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SUSTAINABLE EMEA ISSUE 01/17

B U S I N E S S

M A G A Z I N E

EUROPE / MIDDLE EAST / AFRICA

GHANA PORTS AND HARBOURS AUTHORITY

LAXMANBHAI CONSTRUCTION

SIAN ROSES VAN EGDOM ALSO FEATURED THIS ISSUE CKD KUTNA HORA • WESTERN BAINOONA GROUP

S U S TA I N I N G T O M O R R O W. T O D AY


SUSTAINABLE

B U S I N E S S

M A G A Z I N E

Sustainable Business Magazine is committed to promoting sustainable printing. This magazine is printed on Forest Stewardship Council certified material and manufactured using environmentally sustainable procedures. All lithographic printer inks used are vegetable-based.

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Editor:

Fiona FitzGerald

Assistant Editor:

George Newell

Senior Writer:

Marcus Bonnano

Commercial Manager: Graeme Watts Web Administrator: Steve Phipps

EUROPE / MIDDLE EAST / AFRICA

CONTENTS ISSUE 01/17

Welcome to the latest Europe, the Middle East, and Africa (EMEA) edition of Sustainable Business Magazine Sustainable Business Magazine aims to spread awareness of the values of sustainability, as well as the brilliant ways in which organizations continue to meet challenges and champion corporate social responsibility. As part of our continuing efforts to promote sustainable development in Africa, the edition starts with an article highlighting how the Ghana Ports and Harbours Authority are rehabilitating facilities, expanding, and providing a logistical hub for the region. For a short focus on Kenya we spoke to Dhanji Raghwani, Managing Director of Laxmanbhai Construction, about eco-friendly construction, investing in the community, and maintaining a reputation for quality. We also spoke to Yvonne Tirop and Haron Koimur of Kenyan rose producer Sian Roses, about what it takes to produce some of the most popular flowers in the world. In Europe we spoke to Vlastimil Kožený, Chief Executive Officer of CKD Kutna Hora, about what it takes to supply steel to some of the world’s largest rail and construction companies. We also spoke to Simon Van Dijk, Commercial Director at Van Egdom, about innovation, fifty years in business, and creating memorable experiences for all the family.

AFRICA 02

Ghana Ports and Harbours Authority

10

Laxmanbhai Construction

18

Sian Roses

EUROPE 26

CKD Kutna Hora

30

Van Egdom

MIDDLE EAST 34

Western Bainoona Group

38

Global Events

39

Advertisers Index

In the Middle East we spoke to Martin McGinty, Chief Executive Officer of Western Bainoona Group, about nuclear power, fostering employee growth, and being part of a culture of sustainability. The back cover of this edition highlights how Sofidel, one of the world leaders in tissue paper production, are rewarding their most sustainable suppliers. Details of upcoming sustainability events in Europe, the Middle East, and Africa throughout March and April can be found on our events calendar. Our featured event this month is Power & Electricity World Africa 2017 (see opposite) which will take place in Johannesburg, South Africa, on the 28th and 29th of March. For more information, or to view previous editions, please visit www.sustainablebusinessmagazine.net We hope that you find this issue both interesting and inspiring. Thank you for reading. The Sustainable Business Magazine Team

© SBM Media Ltd 2017. No part of this publication may be reproduced in any form for any purpose, other than short sections for the purpose of review, without prior consent of the publisher.

SUSTAINABLE BUSINESS MAGAZINE

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GHANA PORTS AND HARBOURS AUTHORITY

GPHA HANDLES AROUND 17 MILLION TONS OF CARGO EACH YEAR, AND OVER THE NEXT DECADE CONTAINER TRAFFIC IS PROJECTED TO GROW FROM 1 MILLION TEUS TO 2 MILLION.

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WEST AFRICAN

BEACON Sustainable Business Magazine highlights how the Ghana Ports and Harbours Authority are rehabilitating facilities, expanding, and providing a logistical hub for the region. In 1921, Gordon Guggisberg, Governor of the British colony of the Gold Coast, ordered the beginning of construction on a deep-water harbour in the Western Region, which would connect to the newly-expanded Secondi-Tarkwa railway system. Takoradi

Port, which was completed in 1928 as Ghana’s first port, was initially managed by the Ghana Railways and Harbours Company. After the country gained independence in 1957, a new port, the Port of Tema, was constructed, responding to road expansions

SUSTAINABLE BUSINESS MAGAZINE

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GHANA PORTS AND HARBOURS AUTHORITY

and a shift in the direction of trade. Subsequently, in the early 1970s, the old Railways and Harbours Company was split into four separate entities: The Ghana Railways Company, the Ghana Ports Authority, the Ghana Cargo Handling Company, and Takoradi Lighterage Company. By the 1980s, the facilities at Takoradi Port had deteriorated from lack of maintenance, with obsolete cargo handling equipment and some berths occupied by wrecks. In June 1986, the Ports Authority, Cargo Handling Authority, and the Takoradi Lighterage Company were merged, creat4 | SUSTAINABLE BUSINESS MAGAZINE

ing the modern Ghana Ports and Harbours Authority (GPHA), which had the authority to build, plan, develop, manage, maintain, operate, and control Ghana’s ports. GPHA successfully rehabilitated Takoradi Port in two phases over the next decade, and further expanded the port in 2002. Today, GPHA owns and operates both the Takoradi and Tema ports. The two ports connect by railway to the Ghanaian hinterland, exporting manganese, bauxite, cocoa, and forest products, and also handling transit cargo for Burkina Faso, Niger, and Mali.

EXPANDING AND MODERNIZING A new wave of industrialization in Ghana, spurred by the discovery of the Jubilee oil field 60km from the Ghanaian coast in 2007 and subsequently other wells, has driven an economic growth rate of 13.6% and led to a dramatic influx of supply vessels into Takoradi Port. Though Takoradi Port is the smaller of GPHA’s two ports, handling a total of 27% of Ghana’s seaborne traffic in 2015, the port is the main logistical support base for offshore oil and gas exploration and production, and consequently has an outsized impact on Ghana’s economy. Before 2010,


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YOUR GLOBAL LOGISTICS PARTNER KATOEN NATIE GHANA OFFERS ALL-IN-ONE LOGISTICS SERVICES Katoen Natie Ghana Ltd. offers its soft commodity customers an all-in-one logistics service in the world’s second largest cocoa producing country. Katoen Natie Ghana employs 380 staff on three sites and has built a long experience with regard to handling, storage and stevedoring of cocoa beans in bulk. At its 20.000 m² own warehouse in the port of Takoradi, Katoen Natie Ghana receives cocoa beans in bags, provides sampling and superintendence, offers storage in bags or bulk and renders stevedoring services into megabulk vessels or container vessels at its own berth. At the port of Tema, Katoen Natie Ghana offers collateral management as well as supervision services to major soft commodity traders. In Kumasi, Katoen Natie Ghana is the exclusive LSP for one of Ghana’s major cocoa grinding plants. Katoen Natie contributes to environmental issues by implementing an active policy, which has its effects in all ranks of the organization along with awareness campaigns among its employees, focused on their active contribution to reducing our ecological footprint. With facilities in Europe, the Far East, North and South America, and Africa, Katoen Natie acts as a global supplier of logistics and distribution services. We combine engineering, technology and port operations to offer worldewide, tailor-made solutions to various industries.

Katoen Natie Ghana Ltd. Former COCOBOD Office, Sheds 2 and 3, Port of Takoradi, P.O. Box MC 1628, Takoradi, Ghana Tel: 233 31 2030 551/2/3 | Fax: +233 31 2030 554 | Email: info@katoennatie.com

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Providing stevedoring and logistics at the Tema Port Agilent Maritime Services Limited is a limited liability company under a service contract with the Ghana Ports and Harbours Authority to stevedore calling vessels at the Tema Port in Ghana. We are a stevedoring company that started in 2009. We have been servicing the port of Tema and hope to expand out to other ports like Takoradi Port and international ports in the West African Sub-region. We work on all cargo that come through the Tema Port, such as RoRo

vessels, bagged and container cargo, general cargo like steel and iron rods and all other categories of cargo. Our stevedores are experienced stevedores and the best at the Tema Port. We provide a fast and safe service to our clients (shipping lines).

Agilent Maritime Services Limited - 3rd Floor Meridian Plaza, Community 1, Tema, Ghana Phone: +233 (0) 30 321 5401 | Email: info@agilentghana.com

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GHANA PORTS AND HARBOURS AUTHORITY Takoradi Port handled an average of 600 vessels annually; today, 1800 vessels berth at Takoradi each year, of which two-thirds are related to the petroleum industry. This rapid expansion of business has put pressure on the port’s capacity. Consequently, GPHA is investing in an extensive expansion and modernization project at Takoradi Port, to ease congestion and facilitate the growth of the oil and gas sector. The main breakwater is to be extended 1.75km northwards, and a new bulk cargo terminal will be constructed. The new terminal will handle the port’s traditional manganese, bauxite, clinker, and limestone operations, while dedicated berths and facilities will then be available for oil supply and services activities, as well as new repair and fabrication yards. Belgian contractor Jan De Nul has begun work extending the breakwaters and constructing the new terminals. By the end of January 2017, a new container terminal is scheduled to commence operations. Afterwards, dredging will take place to encourage larger vessels to begin docking. INVESTING IN THE FUTURE Meanwhile, Tema Port, the larger of GPHA’s two ports, covers 3.9 million square meters

of land and is responsible for 85% of Ghana’s international trade. Commissioned in 1962, the port steadily developed over the course of fifty years, with a second quay constructed in 2003 and a dedicated container terminal completed in 2007. Tema Port received awards for being the Best Performing Port and the Most Efficient Container Terminal in West and Central Africa for the period 2012 – 2014. Now GPHA is also doubling the capacity of Tema Port, constructing a 450m by 50m bulk jetty capable of berthing four vessels at the same time, a new 840-point reefer terminal, and a new revenue center to process port payments and boost efficiency. They will invest further in port automation and IT upgrades, and are also constructing a new concrete net-mending wharf with a solar lighting system, to facilitate the work of local fishermen as part of their corporate social responsibility initiatives. The cost of the two expansion projects is projected at US$2.3 million. These funds are being attracted through a public-private partnership model. So far, five European banks have provided €357 million towards the cost of the expansion, split between two loans. With expanded facilities, GPHA will

be able to offer a quicker, more efficient, more cost-effective service to vessels. SUSTAINABLE ECONOMY Last year, Ghana’s parliament passed a long-delayed Marine Pollution Bill, to regulate and prevent pollution from ships, including tankers and supply vessels. GPHA has strict regulations on the dumping of waste and the release of waste water, and heavy fines and other punitive measures are imposed against vessels which leak, spill, 8 | SUSTAINABLE BUSINESS MAGAZINE


TAKORADI AND TEMA SEEM POISED TO DELIVER ON GPHA’S PROMISE TO MAKE GHANA A BEACON OF TRADE AND COMMERCE IN WEST AFRICA.

or emit environmental contaminants. They have implemented an integrated management system to provide improved service to customers, protect the environment, and eliminate workplace-related injuries. GPHA has also participated in workshops with the International Maritime Organization on air pollutants from ships, and a study visit to the Netherlands on electronic waste shipment control and enforcement. On the basis of a recent audit by SGS, GPHA has been recommended for ISO 9001 and 14001

certifications, and staff at the ports were commended for their compliance. In terms of corporate social responsibility, GPHA has been dispatching their fire service department to assist the Ghana National Fire Service in response to severe fires, as well as lending assistance with smaller-scale problems, like lending their cranes to Volta Lake Transport to launch water buses. Recently, GPHA lent staff and a crane to contribute to erecting a new statue of Ghana’s first President, Dr. Kwame Nkrumah.

Between the Tema and Takoradi ports, GPHA handles around 17 million tons of cargo each year, and over the next decade container traffic is projected to grow from 1 million TEUs to 2 million. As the Ghanaian economy and the oil and gas sector continue to grow, and as GPHA facilitates strong relationships with regional partners and businesses, the ports of Takoradi and Tema seem poised to deliver on GPHA’s promise to make Ghana a beacon of trade and commerce in West Africa. c SUSTAINABLE BUSINESS MAGAZINE

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LAXMANBHAI CONSTRUCTION

“WHATEVER PROFIT WE DO MAKE, A MINIMUM OF 10% HAS TO BE GIVEN BACK TO THE COMMUNITY.”

COMMUNITY

PROVIDERS Sustainable Business Magazine speaks to Mr. Dhanji Raghwani, Managing Director of Laxmanbhai Construction Ltd, about eco-friendly construction, investing in the community, and maintaining a reputation for quality.

10 | SUSTAINABLE BUSINESS MAGAZINE


WESTEND TOWER.

maintains a special bond between them. Children and grandchildren are scattered between the organizations, preserving a strong family heritage. Today Laxmanbhai Construction Ltd has 1200 staff and an $80 million annual turnover across their international operations. All Laxmanbhai offices are focused on high-end, environmentally-friendly projects. “All the elders have told the following generations that we must maintain quality, standards, and the integrity of the company by being honest with our

clients,” says Mr. Dhanji Raghwani, Managing Director of Laxmanbhai Construction Kenya and son of founder Mr. Laxmanbhai. “That is something we are proud of and something we expect from our subcontractors and partners. Through this, we have a lot of repeat clients coming to us without us even needing to go into the meeting process.” PANELS AND TURBINES One of the highest profile projects worked on by Laxmanbhai Construction Ltd is the

BRITAM TOWER.

The name Laxmanbhai Construction Ltd is known across several continents. In 1953, the first office appeared in Kenya when Laxmanbhai Bhimji K. Raghwani was joined by his two brothers to undertake simple construction work. The company grew rapidly due to the blossoming of the national building industry, and by 1974 one of the brothers left to live in and establish another office in the Seychelles. By 1984 two more offices had opened in the UK and India, cementing Laxmanbhai Construction Ltd as a truly international name. Although there is no legal connection between the four offices, all are run by members of the Laxmanbhai family, which SUSTAINABLE BUSINESS MAGAZINE

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LAXMANBHAI CONSTRUCTION UNITED NATIONS HQ.

greening of the UN Gigiri compound in Nairobi, Kenya. Here, Laxmanbhai Construction Ltd built an $18 million carbon neutral building, sourcing as many materials locally as possible. Sustainability features include a rooftop solar photovoltaic array which generates enough energy to power the entire building as well as surplus to be sold back into the national grid. The building’s internal lighting is automatically controlled for efficiency. Solar glass is installed through-

out the building, a technology which reduces the heat from sunlight and thereby reduces the need for air conditioning. The Gigiri compound building even has its own waste and water management systems designed for reusing, recycling, and eco-friendly treatment for disposal. Currently, the company are working on a headquarters in Kenya for a large American insurance firm which will share many of the sustainability features of the UN building, including solar glass and automatic lighting, but implemented on a larger scale across the 36-storey complex. Furthermore, foundations for rooftop wind turbines have been laid in place, with the turbines themselves expected to be installed at a later date. LEADING THE FIELD Eco-friendly buildings have become increasingly popular in Kenya due to the cost of power in the country. The capital costs of installing solar arrays or wind tur-

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bines are quickly balanced out by savings made not only on local generation but the capacity to sell power back into the national grid. The Kenyan government has also recently created regulations for residential buildings, where 30% of all power for the residences must come from locally-generated renewable resources. As one of the leading construction companies in the region, with a history of successful sustainable projects, Laxmanbhai Construction Ltd are in prime position to capitalize on this growing market. “Our company is very geared up in terms of having a lot of partners that specialize in solar, in sewage treatment plants, in water treatment plants, et cetera,” says Mr. Raghwani. “We have good connections with those companies and they are ones we use when designing a system. Often these companies, they don’t work with any other contractor. They would rather work with reputable contractors that they know. Together we are able to lead the field in sustainable construction.”


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LAXMANBHAI CONSTRUCTION acquiring the glass. Laxmanbhai Construction Ltd have decided to set up their own solar glass facility so these delays will not be an issue in the future.

THE HUB KAREN.

QUALITY FIRST Subcontractors and suppliers are an important part of Laxmanbhai Construction’s reputation for integrity. “We would not work with subcontractors if we don't know their history and whether they can perform,” says Mr. Raghwani. “Even if the price of the quote is low, we will not work with them because we will not work with anyone just for the sake of pricing. We’d rather go with people that we have worked with before,

who will be able to sustain our standards, maintain quality, and deliver on time.” A good example of this commitment to client satisfaction is the company’s current effort to bring glass manufacturing in-house. One of the most important and successful aspects of the company’s work is solar glass, which greatly reduces air conditioning costs. However there is only one manufacturer of this technology in Kenya, and so, due to high demand, there are often delays in

INVESTMENT IN EMPLOYEES One of the most important achievements of Laxmanbhai Construction Ltd in Kenya is their ability to retain employees long-term. This is achieved by providing numerous concessions to staff at all levels to ensure they feel part of the company family. Senior staff, for example, are provided a fully furnished house for their family, as well as having healthcare and education fees covered. These fees are also provided to ground level employees too. The cost of healthcare in Kenya is high, so Laxmanbhai Construction Ltd ensures their staff is looked after so they can continue happily working. Education fees for lower-level staff are considered too, with an entire department dedicated to identifying those most in need and providing the necessary financial assistance. One advantage of this has been children supported by the company later coming to work for them, sometimes decades later. “Some of the children of the employees who have been educated in the UK, USA, Canada, or Australia, they come back and join us because they feel they are part

THE HUB KAREN.

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LAXMANBHAI CONSTRUCTION we don't advertise much, but we do it for the employees.” Health and Safety is also very important at Laxmanbhai Construction Ltd. At every work site there is an appointed health and safety officer to ensure projects run smoothly – something which not every company in the region is able to offer. In this way, the company have been effective in retaining even lower-level employees for a minimum of 3 to 4 years at a time.

of the family,” Mr. Raghwani says. “They feel that we helped them achieve something they would not have achieved if the company was not there. This is something

SOCIAL RESPONSIBILITY Laxmanbhai Construction Ltd also have a large-scale corporate social responsibility program in operation that provides support to local people in a number of different ways. They build schools and toilets in communities that most need them, often in rural parts of the country. Clinics are also built, as well as funds provided for much-needed eye operations, with more than 1000 operations funded every year. The company also works alongside NGOs

and private philanthropists to provide designs and sometimes even construction work to contribute to social projects. “It was the elders who put this culture into the second and third generations,” says Mr. Raghwani. “We are making money from working with these people so we also recognize we must give back to them at some stage. Some portion of our profits must help them. Whatever profit we do make, a minimum of 10% has to be given back to the community. It’s not about getting money and then keeping it for yourself, you must give it to them also because it is due to them that we are here.”

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16 | SUSTAINABLE BUSINESS MAGAZINE

BUILDING TOWARDS THE FUTURE Laxmanbhai Construction Ltd in Kenya is considered one of the top 5 companies in their sector in the entire East Africa region. This sector – for multi-storey buildings, hotels, and other commercial developments – is highly competitive, and holding this spot is one of the company’s proudest achieve-


ECO-FRIENDLY BUILDINGS HAVE BECOME INCREASINGLY POPULAR IN KENYA DUE TO THE COST OF POWER IN THE COUNTRY.

ments. “The key to this success is our ongoing commitment to honesty, integrity, and reliability,” says Mr. Raghwani. To embed this reputation even further, the coming year will see the company bring not only glass manufacturing inhouse but aluminum processing as well. A dedicated consultancy department is

also being set up to strengthen the design, costing, and development processes within the organization. Mr. Raghwani finishes on perhaps the biggest news of all: “We are thinking of opening an office in Dar es Salaam, Tanzania. There have been a lot of clients wanting to undertake projects with us there now.

These are clients who previously worked in Kenya, liked Laxmanbhai Construction Ltd and the way we operate, and are saying there is expansion to be done in their operations in Tanzania. They are saying to us that we should go over and work together. That is something we will be looking at in the next two years.” c

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SIAN ROSES

SEED TO SALE Sustainable Business Magazine speaks to Yvonne Tirop and Haron Koimur of Kenyan rose producer Sian Roses about what it takes to produce some of the most popular flowers in the world.

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Sian Roses are a Kenya-based producer of roses which are internationally renowned for quality. Their flowers can be found across the world, from the supermarkets of the UK to the Dutch Flower Auctions, from the United States to Australia. As a certified Fairtrade organization they provide equally high quality workplace conditions for their staff, meaning they are justified in their global reputation. The company was founded in 1995 with just a single farm – Agriflora Limited – based in Njoro area in Nakuru County. Rapid success meant a second farm was opened in 1997, with the Equator Flowers Limited site located near Eldoret City in the Rift Valley Region. The newest addition to the Sian Roses family is Maasai Flowers Limited, opened in 2008 and located approximately 30 kilometers away from the Jomo Kenyatta International Airport.

Between 1995 and today, total acreage has grown from just 5 acres to more than 100 hectares with all the production being under greenhouses. In all three farms the methods used to produce high quality roses involve a combination of agronomy, technology, worker’s welfare, and corporate social responsibility (CSR). Together they ensure every stage of the chain, from seed to sale, contains world-leading quality. FLOWER POWERS Technology plays a crucial role in Sian Roses’ business. “There are two major ways that we use technology to ensure we have a consistently high quality product,” explains Yvonne Tirop, Marketing and Business Development Manager at Sian Roses. “Firstly, by using a computerized irrigation system where we are able to manage a strict nutri-

ent regime so that the product gets just the right amount of nutrients at the right time of day, whilst ensuring that there is no waste.” This system is a centralized computer platform that undertakes real time data analysis of the ambient and growing environment, adjusting nutrient input to compensate. In the propagation unit they mist the greenhouses in which the young plants are grown to maintain consistent humidity This is a technology that the organization have used since the year 2000. “The second key technology we use is hydroponics, where we plant the roses in volcanic pumice. In that way you are able to feed exactly the right nutrients without accruing any waste. You are able to recycle the water and the fertilizer again and again.” Water conservation is also key and Sian Roses uses rainwater, collected in reservoirs at each of the farms. This rain water is then

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SIAN ROSES

SIAN ROSES PROVIDE AN EXCELLENT WORKING ENVIRONMENT FOR THEIR EMPLOYEES THAT IS RECOGNIZED WORLDWIDE.

infused with the optimum combination of nutrients before being fed through drip lines on the beds where roses are grown. This water is constantly pumped and recycled with its nutritional content replenished when necessary. Finally, Mrs. Tirop goes on to explain that technology also plays an important

20 | SUSTAINABLE BUSINESS MAGAZINE

role in getting the cut flowers to the customer: “The cool chain is very important for us. We ensure that the cool chain is followed through every step of the way right from harvest. We make sure the products are well cooled before they are graded, before they are packed , and then transported in refrigerated trucks. This cool chain is

important in maintaining the freshness and longevity of the vaselife of every rose.” The key to an effective cool chain is rapidity. Haron Koimur, Group Managing Director at Sian Roses, illustrates how quickly the company works: “To give you a hypothetical situation, whatever rose is cut today will have to stay overnight in the cold


room so it can take in water, bringing it to very minimal temperatures. Tomorrow it will be graded and packed, and then it will be shipped the day after. Everything takes just 48 hours.� RESPONSIBLE BUSINESS As a Fairtrade-certified organization, Sian Roses provide an excellent working environment for their employees that is recognized worldwide. This begins with the people the

company recruits. Sian Roses employs people from communities local to their farms. As many of these people are from poorer rural communities these employment opportunities offer an important lifeline to both individuals and families. The company provides staff with a bus to take them to and from work, subsidized meals at the farms, and encourages a healthy lifestyle through sports: Sian Roses have their own soccer team as well as an

SUSTAINABLE BUSINESS MAGAZINE

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SIAN ROSES

annual sports day for employees. Medical insurance is part of each staff member’s contract – important in a country where medical costs can be sky high – and each farm even has its own medical dispensary with subsidized prices. Beyond this, Sian Roses provides bursaries for staff and their families. Bursaries are given towards education of the employee themselves – such as for courses to further their skills, or to learn to drive – as well as for their children’s schooling. This has meant

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many staff members over the years have been able to broaden their education and begin climbing up through the Sian Roses infrastructure, with some senior staff having begun at entry level. “We have CSR projects at all three farms,” says Mrs. Tirop. “They are centered around the community in which we are operating. We have identified nearby schools for example that we are able to help. We have donated books, built classrooms, donated desks and chairs, and provided sanitary

facilities. We have also supported bursaries where the employees are able to pay the school fees for children. Another important contribution we’ve made is boreholes in communities that lack regular access to clean water.” A needs analysis is carried out at each farm so that the CSR work is appropriate to the local community because, while there are commonalities across all three areas, there are differences too. Education is a major similarity, for example, while bore-

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A Leading Crop Protection Company in Kenya ABOUT GREENLIFE CROP PROTECTION Greenlife Crop Protection Africa Ltd (GCPAL) is a leading agrochemical company in Kenya. Its focus is on provision of quality and affordable wide range of crop protection products and general agricultural consultancy. The company has its headquarters in Nairobi, Kenya, with a well established supply network across the country. Greenlife is strategically positioned and adequately endowed to serve all the farming fraternity across the country giving each farmer specialized advisory consultancy and tailor made products to meet their specific farming needs. Greenlife is a strong tower in the provision of one of the largest product portfolios in Kenya ranging from insecticides, fungicides, herbicides, crop nutrition products, fertilizers, specialty fertilizers, greenhouses, agricultural tools and equipment, and more recently vegetable and herb seeds.

OUR VISION

OUR CORE VALUES

To be the ultimate agrochemical company of choice for quality and affordable farm inputs that will surpass our customers’ expectations.

At Greenlife, we refer to our stakeholders as associates; we hold our employees, customers, suppliers and other stakeholders with high esteem. We believe our success is derived from the success of our stakeholders. As Greenlife community, we believe in delivering what is promised. INTEGRITY and HONESTY tops our list of values. CUSTOMER SATISFACTION and UNEQUALLED SERVICE is embedded in our system, and when you come to us, you have no doubt that quality and timeliness is guaranteed.

OUR MISSION STATEMENT We envision to developing quality products of affordable cost and endeavour to conveniently deliver the products to our customers at absolute promptness. Our top priority is to meet all our customers’ agricultural requirements from our own products array while ensuring at least 95% customer satisfaction.

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SIAN ROSES

holes are only needed near one farm due to its location in an arid environment. “At all our farms we have set aside a portion of its budget for CSR activities to ensure we are able to meet every one of those needs,” says Mr. Koimur. BIODIVERSITY IS STRENGTH While their cultivation of roses is driven by technology, Sian Roses make a point of nurturing the local environment. This can be seen through a number of different programs in operation across the farms, such as

24 | SUSTAINABLE BUSINESS MAGAZINE

a diligent tree planting scheme that looks to offset the already minimal emissions produced through their business. Artificial wetlands have also been constructed in all the farms to promote greater biodiversity in the area and to bring strength to the environment. The different waste management programs also ensure that there is nearly no waste put out by Sian Roses’ operations. Water is, as previously mentioned, collected from naturally occurring weather patterns then recycled for as long as possible to

minimize the need for more. There is even a program of ensuring that no taps are left running! Meanwhile what little waste is created is efficiently and sustainably handled to ensure minimal impact. STRENGTHENING THROUGH DIVERSITY “Some of the trends we are seeing in the market include the rising need for value addition, hence the popularity of packed at source bouquets especially for the retail market segment,” says Mrs. Tirop.


“Because of the expensive labor costs in Europe, a lot of customers prefer Kenyan production where we do bouquets at much lower cost. Considering the fact that our core business is roses, but for bouquets you need lots of other components like fillers and greeneries, we have embarked on diversification and are now adding fillers and greeneries to our current product portfolio. Before looking to the future, Mr. Koimur briefly returns to the past of the compa-

ny to identify why Sian Roses has become such an important and respected business: “As a company we are proud to provide employment to about 2000 employees. That employment impacts on another 10,000 people because, for every employee, there are three or four children and of course the local economy around each farm benefits indirectly from increased purchasing power of the employees. We are happy and proud to provide job opportunities for a large number of people. We have kept a very strong

professional team together that is able to produce high quality roses to the satisfaction of customers globally.” With this strong team in place, there are plans to increase their presence in markets throughout the world. Not only will this grow the Sian Roses brand, but from a financial point of view it improves security by reducing the effects of speculation in local markets. In order to do this, the company will be following trends as they rise and fall in order to capitalize on current desires. c

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CKD KUTNA HORA

CKD KUTNA HORA’S PRODUCTS CAN BE FOUND IN MACHINERY AND EQUIPMENT ACROSS THE WORLD.

INNOVATING

IN STEEL Sustainable Business Magazine speaks to Vlastimil Kožený, CEO of CKD Kutna Hora, about what it takes to supply steel to some of the world’s largest rail and construction companies. CKD Kutna Hora is a producer of steel and iron castings based in the town of Kutna Hora in the Czech Republic. Over fifty years, the company has grown from a 26 | SUSTAINABLE BUSINESS MAGAZINE

small foundry in its metal-rich home town to become an internationally-recognized manufacturer of specialized castings for the rail and construction industry.

More than 800 people are employed to produce bogies, frames, weldments, castings, and other vital components to customers across North America, the EU, and CIS


POURING PROCESS.

FSGC 300 CNC MACHINE.

ground (LU). The renewal of the LU’s train cars began in the early 2000s and the Czech company were attached from the beginning. Production and supply of machined castings for bogies began in 2005 and continued until 2015. With ongoing development of the LU into the future, it is likely that CKD Kutna Hora will return to the U.K. in the coming years.

The company’s products can be found in many other major city rail networks too, including the Berlin S-Bahn, Prague Metro, and for trains in the Hungarian capital of Budapest. At present, discussions are underway to supply bogies to a large-scale 1000-locomotive project in India led by GE. “CKD Kutna Hora offers high-quality steel products to whoever needs them,” says

WELDING PROCESS.

countries. Significant clients include General Electric (GE), Bombardier, DB Schenker, and Axiom Rail. Clients in the construction sector include Volvo, Caterpillar, and SKF. The company operates two foundries, machining shops, and welding and painting shops to deliver tens of thousands of components per project. WORKING ABROAD Strong connections with these high-profile clients means CKD Kutna Hora’s products can be found in machinery and equipment across the world. The relationship with Bombardier, for example, has brought CKD Kutna Hora bogies to the London UnderSUSTAINABLE BUSINESS MAGAZINE

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CKD KUTNA HORA TRAM FRAME.

BOGIE LN25.

LOCO TRUCK FRAME.

RADIAL ARM.

Vlastimil Kožený, CEO of CKD Kutna Hora. “We are open to delivering to any country; it is not important which one. If our project is completed with payment and customer satisfaction then we are happy to take our business anywhere.” QUALITY CONTROL CKD Kutna Hora ensure that quality checks are present and consistent throughout every stage of the production process. “Quality is priority number one in our development of new projects,” says Mr. Kožený. “This

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WHEEL HUB.

ensures routine production. We have a lot of monitoring equipment for control of quality, including ultrasonic X-ray equipment. Spectrometers, which control the quality during smelting, also play an important role. There are also a lot of other techniques used to control each stage of our work in progress. At the final stage, each product undergoes ultrasonic induction before it can be passed on to delivery. Roughly 70 control techniques are utilized during production.” After production and supply has begun, CKD Kutna Hora has various ongoing mechanisms in place to maintain quality. “3D measurement is one of the very important techniques that we use,” says Mr. Kožený. “In the last year, we bought a 3D scanner so we are able to control sizing of the castings in three dimensions. For the production of casting, you first have to have a 3D model, which CAD software can deliver to production. It is possible with the 3D scanner to scan the produced model back through the computer and compare it with the computer in 3D software simulation. This software

REAR AXLE CASTING.

will calculate and show you the differences between 3D models and real casting so that adjustments can be made if necessary.” COMMUNITY SUPPORT Though its operations are international, CKD Kutna Hora continues to support the local community. For many years the company has been a major sponsor of cultural activities throughout the town of Kutna Hora, including sports events, theater, music festivals, and celebrations for children. They have also supported healthcare in the region by supporting nearby hospitals with funds which have helped buy better equipment as well as improving the environmental well-being within the hospitals themselves. One notable community support initiative taken up by the company is the CKD Seniors Club, a group which supports retired former employees of CKD Kutna Hora so that they are able to maintain an active social life. Social gatherings are organized throughout the year as well as entertainment activities, trips, and hobby programs


to help fight the dangers of isolation which older people can fall prey to. PAST AND FUTURE INSIGHTS Over fifty years of operations, through political changes and economic difficulties, CKD Kutna Hora has remained resilient. “We are very proud to have survived every period of the worldwide crisis during 2009 and 2010,” says Mr. Kožený. “There were significant problems, and we restructured the company according to Czech rules. After the restructuring, in 2012 we started a new history for this company. I was the face of this process and it is something the whole company is satisfied with. Three years after this restructuring, in 2015, we were included in the 100 Top Companies in the Czech Republic. I have to say I am really proud of this achievement.” Looking to build on this success long into the future, CKD Kutna Hora have two core goals in mind. “One goal is to build stronger links with our top-tier partners across the rail and construction industries,”

says Mr. Kožený. “Artec is a partner of particular interest in the coming years. Then my personal goal is developing a robotics line in CKD Kutna Hora over the coming year. We are currently working on some special projects for the company Putzmeister and

want to implement some robotics plants for welding of castings for them. After that, we can continue with the roboticization of the company and follow the 4.0 industry evolution to really become one of the modern companies at the top of the market.” c

HEAD OFFICE.

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VAN EGDOM

“WE ALWAYS TRY TO CREATE UNIQUE ENVIRONMENTS USING THE CHARACTERS OF THE WATER PARK.”

SPECIAL EXPERIENCES Sustainable Business Magazine speaks to Simon Van Dijk, Commercial Director at Van Egdom B.V., about innovation, fifty years in business, and creating memorable experiences for all the family.

Van Egdom B.V. is a Dutch manufacturer of bespoke water slides, rides, and water play structures. The company was founded in 1965 as a steel construction company, and in the ‘70s began providing water filtration 30 | SUSTAINABLE BUSINESS MAGAZINE

systems for Center Parcs facilities. In 1981, Van Egdom pitched a pilot water slide to Piet Derksen, the founder of Center Parcs. “We saw a niche market,” says Simon Van Dijk, Commercial Director at Van Egdom

B.V. “We saw that no-one else was able to provide these kinds of systems to Center Parcs, because it was so complicated. That was the starting point of our history of building flumes.” Since then, Van Egdom


have completed over 7500 water attraction projects in more than 35 countries, mostly across Europe and Asia. CENTER PARCS Four years ago, Van Egdom established a relationship with Center Parcs U.K. “At the time, they wanted to raise the average daily rate during the midweek,” says Mr. Van Dijk. “The request was: ‘Can you supply a water play structure for Elveden Forest?’ This was part of a big extension of the existing facilities, and so we actually supplied a themed water play structure and a toddler pool. We

created a special Center Parcs brand where all the themed elements are very natural, like woods. Afterwards we supplied a similar water play structure and toddler pool at Woburn Forest.” After these early projects, Center Parcs approached Van Egdom to design an iconic, unique ride which wasn’t yet in the U.K. “This project is for Longleat Forest, which is also an existing facility,” says Mr. Van Dijk. “They wanted something unique and innovative. So we came up with the Cyclone 50. It’s a four-person raft, and you start in a three-meter wide tube where you go down

with your family. An entry tube comes into a big cone, which is 15 meters in diameter, and you make several oscillations starting from 15 meters high, and then you make a big drop into a tunnel. Along the way, LED lights and projections and music create a very different experience, and at the entry box is a touchscreen, so guests can choose the kind of environment they want. This ride has never been built before in the world with these projections, which all combine to create special moments for visitors. As we speak, we’re building that, and the handover will be in Spring 2017.” SUSTAINABLE BUSINESS MAGAZINE

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VAN EGDOM

CHALLENGES SURMOUNTED Van Egdom doesn’t only work with Center Parcs in the U.K. They’re currently involved in a refurbishing project at the Coral Reef water park in Bracknell. “It’s an existing water park which was built in the early ‘80s,” says Mr. Van Dijk. “It’s a unique project for us, because they’re building a new tower but we’ll also be working with the existing facility. We’re building a Crazy Cones ride and a speed flume together, and the slide will come into the old building. It presents a specific challenge for us. The flume will be 500 meters long, and like spaghetti, with all kinds of rides coming into each

other and then entering this original building. It’s challenging because you’re balancing the visitor’s experience with making sure it’s safe.” Van Egdom is also working for holiday park owner Haulfryn Group on a new water park being built near Exeter - Finlake Holiday Park. “It’s a new build,” says Mr. Van Dijk. “It’s quite spectacular for a leisure operator to build a Crazy Cone as a body flume, so you go down without an inflatable. Noone in the world has produced these kinds of cones as a body slide, which in our world is really something quite special. We’re also building a spray park there, and an interactive pool with a water play structure.” DESIGN TO INNOVATE Van Egdom focuses on providing new user experiences when designing their rides and structures. “We have a slogan here, which is ‘Design to Innovate’,” says Mr. Van Dijk. “Every project we build, we build something unique in it. Nowadays it’s not about building the highest, biggest, fastest flume in the world. That’s not what people are looking for. It’s about the experience on the way down. So we try to create a special

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environment. We can create that with projections. Or we can use our Aqua Smash system, which means on the way down, the slider can collect points by hitting colored disks. That system is now so popular that we supply it in almost every project. Then to make it even more unique, we can supply a slide photo system. That means when they’re coming into the skim-out, the system takes an action picture, and they can find that on an iPad, along with the number of points they collected. It’s all about making something which is unique for the customer.” Clients are offered customization options, so their water attractions are in keeping with the theme of the facility. “At One NK, a leisure center in North Kesteven near Lincoln, we used the story of King John and the Magna Carta to make the experience unique,” says Mr. Van Dijk. “We did a themed pool called Magna Carta Splash with a castle, horses, and King John himself. It was about creating something special and specific to that municipality. There’s nothing wrong with building a standard water play structure, a standard toddler pool, and a standard flume, but we always try to make


it unique for the facility, so you won’t see it at another water park. When possible, we always try to create unique environments using the characters of the water park.” SAFETY IN TECHNOLOGY Since the early 2000s, Van Egdom has embraced technology which enhances the safety of their rides and attractions. “At the beginning we were using a system which you had to hand-configure,” says Mr. Van Dijk. “Now we have built a special program which the engineering department can run which can calculate the weight and the water going down, so it can anticipate problems. It means before we start a project we know for certain whether the design is safe or not, and we can make corrections. So we are ten times more efficient now than we were before the 2000s.” Software, however, is no substitute for years of practical experience. “One of our strong USPs is that we have people in the engineering department who have twenty-five years of experience in the company,” says Mr. Van Dijk. “These people have built and engineered literally thousands of flumes around the world. So they know exactly what they’re doing. It’s the combination of our software with the experience of our engineers which allows us to ensure maximum safety.”

ENVIRONMENT MATTERS Recently, Van Egdom have been supplying clients with more energy-efficient flumes. “It’s a unique element of our approach,” says Mr. Van Dijk. “We now have flumes which have insulation around them. Normally, if you enter a flume in wintertime, you have a cold stream that goes from top to bottom. We made insulating foam mats outside our polyester, which stops that. There’s a big environmental and cost benefit with this improvement, because it massively saves heat in water parks. It also reduces noise, which is particularly important for parks in city areas. And it improves the visitor experience, because you don’t get cold drips inside the flume, and you don’t have this cold flow of air.” Van Egdom also have an ongoing recycling program at their production house in the Netherlands. “We separate the polyester

parts during our processes into two categories,” says Mr. Van Dijk. “All our polyester comes with a durable, UV-resistant coating for longevity. Then some of the waste is recycled by another company to make new products like chairs and tables. It costs us a little bit more to get rid of our polyester like this, but we think it’s worth it.” INVESTING IN THE FUTURE Van Egdom has a dedicated school for idea-generation and innovations. “It’s a building school with a group of 50 students,” says Mr. Van Dijk. “They come up with new ideas which we can integrate into our programs and projects. At the moment we’re developing a new line of spray parks, spray park items, and a new line of water play structures for kids. We’re also working on integrating some new systems which allow the engineers to work even quicker and to work out extra bills on things like steel parts.” “We’re very proud to have been trading for fifty years, “says Mr. Van Dijk. “Our Cyclone 50 system is named after that anniversary. We’re proud of staying on the cutting-edge when it comes to developing new attractions, large attractions, and interactivity. We look forward to creating more innovations and bringing more special experiences to families around the world.” c SUSTAINABLE BUSINESS MAGAZINE

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WESTERN BAINOONA GROUP

“WORKING TOGETHER NOT ONLY GROWS THE POSSIBILITY OF NATIONAL SUSTAINABILITY BUT ALSO IMPROVES WBG.”

BUILDING THE

ENVIRONMENT

TOGETHER Sustainable Business Magazine speaks to Martin McGinty, CEO of Western Bainoona Group, about nuclear power, fostering employee growth, and being part of a culture of sustainability.

During the 1980s and 1990s the United Arab Emirates, driven by a global surge in demand for oil, experienced a massive boom in its heavy industries, including construction and other infrastructural works. In 1990, Khalfan Mohammed al-Hamli from the UAE and Zouheir Najim Chamandi from Lebanon, seeing opportunities for entrepreneurs, founded what would become Western Bainoona Group 34 | SUSTAINABLE BUSINESS MAGAZINE

(WBG) with just two trucks and a handful of employees. They set about building a name for themselves in the Transportation, Quarrying, Earthworks, and Roadworks sectors. Over the next 26 years the organization expanded to more than 4000 employees and over 1000 pieces of heavy equipment, including trailers, crushers, asphalt plants, and construction machinery. “The vision that the pair had 26 years ago

is definitely in action today,” says Martin McGinty, CEO of WBG. “Over the years, WBG has performed better than even they could have imagined.” One of the most important factors in the group’s success has been responsiveness to the demands and expectations of the market around them. Today that means an increasing focus on being environmentally friendly. Though WBG operates in a


completed plant will produce 5600 megawatts (MW) of power from four APR-1400 nuclear reactors. The project was tendered by the dedicated governmental department Emirates Nuclear Energy Corporation (ENEC) in 2009, with strong contenders from across the US, Europe, and Japan. Ultimately the winning party was a collaboration between Samsung, Hyundai, and Doosan called the Korea Electric Power Company (KEPCO), who signed a $20 billion contract, and the first ground was broken in 2011. The first of four reactors is expected to go online in 2017 and all four will be up and running by 2020. One of the central stipulations of ENEC’s tender is that the lead contractor offers a high percentage of subcontracted work to domestic companies and organizations. WBG commenced on the BNPP project in 2012 to undertake earthworks and road works for the power plant, a task which was significant for the company given the high-profile nature of the project. “We select our clients very carefully,” says Mr. McGinty. “A lot of the clients in the region are very much into the sustainability

of the developments they are constructing, so if we can work closely with those clients it is much better for us. Working together not only grows the possibility of national sustainability but also improves WBG. With every such project we work on, WBG learns and gets better. In this way, we can improve the sustainability of our operation.” SPECIAL CATEGORY WBG are involved with other high profile projects currently underway in UAE, including roadworks for the regeneration of Abu Dhabi International Airport and earthworks at the new Etihad Rail project. In order to bid for these kinds of projects, a company within the UAE needs to receive the classification of Special Category. This is awarded for developing an excellent track record of completed work and offers Special Category holders to bid on bigger, more important public projects. One of the key ways that WBG has achieved Special Category status is through a commitment to creating strong internal quality management systems based on the UAE’s own Estidama methodology.

difficult-to-green industry, they are making strong inroads towards sustainability. GOING NUCLEAR Barakah Nuclear Power Plant (BNPP) is the first nuclear power plant in the UAE. Commissioned by the Emirati government, which recognized that fossil fuels would become increasingly scarce even in one of the most oil-rich areas of the world, the SUSTAINABLE BUSINESS MAGAZINE

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WESTERN BAINOONA GROUP

Estidama is a vision for Abu Dhabi’s longterm sustainability that incorporates the four pillars of environment, economy, society, and culture. Commenting on environmental sustainability, Mr. McGinty says: “WBG looks at every opportunity to make things better. Whenever we can we use recycled materials for aggregate, for example, we do. Crushing operations are not generally very

environmentally friendly, but we are looking at ways to move towards that, including control measures such as installing vacuums that cover the whole crushing plants, the recycling of water, and the recycling of oil in all our plants. We currently use sewage treatment plants at all our construction camps that utilize gray water. It’s simple things like monitoring water usage in the camps and looking at certain targets for

reduction of energy and electricity usage. These are sustainability measures we can take in our type of industry.” One of WBG’s proudest achievements is having been able to achieve ISO 14001 certification without the help of an international parent or sister companies. The feeling within the company was that the certification reflected the growth and gains that had driven the company during its two decades of existence. The Special Category classification was another recent example of this. STAFF MATTERS Understanding and respecting the capabilities of both individuals and teams has long played a key role in retaining excellent staff members at WBG. In addition to government-mandated health and safety measures such as the banning of outdoor work between 12.30pm and 3pm from June to September, WBG have their own company-wide health and safety systems. This includes regular training, keeping methods and practices up to date, and a culture of looking after each other.

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WBG always keep a keen eye on staff members with potential so that they may come up through the ranks into management positions. “We see our employees as partners,” explains Mr. McGinty. “Without them, all the best equipment and procedures would be redundant. So we take care of them. We source the best quality that we can find and encourage them to join WBG. Once on board we continue their professional growth and encourage promotions from within. Most of the managers we have, joined the company at the ground level and worked their way up, so

they know and understand the core values of the company. We continually assess what they are capable of doing. Without that we would stand still and stagnate as a company.” BRIGHT POSSIBILITIES In order to improve safety and sustainability, WBG are today working directly with manufacturers such as Caterpillar, Volvo, Komatsu, and Mercedes. Utilizing equipment monitoring systems and software to increase fuel efficiency, reduce idling time, and monitor driver performance. This not

only reduces the environmental impact by reducing emissions but also improves driver/operator welfare. This type of development is fostered by the proactive approach to environmental sustainability taken by the UAE government and other major players in the industry. “The UAE is a very challenging environment to work in,” says Mr. McGinty. “We have come to terms with that and are making a difference now. The construction industry has improved dramatically and the way forward is clear. Now it is just a case of making sure we can continue down that road.” c

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GLOBAL EVENTS

MAR 2017

Advanced Chief Sustainability Officer (CSO) Professional Kuwait

The Sustainability Knowledge Group offer Advanced CSO Professional Training, which is a challenging training course offering a unique viewpoint to sustainability. Experienced professionals will benefit from their approach to drive sustainability solutions successfully across their organisation.

Global Forum for Innovations in Agriculture Abu Dhabi, UAE

The world’s largest dedicated expo of sustainable agriculture innovations. The exhibition will host 300 suppliers showcasing thousands of working products to improve productivity right along the value chain.

23rd - 24th

2nd Mozambique Corporate Social Responsibility Conference & Exhibition Maputo, Mozambique ww.ametrade.org/csrmoz/

This conference and exhibition will bring together strategic insights, best practices, case studies, and practical workshops from industry experts, providing a platform for the implementation and continued growth of CSR across all supply chains.

23rd - 24th

Impact Investing World Forum 2017 London, UK

This years event, which is being held in Kensington, will include keynote speakers from companies such as BCG, Bloomberg, and Thomson Reuters Foundation among others. They will be discussing the latest in Impact Investing.

Earth Hour Worldwide

Their mission is uniting people to protect the planet. They are an open source movement organised by WWF and volunteer organisations worldwide.

14th - 16th

www.sustainabilityknowledgegroup.com

20th - 21st

www.innovationsinagriculture.com

www.impactinvestingconferences.com

25th

Clean Energy Summit: Africa Accra, Ghana

This event will bring major financiers and investors, innovative micro-grid operators, and large energy users to see how Africa’s power landscape is developing and maturing.

GCC Environment Forum – GEF 2017 Jeddah, Saudi Arabia

An international exhibition and conference as well as a prestigious awards ceremony will continue to build on the success of previous editions as Saudi Arabia’s flagship environmental event by serving the environmental industry.

Sustainable Brands 2017: Istanbul Istanbul, Turkey

As the country’s economic, cultural, and historic center, Istanbul hosts the SB community. Learn how business leaders work together solving challenges unique to emerging economies that contribute towards a sustainable future.

22nd

EARTHDAY 2017 Worldwide www.earthday.org

Earth Day 2017’s theme is Environmental & Climate Literacy. Empowering everyone with the knowledge to inspire action in defense of environmental protection.

27th - 28th

4th Annual Congress on Biofuels and Bioenergy Dubai, UAE

This years theme is: Endowing a footprint of accountable economical evolution. Includes prompt keynote presentations, oral talks, poster presentations, and exhibitions.

4th - 6th

www.africa.solarenergyevents.com

4th - 6th

www.gccenvironmentforum.com

20th - 21st

www.sustainablebrands.com/events

www.biofuels-bioenergy.conferenceseries.com

38 | SUSTAINABLE BUSINESS MAGAZINE

APR

2017


ADVERTISERS INDEX A Agilent Maritime Services Ltd. Allied Plumbers Ltd. Allround Transport Apex Steel Associated Consultants Ltd B Barker & Barton Kenya F Fidelity Security Ltd.

P07 P17 P32 P13 P05

P13

P13

G Greenlife Crop Protection Africa Ltd.

P23

H Huzefa Supplies Kenya Ltd.

P22

I Irrico International Ltd

P22

K Katoen Natie

P06

L Laxcon Hardware Division

P15

M Master Power Systems Ltd. Mehta Electricals Ltd. P Power & Electricity World Africa 2017 R Rooftech Kenya Ltd. S Sofidel

P15 P13

Inside Front

P13

Back Cover

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Sustainable Business Magazine EMEA 01/17  

Sustainable Business Magazine EMEA 01/17