves more than 6.5 million mobile costumers

At du, we are actively diversifying our business by pursuing new revenue streams for the benefit of communities. We are providing a simple solution for our customers to reach their end-customers - Abou Moustafa, du Vice President of Enterprise Managed Services & Datamena

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“By focusing on the customer rather than on the technology, we are evolving our own business model and innovating the experience for our customers. This win [the Best Satellite Services Innovation of the Year award] is testament to the fact that we are getting it right, and we will continue to pursue the path to excellence in the future,” said Abou Moustafa, du Vice President of Enterprise Managed Services & Datamena.

Digitisation and innovation

Building on its proposition of a worldclass platform, du began 2016 with the signing of a strategic partnership with SAP during the World Government Summit that will enable UAE Government enterprises to gain access to smart applications. According to both companies, the partnership supports the region’s commitment to nationwide digitisation and innovation. With the UAE aiming


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for a position in the top 10 in INSEAD’s Global Innovation Index and in the World Economic Forum’s Global Competitiveness Index over the next five years via its Vision 2021 strategy, combining du’s Infrastructure-as-aService (IaaS) with SAP’s Software-asa-Service (SaaS) has created a unique off-the-shelf product that will help the UAE shift to a cloud-based model, in line with global market trends. As a result of this strategic partnership, du will support UAE federal and local Government agencies and private enterprises with SAP’s innovative private cloud-based applications hosted on a data centre in the UAE. “We’re doing all we can to equip the UAE to become a global leader in innovation,” said Carlos Domingo, du Senior Executive Officer, New Businesses and Innovation. “This partnership will fast-track the adoption of world-class digital services in the UAE by making them more

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Carlos Domingo, du; and Steve Tzikakis, SAP South Europe, Middle East, and Africa

The Best Satellite Services Innovation of the Year award

the advanced network infrastructure of du, combined with the real-time analytics capabilities of the SAP S4/ HANA business suite, which runs on the real-time SAP HANA platform. “du will offer organisations a wide range of back-end and customer-facing SAP solutions, including enterprise resource planning, human capital management for human resources, customer relationship management, marketing, and analytics and business intelligence,” a press release noted.

Teleport Certification Programme

cost-effective and easier to attain. Now customers won’t have to face a massive up-front investment to increase their productivity with these services; they will only pay for what they use.” Organisations using these applications, the agreement highlighted, will be able to leverage

Further bolstering its backbone infrastructure and high quality support services, in March, 2016, du’s Samacom Teleport became the first in the Middle East to achieve provisional certification under the World Teleport Association’s (WTA) recently launched Teleport Certification Programme. “Located in Dubai, du Samacom Teleport is in an ideal location for

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ARRIS Partnership Helps Middle East Telco du More in TV The 4K future of television is an exciting prospect. The levels of clarity, sharpness and quality are exciting consumers, but the right hardware is needed to bring 4K into their living rooms. Service providers are already making the adequate preparations to make sure they’re set for tomorrow. du, a telecommunications service provider in the UAE, is entrusting ARRIS with its move to 4K. It’s not a leap of faith though; the two companies have a relationship that spans the past decade. And it’s the success of this partnership in delivering high quality services to customers that will see it continue into the new era of television. ARRIS is a global innovator in IP, video and broadband technology and has worked with companies all over the world to transform how consumers enjoy entertainment and communications. For du, that means supplying DVR set top boxes since 2009. The two companies work together to expand du’s IPTV network by supporting the production and logistics process of du’s latest set-tops. Recently, du created a regional first partnership with Omantel. The two independent telecom operators collaborated to bridge a gap by bringing du’s award winning IPTV platform to Oman; thereby reducing Omantel’s time-to-market and costs and expanding du investment and reach. ARRIS was selected to support the smooth

introduction of the Omantel TV+ IPTV service with its set-top solution. du’s foray into 4K is now taking place. It’s a sizeable step and so everything – from the equipment, to the delivery of the service – has to be flawless. The nature of implementation means that the hardware has to be of the highest calibre – and it is. ARRIS’s track record in delivering in instances such as this made the Company an ideal partner for providing set-tops. Consumers in the UAE are demanding and have high standards when it comes to technology. The market was the first in the Middle East to launch the most advanced IPTV services. Customers call for the fastest and most reliable networks. In a market like this, ARRIS thrives as has its own thirst for innovation to provide the very best services. “We’re proud to work with du in what has already been a successful and collaborative partnership,” said Youssef Awada, Managing Director, Middle East, ARRIS. “We’re always looking to expand into new areas and working with a company such as du has helped us to thrive in the region. We’re not just investing in 4K; we’re also looking more broadly at what will entertain tomorrow’s customers. We look forward to a continued relationship that helps du realise its vision of the future.”

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STERLITE TECHNOLOGIES

Ankit Agarwal, Global Head, Telecom Products, Sterlite Technologies

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u is one of the top telecom operators in UAE and is aligning its business with the Smart Government Initiative. With UAE’s demand for digital services and data increasing, du is growing every year on profits and customer base. We are extremely happy to partner them in their network rollout since 2012. We are very proud of the fact that Sterlite accounts for more than 90 percent of their optical fibre cable requirement.

du Samacom Teleport currently serves more than 300 TV channels

satellite visibility covering five continents, and enabling near global coverage. This world-class facility serves both regional and international customers,” said a Company press release. The teleport currently serves more than 300 TV channels and 25 DTH platforms on main satellite systems such as Nilesat, Arabsat, Hotbird, Intelsat and YahSat, as well as a dedicated HD platform. It offers a fully redundant playout system with multilanguage subtitling, dynamic graphics, SMS and video quality checks. “At the heart of video services, du Samacom Teleport connects du’s various points of presence (POP) in Dubai with the rest of the world. The solution combines du’s broadcast local video fibre network with third party media networks that reach the most relevant content hubs in a reliable and efficient manner,” it further

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At the heart of video services, du Samacom Teleport connects du’s various points of presence (POP) in Dubai with the rest of the world

Sterlite Technologies has been actively working with du’s fixed access network and transport (backbone) teams, and providing innovative offering of OSP (outside plant) cables from 2-core up to 1152F duct/ribbon cables. Both the teams are actively engaged in developing new customised products especially suited for du’s requirement of robust, cost-effective and efficient network development. Sterlite has put its R&D might behind developing these innovative products. These products have aided du in rolling out its network faster and reaching out to its customers aggressively. A trusted and reliable partnership has grown Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx between du and Sterlite over the years. This partnership has helped Sterlite to cater to 20-25 percent of the UAE market and become one of the major cable suppliers in the region. Sterlite and du are in talks for deeper engagements in terms of undertaking complete turnkey projects through its end to end telecom solutions, including software. With du further expanding to support smart city developments, we see a bright future together. E communications@sterlite.com

www.sterlitetechnologies.com

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highlighted. Additionally, the du Samacom teleport was also ranked among the top ten Independent Teleport operators globally by the World Teleport Association and was one of the few teleports qualified under Tier 3 by the WTA certification and expects to receive full certification in the coming months. “To meet the communication requirements and business plans of our end-customers, our network extends to a wide range of international locations. The WTA certification cements our position as a leading teleport service provider in the Middle East, and a global contender. We are thrilled to continue offering

our customers unsurpassed services that can meet the growing traffic volume requirements of both the world’s traditional business centres and emerging economies,” said Moustafa. The certification will create an objective, transparent and internationally accepted method for teleport operators to document the quality of their operations for customers and strategic partners. In addition, customers will be able to select teleport vendors delivering the price-performance level that is appropriate for their applications. Ahmed Al Muhaideb, du Vice President, Broadcasting and IPTV Service Operations added: “This certification is testament to our capabilities to provide a world-class teleport facility for our customers in the Middle East and beyond. We will continue to develop and improve our network coverage by bringing in new and

Relationship with Sterlite Technologies To meet the communication requirements and business plans of our end-customers, our network extends to a wide range of international locations

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‘To meet the requirements for its substantial network investments, du partnered with Sterlite Technologies in 2012, who now account for more than 90 percent of its optical fibre requirements; representing another excellent example of a trustworthy partnership’

WIPRO

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ipro Ltd. (NYSE:WIT) is a leading information technology, consulting and business process services Company that delivers solutions to enable its clients do business better. Wipro delivers winning business outcomes through its deep industry experience and a 360 degree view of “Business through Technology.” By combining digital strategy, customer centric design, advanced analytics and product engineering approach, Wipro helps its clients create successful and adaptive businesses. A company recognised globally for its comprehensive portfolio of services, strong commitment to sustainability and good corporate citizenship, Wipro has a dedicated workforce of more than 160,000, serving clients in 175-plus cities across six continents.

www.wipro.com

innovative technologies, which will enable us to provide the best possible satellite facilities to meet the needs of all our clients.”

LiFi network

Leveraging its extensive partner ecosystem to innovate together with local and international companies active in the region, in March, du unveiled its plan for a new LiFi network that will be a key component of Dubai’s smart city transformation in partnership with UAE-brand, Zero1. This latest technology in data communication is a wireless optical networking technology that uses light-emitting diodes (LEDs) for data transmission instead of radio waves, reportedly giving it the data transmitting potential of up to 224 gigabytes a second. According to research from Mordor Intelligence, LiFi is 100 times faster than Wi-Fi technology and significantly


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Innovating together with local and international companies to roll-out its new LiFi network plan

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cheaper in the long-term. “In addition, LiFi complements Wi-Fi technology by minimising the risk of loss of data in a high density area in a confined region. In doing so, it adds significant value to du’s wireless broadband portfolio capabilities in both indoor and outdoor data transmissions. The integration of LiFi enables du to provide solutions for its business customers across municipal, commercial and industrial environments,” a press release stated earlier this year. “With the Global LiFi market expected to reach $80 billion (Dh293 billion) by 2021, we expect to see demand for this technology increasing exponentially in the coming years. We wanted to ensure our customers were aware of this technology and the demonstration of LiFi technology complements our broadband portfolio for the business segment,” said Saleem Al Blooshi, du Executive Vice-

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President of Network Development and Operations. “We are currently working with major businesses to create tailor-made LiFi solutions, and to test and validate the applications so that we can ensure we offer the latest in innovation to our valued customers.” LiFi technology is particularly suitable for environments where safety and data security are paramount such as hospitals, company headquarters, and transport and security agencies. According to reports, LiFi uses Visible Light Spectrum (VLS) which has a huge data capacity (about 390 terahertz of bandwidth available), and is unimpeded by radio interference, generating no electromagnetic smog. This makes it a superior option for intrinsically hazardous environments such as refineries, oil platforms and petrol stations.

In partnership with Zero1, du’s LiFi network will be a key component of Dubai’s smart city transformation

We are currently working with major businesses to create tailor-made LiFi solutions, and to test and validate the applications so that we can ensure we offer the latest in innovation to our valued customers - Saleem Al Blooshi, du Executive Vice-President of Network Development and Operations

First true IoT network

LiFi will be complemented by a whole host of IT solutions

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du is developing a number of LiFienabled solutions that provide a variety of analytics, communication and management systems, and customer engagement solutions. One such solution that will complement this new innovation is the creation of the first true IoTs network in the Middle East, which du promises will revolutionise modern day cities. “[We]... will roll-out the first phase of a revolutionary IoT network in Dubai by the first quarter of 2016 and

complete the countrywide project by year-end,” Carlos Domingo, du Senior Executive Officer of New Businesses and Innovation, told Khaleej Times in September, 2015. “One of the biggest aspects of smart city is the IoT. This requires a new breed of network that essentially makes the city smart by connecting sensors placed in everyday objects. Thanks to du, this capability now exists in the UAE and is a first in the Middle East.” According to the latest report released by Monitor Deloitte, the number and value of smart cities will expand substantially across the globe and will be led by Europe, North America and East Asia. In the GCC, Dubai is leading the initiative by announcing the ‘Smart Dubai’ move in March, 2014, with the mission to make the Emirate the smartest city in the world by 2017. The report further predicts that the smart cities market will increase significantly over the next five years; to anywhere between $400 billion and more than $1.5 trillion by 2020.


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Creating a sustainable ecoystem for UAE’s smart city future

“This is a defining moment in the UAE’s smart city transformation and the Company is looking into many other aspects of smart city with this new revolutionary development. We need millions of sensors to relay information over long distances to make a smart city; existing networks cannot support this. We now have a more suitable and sustainable network that works over large areas and uses less power to prolong the life of sensors,” Domingo said, adding that the Company has plans to deploy this revolutionary technology throughout the UAE. Unlike other smart city projects where cost is the main driver, he said

Dubai’s objective is to make people happy and du will share its due part to realise Dubai’s smart city project. “We want to make this happen by enhancing the way residents interact with their surroundings, enjoy their city and make life easier for them. This can happen in many ways, for example using sensors to guide them to available parking to save time or creating a smart home where they can better manage their energy consumption and save money,” he summarised.

Sustainable ecosystem

As a responsible business, du has always placed strong emphasis on

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its relationships not only with the Government and strategic partners, but with society and the environment in which it operates. This is something which the Company’s Chief Executive Officer (CEO), Osman Sultan, places at the forefront of business activity. “Creating a sustainable ecosystem for the future is in all of our hands, and as we continue to transform, we remain steadfast in our approach to sustainability and our support of the Government’s vision in the hope that it will continue to differentiate us in the marketplace and enhance lives across the UAE,” Sultan said in a recent interview. du’s 2015 Company report highlights and commends the organisation’s high employee engagement levels along with other sustainability goals including a major recycling effort for electronic waste. “du has fostered the importance of encouraging entrepreneurship in the region in order to drive the economy from a grassroots level,” wrote the Company. From an environmental perspective, du recently undertook massive efforts to reduce its carbon footprint by recycling more than 320 tonnes of electronic waste. Moreover, the Company increased its ratio of recycled paper for office consumption and further cut down on paper waste by promoting e-billing services. “Our sustainability efforts are improving as we continue to expand as a business,” Hala Badri, du Executive Vice President of Rand and Communications, summarised. “We will continue to follow our four pillars of sustainability, including supporting education, entrepreneurship, the UAE culture and heritage, and environment preservation closely. It is important that we take responsibility for our future as a Company and create an environment that promotes green practices within the corporate community and that we consistently encourage others to do the same.”

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Strength in Depth Aquatic’s value-add business proposition has seen the Company work in some of the world’s most lucrative oil & gas markets, placing dependability, Health, Safety, Environment and Quality at the forefront of all its activities Writer: Emily Jarvis Project Manager: Ben Foster onsidered the market-leading independent operator of carousels, modular drive systems and tensioner solutions for the global oil & gas, telecommunications and energy industries, Aquatic Engineering & Construction Ltd, an Acteon Company, has spent more than four decades refining its products and services to emerge with unrivalled reliability and an impressive safety record. Today, this progressive outlook represents the Company’s drive to continuously improve and seek new and smarter ways of working and set the industry standard-bar high. David Tibbetts, VP Technology at Aquatic recalls: “When I joined the Company in 2007 following the takeover by Acteon Group, my strategy was to begin developing

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David Tibbetts, VP Technology at Aquatic

John Spellman, HSEQ Manager at Aquatic

Aquatic beyond the North Sea and transform the organisation into a reputable international operation. Moving with our customers has always been something we like to do - ever since establishing a second office here in Aberdeen at the request of one of our US customers back in 1974 - and this has formed a key part of our expansion strategy over the years.” The boost from Acteon was profitable from both a revenue generation and capacity perspective, allowing the Company to operate around the world as and when required, an investment that included establishing an AsiaPacific subsidiary Company in Singapore; a welcome addition to its existing offices in US and the UK. “Since the takeover in 2006, revenues have, at their peak, increased five-fold and what was once a small family-run Company is now an international organisation equipped with a vast-reaching reputation for excellence across a whole host of market segments; including mooring ropes and wires, renewables, decommissioning, IRM (inspection repair and maintenance), subsea installation in both deep and shallow waters and onshore support services,” he adds.

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avidsons Blast Services (DBS) is a leading surface preparation and protective coatings company delivering a first-class service worldwide. Based in the North East of Scotland, the family firm has more than 35 years’ experience in the coatings industry, with an enviable track-record delivering surface preparation and protective coatings solutions to the oil, gas, subsea, marine, chemical and renewable industries. DBS is renowned for delivering an unrivalled quality finish, on time and within customer’s budget. DBS’ commitment to quality is backed by its internationally recognised accreditations: • ISO 9001 Quality Management System • ISO 14001 Environmental Management System

Offshore technician maintaining equipment

• OHSAS 18001 Occupational Health and Safety Management Systems

Leading-edge

Aquatic has always placed emphasis on reliability and to achieve this today involves investments in the relevant technologies to improve efficiencies. “We have spent a significant amount of time honing the design of our tensioners that we rent to the subsea market,” Tibbetts says. “These complicated machines are equipped with a huge amount of electronic controls, as well as hydraulics and mechanics, so as you can imagine, carrying out maintenance on such machines can prove time-consuming.” “To combat this, we created the tensioner VPN software which can interrogate the machine offshore, allowing us to identify the fault remotely and guide the offshore technicians through the process. Essentially this makes us a ‘virtual engineer’, avoiding the additional cost and time in getting an engineer out

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• NACE certified inspector • NORSOK approved blasting and coatings team

We have spent a significant amount of time honing the design of our tensioners that we rent to the subsea market

DBS work in close partnership with its customers and suppliers to maintain competitive edge and ensuring complete customer satisfaction. DBS can offerxxxxxxxx expert advice and tailor fit Xxxxxxxx xxxxxxxxxxx xxxxxxxxx a specification to meet the needs of customers’ coating requirements. In addition to innovative coatings solutions offered, the climate controlled spray hall ensures customers’ delivery times are met on time, every time. DBS ethos: “To provide a superior quality finish providing long term protection to customers’ assets delivered on time and within budget.” T 01779 470518 E info@davidsonblastservices.co.uk

Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx www.davidsonblastservices.co.uk


Surface Preparation and Protective Coating Specialists •

Over 35 Years Experience In The Coatings Industry In House Nace Certified Inspectors Norsok Qualified Blasting & Painting Applicators On & Offsite Coating Services Offered Certified To ISO 9001, ISO 14001 & OHSAS 18001 Expert In Epoxy, Acrylics, Polyurethane, Anti-slip & TSA Coatings

Site 9 & 9A Dales Industrial Estate Peterhead, AB42 3JF T: 01779 470518 info@davidsonsblastservices.co.uk www.davidsonsblastservices.co.uk


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to site. We have seen considerable success from this system which is now available on our whole range of tensioner machines,” he adds. This investment in technology to streamline efficiencies marks just one pillar of Aquatic’s ongoing research & development programme.

Surpassing HSEQ

Testament to its ongoing initiatives to increase the health & safety of its employees, Aquatic has just surpassed an impressive milestone of four years without a lost time incident; the wider Acteon Group similarly following suit having surpassed three years. “This huge achievement has only been possible thanks to adhering to a positive safety culture that has been years in the making,” says John Spellman, Aquatic’s HSEQ Manager. “First and foremost, the health, safety, environment and quality policies and procedures we have in place are in recognition of the daily risks and dangers – such as working at height – that our employees could experience; and making sure that the appropriate controls are implemented when dealing with these activities and in a way that our clients expect.”

Cable gripped by tensioner

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Dual tensioner test frame

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Rather than outsource to training centres, Aquatic invited its training partners in to create a bespoke Work at Height and Rescue course for offshore and yard personnel, generating increased confidence among the workforce. Spellman explains: “Major emphasis has always been placed on in-house training. However, we also have to manage our expectations and costs to make it happen. “One of the ways I achieved this was attending an IOSH (Institute of Occupational Safety & Health) familiarisation course – comprising an IOSH Working Safety and IOSH Managing Safely – enabling me to become an accredited IOSH trainer. This was cost-effective in the longterm for the Company and I am able to deliver the same course in-house with a much more refined and personal touch.”

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Middle East installation project for Mermaid

Further supporting this expertise is a robust management system verified by LRQA and the achievement of a steadily increasing score from FPAL (averaging a score of 9.1 out of 10 since 2009), who ensure that the Company meets all required industry and legislation standards. “Continuous improvement of our people-processes is the backbone of Aquatic, and we plan to solidify this further by achieving the new ISO 9001, ISO 14001 and the upcoming ISO 45001 (which replaces OSHAS 18001) quality, environment and health & safety standards over the course of the next year,” he summarises.

Monitoring trends

Level winder and drive system in place

Given the current volatility felt in the oil & gas industry, Aquatic is looking at ways to diversify to remain ahead in a tightening market. Tibbetts confirms: “The market slump has meant we have had to review and consolidate our business activities, which has been a difficult

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E N G I N E E R I N G

task. The market is tightening its purse strings and looking for a supplier that can cut costs without compromising on quality of service. Our historically strong reputation and support structure has boosted customer confidence in our delivery. This, in tandem with our growing global roots, has helped us to gain a slightly bigger market share albeit in a much reduced market. Our current position therefore forms a good foundation on which to retain customer confidence and our strength when the market recovers.” This determination to succeed and remain ahead of the latest industry trends comes across in the Company

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C O N S T R U C T I O N

Our equipment is modular; enabling it to fit inside a 40-foot container which means it is easily transportable to any location, where it can be assembled onsite

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motto, ‘strength in depth’ which has been a guiding force for Aquatic to remain a master of its craft and a dependable partner of choice. “One such trend is to make your equipment as easy to assemble and operate as possible,” he emphasises. “Our equipment is modular; enabling it to fit inside a 40-foot container which means it is easily transportable to any location, where it can be assembled onsite. Customers do not have to come to us, we go to them.” This competitive business model has seen the Company work with an array of well-known multinational companies in some of the world’s most advanced oil & gas markets,


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Tensioner inclined for over-the-side deployment

including New Zealand, Australia, the Americas, China and Asia-Pacific; most recently capitalising on the growing opportunities across the EMEA region. “In Africa, there is huge demand for new installation projects, while the Middle East is presenting us with a mixture of new installation and IRM opportunities that we are keen to capitalise on. In light of these developments, we have stored equipment in Dubai as well as in Ghana where it is pending use for a new project,” Tibbetts adds. Aquatic is currently in a consolidation phase, and yet the Company is still cultivating market

The Aquatic carousel system installing 9.7km of 218mm diameter umbilical in the South Belut field

share given its growing international presence and drive to enter markets. Tibbetts concludes: “We have aspirations to grow the business, but they will of course depend on the wider industry outlook. Like all players in oil & gas, we are hoping for a period of stability. “For now though, we remain a confident player that has reaped the benefits of a promising consolidation strategy. Today, the industry is looking for the companies with the best processes and the best reliability to be able to deliver the scope required with the least amount of expenditure and we strongly believe that Aquatic will continue to fit the bill.”

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K O O I M A N

M A R I N E

G R O U P

Service A Complete

Kooiman Marine Group has built its reputation upon a versatile and customisable service offering in the marine design, building and repair sector, and is fully prepared for industry fluctuations to come Writer: Matthew Staff • Project Manager: Ben Foster

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ooiman Marine Group has evolved and developed for more than a century as one of The Netherlands’ leading ship designers, builders and repairers, and continues to leverage such experience to this day across a plethora of innovative and bespoke projects. Existing as a group of qualified companies in the marine sector, the Group’s primary activities are based in its native Netherlands; stemming from the Shipyard Gebr. Kooiman is situated at its headquarters in Zwijndrecht, and is complemented by Shipyard Kooiman Hoebee in Dordrecht where new building, repairs and renovations are conducted. Both have an open connection to Rotterdam Harbour, and are supported further by operations at Shipyard Kooiman van Os, the design office at Kooiman Engineering, and the electrical facility of Kooiman Marine Electric. All-told, and as a consequence of subsequent acquisitions and integrations, the overall Group is able to rely on a series of dedicated and customised entities geared up to cater for all potential customer requirements. “The Kooiman Marine Group was founded more than 130 years ago as a family-owned Company, which she still is. Currently, two Kooiman brothers each own 50 percent of the shares,” adds the Company’s Business Development Director, Jos Blom. “Within the Group, in-house capabilities and facilities include ship design using the latest 3D software; hull new builds; outfitting; ship repair; fabrication and installation of piping systems; carpentry and furniture manufacturing; design, fabrication and installation of marine electricals; design and fabrications of mooring systems; fabrication of anchor and coupling winches; spare part supply; and ship operations.

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“Being able to carry out almost all activities related to design, building and repair of vessels within the Group, Kooiman is able to approach every project in an efficient and professional manner, whereby the high Kooiman standards are adhered to.”

New developments and applications

The Company’s turnkey offering is one differentiator enjoyed within the market, and derives from another Kooiman philosophy to be innovative and to veer away from a standardised approach.

Kooiman Marine Group’s additional established companies • Kooiman Harbour Equipment; involved in the design and fabrication of mooring systems, mooring platforms, access bridges and more. • Kooiman Deck Machinery; designing and fabricating winches, towing pins and other types of deck machinery • Kooiman Interior; designing and building complete deckhouse interiors, from insulation, walls and furniture up to and including luxurious wheelhouse desks • Kooiman Ballast Water; designing, building and installing ballast water treatment installations both on existing and newly built vessels

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This is clearly evident within its new-building projects, where Kooiman Marine Group, unlike other shipyards, does not concentrate on standard ship types. “The main focus is to build according to the custom built principle,” Blom explains. “Thereby for each project a dedicated design is made in close consultation with the owner. The aim is to implement the owner’s requirements to the maximum extent possible, which results in optimum operational capabilities of the vessel concerned, without having to compromise as you would in the case of a standard design. “Therefore, Kooiman focuses on new developments and applications in the market, aiming to expand its new building activities and develop several workboats in-line with the specific requirements of the customer.” Myriad high profile projects have been conducted as a result of this versatility, including a shallow draft push boat design for four ships to be delivered to Veerhaven, and the development of a multipurpose workboat with customer-specific applications which allows the ship to work over both the bow and the stern. Further innovations have been seen in the development of individual applications across winches, deck equipment, dredging and dry unloading installations, hybrid propulsion systems, and cranes; all of which ensuring unrivalled dimensions in terms of pulling capabilities, capacities, power and – sometimes – just sheer size. “For a Dutch owner, Kooiman developed a 6,000 cubic metre trailing suction hopper dredger,” Blom details. “The ship has multiple possibilities to discharge its cargo and, in its class, this vessel is the largest in the world.” Both domestically and internationally, additional projects include a heaviest-in-class commercial ice tug, two 1,500 split hopper barges, and a hybrid tug boat with a bollard pull of 26 tonnes.

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Since 1953, Zwets Pumps has been a reliable partner for pumps and parts, particularly for ship equipment. We have pumps for waste, ballast, freshwater, firefighting, gas, oil and cooling water applications. Zwets Pumps is a member of the SKB Group, who specialise in the design, prefab and mounting for piping onboard ships.

Find out how Zwets Pumps BV can support you. tel +31 183 505868 email info@zwetspompen.nl w w w. z w e t s p o m p e n . n l

The extent of Kooiman Marine Group’s entire operations and integrated levels of customisability are impossible to document in one place as a consequence of the volume and unique nature of each project, but the testament to the Company’s success can be attributed to the ongoing clamour for business alone. “At this moment, Kooiman has outstanding offers for the design and new-building of various types of vessels like ferries, dredging vessels and patrol vessels,” Blom continues. “In parallel, several proposals have also been sent out for major repairs and conversions. “Kooiman is confident that out of these quotations, contracts will be secured resulting in sufficient employment for this and the coming year(s).”

Controlled growth

Kooiman’s business structure, as

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By creating a work atmosphere with sufficient challenges and growth possibilities for key personnel, Kooiman aims to have everyone stay on board

opposed to the industry itself arguably, lends itself to operations on a far wider scale than the Western European footprint currently enjoyed, and international expansion is certainly on the Company’s agenda moving forward. Continuous improvement in general is an ethos instilled into the Kooiman Group fabric, and is compounded internally by a series of capital

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investments across technological, administrative, equipment, facility and storage upgrades. Driving each of these of course is an equally refined workforce, the members of which having often been brought into the Kooiman family from a young age. “In general, Kooiman employees start directly from school and are brought up within the Company,”


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Blom says. “Most of them then work here until their retirement as they are given the possibility to grow within the Company insofar as the situation allows. By creating a work atmosphere with sufficient challenges and growth possibilities for key personnel, Kooiman aims to have everyone stay on board.” The importance of a strong employee network is heightened given

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the in-house nature of Kooiman’s service portfolio, requiring the ability to cater for its steelwork, machinery, outfitting, piping, carpentry, painting and other specialist areas from within. In addition, Kooiman constantly aims to improve on its operation excellence and efficiency, taking the Company to a higher level. This allows the Company to be strict in adhering to agreed delivery times and

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prices, reducing risk and unexpected shortfalls for customers. In turn, a foundation for excellence is in place to make the next phase of the Group’s evolution every bit as exciting and prosperous as the previous 130 years. “Our main goal is to stay in business and perform at the level we currently do,” Blom concludes. “The main philosophy and strategy of the Group is a gradual and controlled growth and expansion, and to continuously invest in the companies to achieve these targets. “This, until today, has proven to work, resulting in an existence of more than 130 years.”

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PAYEXPO

EUROPE

2016

E V E N T

F O C U S

Making financial transactions faster, easier and more secure

20% discount** for EME Outlook readers. Quote promo code ‘EMEO20’ when registering online. *Start-ups must meet the following criteria: must be less than 24 months old, less than £1m turnover and not have exhibited at PayExpo before. **Discount applies to new bookings only

E V E N T

D E TA I L S

WHEN: 7-8 June, 2016 WHERE: ExCeL London, UK REGISTER: www.payexpo.com/ europe/register WEBSITE: www.payexpo.com/ europe/emeoutlook

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PAYEXPO EUROPE, the UK’s largest payment technology conference and exhibition, will return to ExCel London on 7-8 June, 2016. As new developments drive continual change in the vital area of payments, the event is an essential source of news and insight for anyone involved in making financial transactions faster, easier and more secure. PayExpo Europe attracts more than 2,000 attendees from retailers, banks, MNOs, gaming operators, governments and local authorities, transport operators and solution providers. Held in London, the FinTech capital of the world, delegates can share insight, best practice and innovation about the future of payments and transaction technology and their impact on global commerce. The comprehensive two-day conference will feature expert speakers from leading organisations including Citibank, Samsung Pay, Waitrose, Amazon, The British Retail Consortium and The Digital Currency Council. Delegates will also have access to a wide ranging exhibition featuring market leaders and exciting new innovators. They can take part in

practical implementation workshops, hear industry experts debate key issues in the Payments Punch-Up and watch competitors pitch in the Payments Dragons’ Den. This year’s event will have many new features; including The Wearables Zone and The Banking Innovation Hub, while in The Payments Prediction Panel, hand-picked payment pioneers will forecast what the payments industry can expect over the next 12 months Additionally, The Merchants Payment Experience will form a dedicated area for retailers to preview the store of the future, including how beacon technology can be integrated and monetised. At The Payments Navigation Hub, delegates will receive expert advice in generating a bespoke programme itinerary and the CEO and VIP lounge will welcome more than 1,000 C-level executives from across the European payments industry. Complimentary passes are available for those involved with specifying payments solutions at: banks, retailers, mobile network operators, gaming executives, transport operators, hotel and leisure executives, start-ups* and government authorities.


2,000+ attendees | 120+ speakers | 75+ exhibitors

EUROPE 2016 7-8 JUNE 2016 // EXCEL, LONDON brinGinG the entire eUropean paYMents eCosYsteM toGether to disrUpt the statUs QUo and eVoLVe the paYMents Market spaCe Bringing together over 2000 senior payments professionals from across Europe, PayExpo is the essential event for anyone interested in making payments faster, easier and more secure.

keY FeatUres For 2016 inCLUde: Free passes

Retailers, transport operators, retail banks, investors, MNOs, gaming operators and NGOs all attend for free. Register for your pass and start planning your visit today!

payments accelerator

Meet new FinTech companies showcasing the latest technologies and solutions

payments punch Up

Grab a ringside seat for the Payments Punch Up, a live debate in a boxing ring on the show floor

agenda

Five agenda themes will cut out all the noise and go straight to the heart of the most pressing industry topics

Register today at www.payexpo.com/europe


INTERSOLAR

MIDDLE

EAST

E V E N T

F O C U S

Increasing the share of solar power across global energy supply WITH EVENTS SPANNING four continents, Intersolar is the world’s leading exhibition series for the solar industry and its partners. It unites people and companies from around the world with the aim of increasing the share of solar power in our energy supply. Intersolar Middle East is the International Exhibition and Conference for the region’s solar industry. For the first time, it takes place at the Dubai World Trade Centre in Dubai, United Arab Emirates in conjunction with GulfSol, another key event in the Middle East dedicated to the solar industry. Since being founded, Intersolar has become the most important industry platform for manufacturers, suppliers, distributors, service providers and partners in the global solar industry. The event’s exhibition and conference focus on the areas of photovoltaics, PV production technologies, energy storage systems and solar thermal technologies.

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Intersolar has been actively involved in the Middle East region since 2013 with various events, like the Intersolar Summit Middle East that took place in Riyadh, Saudi Arabia. In 2016, Intersolar is teaming up with dmg Events to organise the event. With 25 years of experience, Intersolar has the unique ability to bring together members of the solar industry from across the world’s most influential markets. Intersolar exhibitions and conferences are held in Munich, San Francisco, Mumbai, São Paulo, and, starting in 2016, in Dubai. These global events are complemented by the Intersolar Summits, which take place in emerging and growing markets worldwide. Intersolar Middle East is organised by Solar Promotion International GmbH, Pforzheim, Freiburg Management and Marketing International GmbH (FMMI) and dmg Events Middle East and Asia.

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D E TA I L S

WHEN: September 19-21, 2016 WHERE: Dubai World Trade Centre, UAE WEBSITE: www.intersolar.ae


WORLD

BRAND

CONGRESS

E V E N T

F O C U S

The largest independent rendezvous of the best brains in branding, marketing and advertising OUR EXPERIENCE AND exposure to professionals over the years has provided us with a ringside view of the happenings in the business world. We have had a chance to observe the innovations that have sprung up across diverse areas ranging from reducing energy and water consumption, eliminating inefficiencies, improving supply chain sustainability and so on. While these have had a significant impact the world-over, we are on the cusp of something larger, with far-reaching effects. This we have gathered through our interactions and observations at various editions of the World Brand Congress. 2016 is special because we celebrate our Silver Jubilee with our schedule of global events:

is guided by a global advisory board comprising senior professionals from the industry; all driven by a passion to meaningfully contribute to making this world a better place. Globally, from economies to businesses, all are subjected to a multitude of forces that they have to either anticipate or respond in quick time to, to ensure survival. We are all familiar with examples of companies and even nations that have failed to respond appropriately or fast enough, but can we avoid getting into this situation? It all boils down to the decisions we take and the moves we make. As

• Asia Edition celebration in Kuala Lumpur (April, 2016, already concluded) • GCC Edition celebration in Dubai (October, 2016) • Global Edition celebration in Mumbai (November, 2016) • Africa Edition celebration in Mauritius (December, 2016) The event is chaired by Mr Nand Kishore Badami, Chief Marketing Officer, Cisco Systems India. The theme is “NEXT NOW...” for the 2016 edition. The event

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leaders, nurturers of talent, and as visionaries, we need to appreciate the criticality of our decisions and actions. Usually this is where innovation plays a big role in enabling the change that acts as a catalyst to a better future. The question is; do you realise the role you play in your ecosystem and the impact your actions have on the bigger picture? Are you actively participating in the innovation journey? Clearly, that is the only way forward to ensure survival and sustenance. In this context, proactive innovation was undoubtedly the apt theme to discuss this year.

E V E N T

D E TA I L S

WHEN: 5-6 October, 2016 WHERE: The Address Dubai Mall, Dubai WEBSITE: www.worldbrandcongress.com


BULK MATERIAL HANDLING FORUM

E V E N T

F O C U S

An opportunity to expand into the MENA region B U L K M AT E R I A L T U R K E Y 2016, Istanbul WOW Hotel between 2-3 June, presents an opportunity to meet decision-makers from all areas of the bulk material industry. Participants will meet suppliers, find new products and initiate new business relationships and can use the event as an opportunity to present company products, expertise and services. A big selection of senior-level decision-makers are to attend the Bulk Material Turkey Forum. They are an extremely focused group of people with a strong business and critical interest in the bulk material industries sector from all over the world. Their target is the Turkish market and to expand from this industrial hub into the Middle East and North Africa. Showcasing your services at the event will help your business influence these buyers present and grow your contacts and sales in Turkey.

Fevzi Bedir

Your integration into the Turkish supply chain

Exhibiting in Istanbul is one of the most effective and time efficient ways of entering the Turkish bulk material industry. It is a great opportunity to research and network with the local EPC, equipment manufacturers, utilities and government bodies while gaining exposure to the new and qualified database. Our marketing team will be pleased to advise you how to design specific content adapted to the Turkish business culture and how to integrate into the supply chain.

E V E N T

D E TA I L S

WHEN: 2-3 June, 2016 WHERE: WOW Hotel, Istanbul, Turkey CONTACT: murat@bulkturkey.org +90 533 619 90 94 WEBSITE: www.bulkturkey.org

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FOODEX

SAUDI

E V E N T

F O C U S

A business platform dedicated to the food & beverage market

E V E N T

D E TA I L S

WHEN: 21-24 November, 2016 WHERE: Jeddah Centre for Forums and Events, Saudi Arabia CONTACT: Roa Al Hazmi, Marketing Manager +966 12 6682626 ext. 243 roa.alhazmi@reedsunaidiexpo.com WEBSITE: www.foodexsaudi.com

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FOODEX SAUDI IS Saudi Arabia’s leading international trade exhibition dedicated to the food & drink industry. Professional Saudi buyers from the mass distribution, retail, manufacturing and hospitality sectors will have the opportunity to source products from more than 35 countries and trade with exhibitors displaying a wide range of food & drink products and solutions. Foodex Saudi celebrates its fourth edition this year. The previous edition was under the patronage of HRH Prince Mishaal bin Majed bin Abdulaziz, Governor of Jeddah and inaugurated by Sheikh Hassan Alfadl, Chairman of AlphaTrading & Shipping Agencies Ltd. It showcased more than 500 brands from 32 countries and more than 5,300 trade visitors attended the event to view new products, network with industry professionals and suppliers, and generate new business. In its previous editions, Foodex Saudi has raised the bar for food &

beverage exhibitions in the Kingdom. Internationality, professionalism and quality of participants have all proved to be the hallmark of its success. The event will host food & beverage providers of every description; from established household brands to importers of grocery, fruit and vegetables, staples, meat, poultry and seafood, new niche categories and all sorts of finished products. Foodex Saudi’s exhibitor profile includes companies from the following sectors: beverages, food technology, food service, canned and preserved foods, meat, poultry and game, chilled, fresh and frozen goods, dairy, specialty products, confectionery, snacks, bakery products, and grains and cereals. Foodex Saudi’s visitor profile includes wholesalers, importers, retailers / supermarkets, distributors, suppliers, caterers, hotels, restaurants, food service providers and investors.


MEDITERRANEAN

OIL & GAS 2016 SUMMIT 25 - 27 MAY 2016, ROME, ITALY

WWW.MEDOILGASSUMMIT.COM Our esteemed speaker faculty includes:

250+ MINISTRIES, NOCS AND IOCS FROM EVERY MEDITERRANEAN COUNTRY

15 HOURS+ OF NETWORKING OVER THE 2 DAYS

UPCOMING LICENSING ROUNDS AND HOW TO GET INVOLVED

PRE-ARRANGED MEETING SCHEDULER FOR ALL ATTENDEES

Hussein Abdallah Exploration Manager Morocco & Mauritania Repsol

Franรงois Rafin Executive Director TOTAL E&P

Kada Cherrid HSE Advisor SONATRACH E&P

Toula Onoufriou President Cyprus Hydrocarbons Company (CHC)

Ahmed Mecharaoui Senior Advisor (Ret.) Minister of Energy Algeria

KEY PLANNED ENERGY INFRASTRUCTURE PROJECTS

Barbara Doric President of the Managment Board Croatian Hydrocarbon Agency

HIGHLIGHTING HOT PROSPECTS AND TOP FIELDS

Dr. Albert Caruana Director General Continental Shelf Department Ministry for Transport & Infrastructure, Malta

Yasser Tousson, CPA Managing Director Finance Apache Egypt Companies

QUOTE MEDOIL10OP WHEN BOOKING TO BENEFIT FROM A 10% DISCOUNT! Sponsors:

GP E

lan Consulting

Supported by:

Organised by:

For further information contact: Cristina Rivero CristinaR@irn-international.com T: +44 (0) 207 111 1615

EME Outlook - Issue 12  
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