The Sustainable Business Review Magazine Q2 2017

CATEGORY

PEOPLE, PRACTICE & PURPOSE QUARTER 2, 2017

SHANTA GOLD A PIONEER IN HOLISTIC MI NING PRACTICES

THE CIVIL AVIATION AUTHORITY OF SINGAPORE MAKING MIRACLES HAPPEN

PUNTA CANA international airport (puj) sustainability in paradise

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CATEGORY

As the world continue to rebound from all the uncertainties, organisations continue to look inwards to find more effective way to approach their business as they continue to engage and add value their operations.

We start this issue with one Peru’s finest examples of a company who aligns social purpose and business strategy to deliver impact.

We follow up with Barrick Gold’s established Pablo Viejo mine in the Dominican Republic whose operation continues to deliver in areas including safety, health and the environment while creating jobs for a generation.

Staying in the Dominican Republic as part of our series on Airport and Terminals, we have brought you a very interesting conversation with Punta Cana International Airport (PUJ), a privately owned commercial airport who holds the 2nd busiest position in the Caribbean. We shed light on the company’s history, operations, partners and role in the very important tourism sector.

We then travel over 10,000miles to Singapore to bring you the amazing work being done by the Civil Aviation Authority Singapore, Singapore’s National Aviation Authority and TSBR also spoke with another key agency in National Health Care Group Singapore. Both organisations share their unique offering in relation to the aviation and health sector respectively.

Other companies featured in this issue include The Canadian National Railway Company, Sask Highway and Infrastructure who shares an insight Canada’s infrastructure and logistics sector. And we conclude this issue with 3 editorials in Africa including the Department of Water and Sanitation who shares their work on drought prevention initiatives, water management, education and projects. We also engage Australia Syrah Resources’ Balama Graphite Project in situated in the Cabo Delgado province of northern Mozambique and finally we conclude with Shanta Gold, Tanzania’s Junior Goldmine and its very impressive solar program.

Brain Jackson

TEAM Editorial: Brian Jackson Susette Horspool Michael Minihan

PRODUCTION Karen Hue Jason Olayinka

RESEARCH

John Mills Joseph Philips Candice Nice Neno Lopes

CONTENT QUARTER 2 2017 SPECIAL REPORT:

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PROFILE:

16 24 34 44 54 68 76 88 100

BARRICK GOLD CORPORATION PUNTA CANA INTERNATIONAL AIRPORT THE CIVIL AVIATION AUTHORITY OF SINGAPORE THE NATIONAL HEALTHCARE GROUP CANADIAN NATIONAL RAILWAY SASKATCHEWAN HIGHWAYS AND INFRASTRUCTURE SYRAH RESOURCES: BALAMA GRAPHITE PROJECT SHANTA GOLD DEPARTMENT OF WATER AND SANITATION-SOUTH AFRICA 3

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EVENTS: SUSTAINABLE ENERGY WEEK #EUSEW17 Dates: Date: 20 to 22 June 2017 Location: The European Commission’s Charlemagne building, and The Residence Palace. Brussels

The Policy Conference is the most important European conference dedicated to sustainable energy policy issues.

Sessions organised by the European Commission and energy stakeholders debate new policy developments, best practices and sustainable energy ideas, while networking events forge alliances. Awards for outstanding projects begin the week.

If your work supports an economy built on clean, secure, efficient energy, this event is for you. The EU Sustainable Energy Week is an opportunity to meet stakeholders promoting energy efficiency and renewable energies, learn about successful policies and inspire innovation to meet the EU’s energy and climate goals. eusew.eu

THE 16TH ANNUAL ETHICAL CORPORATION RESPONSIBLE BUSINESS SUMMIT EUROPE Dates: 2017 7-8 June, 2017 Location: Hilton Tower Bridge • London, UK This year’s event will tackle all the business critical issues in responsible business. Through focussed best-practicelead debates over 500 senior CSR, Communications and Marketing executives will look at focus on ‘Social Purpose and quantified Impact’. Some of the sessions taking place at #RBSEU include: • Social Purpose Keynote: It’s all about Social Purpose and Impact now with Dell, Firmenich and Rockwool • The challenge of hard data and data comparability – What does real impact look like? with McDonalds and Siemens • How to gauge when social and business interests align? with ING, The Body Shop and IKEA • Social Impact ambition: Agree on a common set of KPIs and standards to measure shared social and business impact with WBCSD, aim progress and Kimberly-Clark • UN-Award Winning case study – How Walgreens Boots Alliance has successfully integrated SDGs into business operations with Walgreens Boots Alliance Visit Ethicalcorp.com to learn more on what’s on the agenda

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EVENTS EUROPEAN ASSOCIATION OF GEOSCIENTIST & ENGINEER

79TH EAGE CONFERENCE & EXHIBITION 2017 ENERGY, TECHNOLOGY, SUSTAINABILITY TIME TO OPEN A NEW CHAPTER Dates: 12 - 15 June Location: Paris, France The energy mix is changing but the world will need every form of energy - both fossil and renewable - to meet its growing demands.

Our ability to respond effectively to all the changes in our industry especially during this low oil and gas price cycle, determines whether we stay in a time of crises or move to that of opportunity. In order to survive and ultimately thrive again, we need to change and adapt our approaches and historical norms. On behalf of the LAC, it is my pleasure to invite you to the 2017 EAGE in Paris. It’s time to open a new Chapter.

Visit eage.org

7TH ANNUAL SMALL HYDRO LATIN AMERICA 2017 Dates: December 5th & 6th 2017 Location: Medellin, Colombia Arena International would like to take this opportunity to thank all those who were involved with the Small Hydro Latin America conference in 2016. The event was another great success with a record number of attendees.

Small Hydro Latin America brings together operators, developers, regulators, investors and service providers to discuss the opportunities and challenges of small hydro development in the region. 2016 brought together over 350 delegates to participate in panel discussions, roundtables, presentations and network throughout the 2 days.

METRO LATAM 2017 Dates: May 3-5, 2017

Location: Westin Lima Hotel &

Convention Center, Lima, Peru The 2017 edition of Metro LatAm will bring together 150 directors and senior engineers from metro operators, project leaders, policy makers and technology innovators from all over Latin America.

Metro operators from major cities across Latin America will exchange experiences, identify project management strategies and identify the technology solutions to improve capacity, frequency, customer experience and complete major infrastructure projects.

ACI AIRPORT EXCHANGE 2017

Dates: 5 – 7 DECEMBER 2017 Location: MUSCAT, OMAN The ACI Airport Exchange exhibition is an extensive show-case of airport products, services and solutions, attracting visitors from all levels of airport and airline management from around the world. Hear from senior industry leaders, plus exclusive briefings from those responsible for the Oman Airports Management Company development projects. www.airport-exchange.com

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Fenix: A new energy for an ancient region

The legend of the phoenix (Spanish: Fenix), the bird that rose from the ashes is a well-told one, which has its origins in Greek mythology. Although the story’s exact origins are unknown, it is generally estimated to be around 3,000 years old. Perhaps as a result of the symbolism in the story, the phoenix has gone on to give its names to people, places and organizations all over the world.

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FENIX

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Of all of these, perhaps only one can lay claim to being in a place even older than the story of the phoe itself. Fenix, the Peruvian energy company is located in the Chilca district of Peru, whose main town, Chil is over 7,000 years old. We recently spoke to the company’s General Manager, Juan Miguel Cayo, about h Fenix works with the region and its people, all while running a modern energy plant.

Fenix is owned by a consortium of large energy market players, including Colbun (a Chilean energy firm), ADIA (Abu Dhabi’s Sovereign Wealth Fund) and Sigma Capital (the Peruvian Infrastructure Investment Fund); not only its operations are befitting such esteemed company, costing $900m to construct, but it’s an innovative operation, which has moved Peru up a gear in the energy world.

As Mr. Cayo explains: “It is the first plant operating in Peru that was conceived and built as combined cycle from the outset. The plant burns natural gas in two gas turbines to generate 60% of the energy. In this process, the seawater previously desalinated and demineralized heats up to produce steam and generates an additional

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enix lca, how

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Award-winning CSR Initiatives

for providing, on a priority basis, health care services to almost 1000 inhabitants of the area.”

As well as raising the bar for other Peruvian energy firms, Fenix is raising the bar in general where its CSR initiatives are concerned. An award-winning example of this was seen in the case of its capacity to deliver 2,000 cubic meters of free drinking water on a daily basis to the Municipality of Chilca for the benefit of the local population - which has traditionally suffered from water shortages.

Mr. Cayo elaborates:

Fenix also pays close attention to the environment in the Chilca region, going above

“The sustainability of the drinking water plant operation is based on the Environmental Impact Study carried out in 2005, when Fenix’s thermoelectric plant was still a project.

Moreover, given that Fenix uses seawater in the operating design for power generation, there is no impact on the availability of the continental freshwater which is very scarce in this area.”

If that wasn’t enough, Fenix also contributes to the health of the people in the region through its outpatient clinic at Las Salinas. Mr. Cayo explains: “the inauguration of Las Salinas outpatient clinic has been a fundamental commitment for Fenix and we are sure that this benefit will significantly contribute to promote good health in the area. It will be responsible

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and beyond what Peru’s government demands of it, to meet World Bank and International Finance Corporation standards.

Mr. Cayo says: “Our Power Plant’s combinedcycle technology makes an efficient use of natural resources. The use of the natural gas and the technology in the combustion process

FENIX is friendlier to the environment due to low carbon dioxide, sulfur dioxide, nitrogen oxide, and carbon monoxide emissions.�

Management Unit, and even tourism promotion, bringing economic prosperity to the ancient region.

Elsewhere, the company makes ongoing significant contributions to Agua para Chilca, which provides clean water to schools,

Partners and Suppliers

hospitals and homes in the region, Anemia Cero, a program which seeks to reduce the rate of children suffering from anemia - particularly those under the age of 3, the enhancement of schools in the region in coordination with the Ministry of Education and Local Educational

The fact that the consortium behind Fenix are so experienced in energy projects not just across Latin America, but also across the globe, means a number of things. For one, they look to bring best-of-class international standards to the project. Second, they stake

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Modular Solutions for Mining Quality, comfort and excellent service.

PE RÚ • CHI LE • C O L O MB I A • B RAS I L Find out about our experience in diverse industries MINING • CONSTRUCTION • AGROINDUSTRY • EDUCATION • HEALTH • HOUSING INDUSTRY

Info: 511 622 2800

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FENIX their reputation in the success not only of the project’s financials, but of its stakeholders too (as seen above). But what it also means is that they’re looking for the best partners and suppliers, and demand the most of them.

These partners and suppliers range from everything from local spare parts and equipment suppliers such as Adolphus S.A to global behemoths such as GE for power generation services. In between the two, there the Japanese Yokogawa, which provides integrated process control solutions, Pluspetrol, for the project’s significant gas supply requirements, the Peru office of Emerson Process Management for equipment and the local branch of Golder Associates, the consultants Fenix turn to for environmental monitoring.

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Fenix Rising: What the future holds The ancient area of Chilca is as good a reminder as any that nothing stays the same forever.

Even though Fenix finds itself in a low price gas environment now, this will inevitably change at some point in the near future. As Mr. Cayo says: “As for growth prospects, we remain optimistic for 2017 in terms of operating and economic results.

Fenix also aims to grow as part of its strategic plan.

The company is always looking for opportunities to grow in order to diversify risks and revenues.”

The good news is that Colbun, the owners of Fenix, and its partners also see their relationship with Peru as being a long-term one. “This is a long-term bet to stay and grow in the Peruvian market. We continually see new entrants, most of them investment funds that stay short periods and go. The entry of a company like Colbun is, without doubt, good news for the domestic electricity market.” Little wonder then, that in the old town of Chilca, there’s a new spring in people’s steps as they go about their business.

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FENIX

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BARRICK GOLD CORPORATION:

PUEBLO VI BREATHING NEW LIFE INTO AN OLD TOWN 16

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BARRICK GOLD CORPORATION

IEJO MINE: Quarter 2 2017 - The Sustainable Business Review

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THE SUSTAINABLE BUSINESS REVIEW When two giants of any industry come together to work on a project, it’s usually something special. The shared expertise, resources and reputations have the potential to create synergies which wouldn’t otherwise exist if either of the two companies undertook the project on their own.

This was the thinking when two giants of the gold mining industry, Barrick and Goldcorp, came together to work found the Pueblo

Viejo Dominicana Corporation (PVDC) a joint venture created to develop Pueblo Viejo, a gold mine in the Dominican Republic, located approximately 100 kilometres northwest of the capital city of Santo Domingo.

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Pueblo Veijo achieved its first gold production five years ago, in 2012 and completed its ramp up two years later in 2014. In 2016, it produced around 1.2 million ounces of gold.

This number is expected to remain more or less consistent into 2017, and the mine has

BARRICK GOLD CORPORATION

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BARRICK GOLD CORPORATION

Operations The mine at Pueblo Viejo is an outstanding example of running a successful joint venture. It features open pit mining at two large pits, Moore and Montenegro, and a satellite pit, Monte Oculto Norte. It is a conventional truck and shovel operation, with its processing take place via autoclave, carbon in leach (CIL) and copper precipitation.

All of its vital statistics, from gold and silver production, through to OEE (overall equipment efficiency - a commonly-used indicator in the mining industry) improved year on year in 2016, while costs were pushed down across the board, and most importantly, reported injuries were down 25% on 2016 figures.

In addition, 2016 saw the mine being awarded Barrick’s most improved safety performance among all its mines, as well as implementing a business improvement program and an employee development center for the 1,000 or so people that the company employs in the Pueblo Viejo area.

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THE SUSTAINABLE BUSINESS REVIEW just under 13.5 million ounces of proven and probable gold reserves.

Sustainability Research conducted by the University of Queensland and the Centre for Social Responsibility in Mining (CSRM) in 2011 showed that Pueblo Viejo stands to bring considerable benefits to the region over its lifetime. This is witnessed both in terms of the social and economic benefits that accrue to the region from developing the mine.

For example, the research showed that salaries in Pueblo Viejo generated each year total close to $90m - a considerable amount in an area with traditionally high levels of unemployment.

This doesn’t include indirect employment

created by the venture, which the report estimates could be in excess of 11,000 jobs.

Barrick and GoldCorp both run extensive CSR programmes across all their mining projects - especially important in an industry where many of the assets are located in economically distressed areas. The example of Pueblo Viejo, where close to 40% of the local population were living below the poverty line, is a case in point.

Both Barrick and GoldCorp were cognizant of this harsh reality and set about developing new social initiatives as soon as they arrived

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BARRICK GOLD CORPORATION in the Dominican Republic in 2009.

These included the strengthening of local agricultural production systems, the establishment of training and facilities to improve nutrition, small business

list of partnerships that PVDC has developed for the Pueblo Viejo project is the distinctly Dominican flavour. In reality, only two of the company’s major partners are international: the Hatch engineering consulting company and the Monte Rio Power Corporation.

Elsewhere, the partners are all Dominican - which goes some way to explaining why the University of Queensland report estimated that the project would create in excess of 11,000 jobs indirectly for the economy. The Dominican companies include La Antillana Comercial, Grana y Montero, Redsea Housing and PBS Dominica.

2017 and beyond

development centers and more.

The PVDC also signed an agreement in January 2009 with four local municipalities, to implement sustainable development plans for the region, whose goals are to improve education and health as well as preserving the traditions of the area.

These are currently being put into action with the help of local government.

Local and International Partnerships What’s particularly notable about the

The company has already set its sights on new operational targets for 2017.

These include plans for energy expansion and optimization and critical overall equipment effectiveness. Importantly for sustainability, there are also plans afoot to change the existing power plant from heavy fuel oil (HFO) to liquid natural gas (LNG) or biofuel, and to convert the lime kilns from diesel to natural gas or biofuel.

At the end of 2017, it also reached an agreement with the Dominican Republic government to rehabilitate the historical heated stand facility, which cements the company’s presence in the country and its part in developing its future. Pueblo Viejo roughly translates as ‘old town’ but thanks to PVDC and the progress it’s making, some new life is now breathing through that old town.

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PUNTA C

International Airport(PU Sustainability in Paradise

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CATEGORY

CANA

UJ)

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W

hen Dominican businessman Frank Ranieri and his US partner Theodore W. Kheel set out to find a suitable destination for a resort in the early 1970s, they settled on a beautiful stretch of

coastline on the west coast of the Dominican Republic called Punta Borrachón, which translated as drunkard’s point: they instead adopted the name Punta Cana, and an international brand in sustainable tourism was born.

From those humble beginnings, Punta Cana’s reputation has grown to the extent that, in order to cater for the millions of tourists who wanted to visit every year, it soon developed a full service marina, and in the early 1980s, a modern airport facility that incorporates the most up-to-date eco-friendly design: Punta

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Cana International Airport. We recently spoke with Rafael Alberto Smith, Operation landside Director of the Punta Cana International Airport about the airport, a world leader in sustainable aviation.

FROM HUMBLE

BEGINNINGS When Messers Ranieri and Kheel first arrived in Punta Cana over forty years ago, Punta Cana had little more than a rudimentary road leading to its coastline and vast potential. As Mr. Alberto Smith explains: ‘the government had no intention of developing tourism in this part of the island. All of its efforts were focused on other areas of the country, and they had to be convinced of its potential.’

PUNTA CANA INTERNATIONAL AIRPORT The Punta Cana that now exists is both a tribute to the vision of its founders and the willingness of the government of that time to listen. The MasterCard Global Destination index in 2015 showed that close to 6 million passengers arrived that year from all over the world, representing two thirds of all passengers arriving to the country, ranking it among the 10 most important airports in Latin America and the Caribbean.

This is borne out by some of the airport’s numbers.

Mr. Smith tell us: “After 12 separate expansions since its inauguration in 1983, today Punta Cana International Airport has two terminals for international commercial flights in 75,000 M2 of construction area, with the capacity to receive 2,500 passengers every hour, 16 ramps positions, 26 departure gates, 2 airstrips to receive all kinds of airplanes including Boeing 747-400’s, na FBO terminal for private aviation, a duty free

MORE THAN THE SUM

OF ITS PARTS

It is remarkable to think how conscious of sustainability the founders of Punta Cana International Airport were when it was inaugurated back in 1983. At a time when little thought was given to such matters, at Punta Cana, they were foremost in the plans. Mr. Smith tells us: “the original building imitated native Taino and Arawak structures, using inexpensive local materials such as palma cana thatch for the roof and coral stone for the walls.”

He continues: “the Dominican architect Oscar Imbert positioned the building to allow the coastal breezes to pass through the terminal,

area and a food court in each terminal.”

It’s hardly surprising given these statistics that so many airlines have decided to make Punta Cana a valued destination in their service offering. At the last count, nearly 60 airlines in the world, from Europe, the US, Latin America and Asia travel to Punta Cana on regular schedules, making it the most visited destination in the Caribbean and connecting locals to more than 96 cities across the world.

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PUNTA CANA INTERNATIONAL AIRPORT

A GB Group Company 28

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PUNTA CANA INTERNATIONAL AIRPORT

GB Group

is a leading, diversified

group of industrial and trading companies in the Caribbean collaborating with more than 4,000 employees and embracing managers from more than 15 countries companywide.

GB Energy – A GB Group Division – is one the leading oil companies in the Caribbean and the leading Aviation fuel supplier with aviation fuel operations in several countries servicing some of the busiest international airports in the region including: Punta Cana, Santiago, Samaná, Montego Bay, Kingston, St. Eustatius and St. Marteen, among others.

GB Energy Aviation is the largest and most trusted aviation fuel provider in the Caribbean .

Its widespread portfolio includes international passenger and cargo carriers, general aviation, military resellers and domestic carriers.

While constantly striving to improve operational excellence & dependability, we supply over 140 million gallons of aviation fuels. Our promise is simple: reliable supply & high quality fuels – always.

thus avoiding the use of air conditioning.

The high and open ceiling allows the building to take advantage of natural light and reduce the need for artificial lighting during the day. These days, we operate an efficient waste management program that recycles 60% of the waste produced by airplanes and the airport terminals. The goal is to become a zero waste airport.” In 2014 alone,1,206 tons of materials were recycled and produced 9.676 gallons of vegetable oil. At this rate, it seems it won’t be long before it achieves its goal of zero waste.

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PUNTA CANA INTERNATIONAL AIRPORT

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PUNTA CANA INTERNATIONAL AIRPORT

PERFIL DE LA EMPRESA

Exactly what you were looking for in a partner.

Effective, safe, organised, responsible, efficient, accountable. These are usually the qualities you are hunting for when on the lookout for air cargo handlers or service providers. We understand the meaning of every single one of those words so let's talk about what it all means: being confident that every ounce of your business is safe, in capable hands, specially when it's flying over 30,000 feet anywhere in the world.

We sure can handle your cargo. That's a given since 1995 when Caribe Cargo started operating in Dominican Republic. Our team of highly capable general handling and sales agents all over the country can definitely surpass your expectations, constantly trained to make all the right decisions, working to keep every freight on the right track and your business growing as it should be.

This decision is yours, after that you can leave the heavy lifting to us and get back to business.

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FOCUSING

ON PEOPLE As we have come to see, Punta Cana International Airport is international in the truest sense, but it has managed to maintain the warmth and human touch that people associate with the Caribbean region as a whole. It is a reputation the Airport is eager to maintain. Mr. Alberto Smith tells us: “Ours is a family friendly airport; each terminal has a kid’s area at the departure gates and each week the airport staff organize different entertainment for passengers especially kids and families while waiting at the gate for departure.” This dedication to people is reflected by 2016 being the second consecutive year that it has won the Airport Service Quality Award, issued by the International Council of Airports.

Its devotion to people doesn’t stop at the airport’s gates, either - it extends into the local community. Mr. Smith tells us: “Corporate Social Responsibility plays an important role in the owners’ vision – a percentage of profits from the airport are invested in community projects and the company’s mission to promote sustainable development ranges from interest-free educational loans and medical facilities to revolving loan funding for their workers’ housing and an ecological foundation to protect and preserve the land and marine life.”

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PUNTA CANA INTERNATIONAL AIRPORT

PARTNERS

Growing from that little beautiful but wild part of the Dominican Republic where few people had the vision for something bigger demanded Messers Ranieri and Kheel recruit a strong team, and over time, an equally

strong network of partners and suppliers.

Today, among the most important of these are GB Energy Aviation, which supplies aviation

PUNTA CANA INTERNATIONAL AIRPORT fuel and its related facilities not just to Punta Cana, but to airports all over the Caribbean.

Similarly for companies like Caribe Cargo, which supplies world class sales agent and

cargo handling services, and the Caribbean Catering Services Company, which manages Punta Cana’s two food courts and feeds six million passengers every year. Elsewhere, the airport is indebted to United Airlines and Aero República, who its works closely with to ensure that visitors receive world class service from the moment they leave the foreign airport to when their trip to the Dominican Republic finishes.

CONTINUED PROGRESS IN

PARADISE Employees at Punta Cana have taken to calling it paradise, and there’s something to that. In nearly 50 years, the island has gone from being a forgotten backwater of a beautiful country to one of Latin America’s premier tourist destinations.

More admirable still, is that this has all been done with a nod to sustainability - and not just in the last few years, when sustainability has come to the forefront of public thinking, but since the very outset.

Things keep moving at Punta Cana International Airport. Mr. Smith tells us: “Due to the increase in passengers’ arrivals, the expansion process of terminal B began with 50 new points for check in, 5 new ramp positions, an expanded baggage claim area and a new pedestrian bridge that will connect terminals A and B.” Thanks to progress at Punta Cana International Airport, more people than ever will have access to paradise.

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CAAS

The Civil Aviation Authority of

Singapore

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S

ingapore’s economic growth over the second half of the 20th century is nothing short of a miracle. The policies introduced

by Lee Kuan Yew – widely recognized as the father of modern day Singapore – led to a transformation of the country’s fortunes.

What was once something of a backwater is now considered a global leader across many business and social indicators. Consider for example, that Singapore’s GDP per capita is just under $80,000 – dwarfing every other east Asian nation.

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One of the driving factors behind this growth was a policy of openness. Singapore is ranked second on the Index of Economic Freedom which measures a country’s openness of trade with other countries. Gaining prominence on the list requires that the country has world class transport infrastructure. Singapore Changi Airport was ranked 1st in the world at the 2016 Skytrax World Airports Awards – remarkably, the fourth consecutive year its picked up the award. Clearly, the organization responsible for the airport, the Civil Airports Authority of Singapore is doing something right so we decided to take a closer look.

CAAS

Making a key contribution

to Singapore’s success Civil Aviation authority of Singapore (CAAS)’s mission is to ‘grow a sfae, vibrant air hub and civil aviation system, makinga key contribution to Singapore’s success.’ For over 30 years, since its formation as a statutory board back in 1984, it has done just that. It has brought billions of visitors to the country, which has a population of slightly over 5 million people.

Singapore Changi Airport, where most of these

visitors pass through, is the 16th busiest airport in the world and an integral part of Singapore’s integration in the global economy.

Natioal aviation authorities have at times been the poster children for government excess and inefficiency. The CAAS not only turns a profit every year, but a handsome one. In 2015/16, its comprehensive net income was S$62.5 million – coming a year after a S$65.8 million profit the year before. It achieves these results, and develops Singapore’s aviation infrastructure, not with excessive amounts of debt, but through sensible financial management. Its

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THE SUSTAINABLE BUSINESS REVIEW balance sheet shows a large capital government grant was provided in 2015, but this has to be taken in the context of the contribution that the CAAS makes to the country’s overall economic strategy.

A glimpse through the accomplishment’s of the CAAS reveals that in its 32 years of operations, the authority has received both regional and global recogition. And while that’s impressive on its own, it’s also noteworthy how these rewards are becoming more and more frequent as the years pass. This points to an unwillingness on the authority’s management to rest on their laurels, and the continuous improvement of standards across the board. Notably, it has achieved impeccable results in the International Civil Aviation Organization’s Universal Safety Oversight Audit Programme.

The CAAS is also recognized as a centre of aviation learning and thought leadership in the internaitonal aviation community. It shares its kowledge and experience globally and provides a platform for the exchange of knowledge and ideas. It also makes an outstanding

contribution towards building Singapore into a centre of excellence for aviation knowledge and human resource development, so that it continues on the same growth path that it set out on back in the early 1980s. For example, its training arm, the Singapore Aviation Academy

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CAAS

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THE SUSTAINABLE BUSINESS REVIEW (SAA) provides a comprehensive range of training programmes and is comprised of four specialized schools – the School of Aviation Management, the School of Air Traffic Services, the School of Airport Emergency Services and the School of Aviation Safety and Security. Through these programmes,it has trained over 70,000 partipants from over 200 countries and territories.

Contributing to International Standards in Sustainability

The CAAS likes to remark that it contributes to international standards in sustainability. In fact, there is ample evidence to suggest that it drives international standards. It actively works with the International Civil Aviation Organization (ICAO), a UN body, to secure international to develop a comprehensive framework, involving a combination of technology, operational, research & development and market-based measures, to ensure the sustainable growth of global civil aviation.

The CAAS also actively supports the work of ICAO in its Committee on Aviation Environmental Protection since 2000, while Singapore played the role of Chairman of the ICAO High Level Meeting on International Aviation and Climate Change in 2009. Singapore continued to participate actively in the ICAO DGCA Climate Informal Group formed as a follow-up from the High-Level Meeting and the Informal Working Group on the Draft Assembly Resolution on International Aviation and Climate Change in 2010.

Elsewhere in terms of sustainability, the CAAS supports several youth initiatives. In 2015, close to

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CAAS 500 secondary and tertiary level students were brought to on-site courses at the CAAS. Primary and secondary schools were also furnaced with information about the CAAS and how they could benefit from and interact with the organization now and in the future. The CAAS also runs an annual ‘Aviation Run,’ the proceeds of which go towards supporting 80 local charities. Nearly 5,000 people compete annually and in 2015, the event raised S$250,000.

World class services supported by world-class partners

The CAAS maintains the standards that it has set by being extremely selective in choosing partners to support it in its operations. The completion of Jewel Changi Airport in 2018 – a lifestyle terminal located in front of Terminal 1 at the existing airport – is set to significantly increase existing numbers at the airport and with them, bring increased demand from the airport’s services. This means everything has to run more efficiently to maintain standards.

One of the first steps in making people move around more efficiently is to improve the automated people mover (APM) at the airport. The award for upgrading the transit system was recently provided to Mitsubishi Corporation (MC) and Mitsubisihi Heavy Industries (MHI). They will be responsible for supplying additional cars for expanding the existing system at the airport as well as for the design, manufacture, installation and commissioning of the overall upgrade, schedule for completion in 2019.

Increase in passengers also creates demands on air traffic control. Priding itself on its safety record, the CAAS keeps well ahead of passenger growth projections to ensure that its air traffic control resources are never strained. In 2015, it awarded the contract for its air traffic control to NATS, the UK’s leading air traffic management company, It was awarded the contract for managing Singapore’s air traffic

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Unlocking airport capacity and efficiency in Asia Pacific NATS is working with its customers in Asia Pacific to support the growing demand for aviation, including the Civil Aviation Authority of Singapore (CAAS), AirNav Indonesia, the Hong Kong Airport Authority and the Japan Air Navigation Service (JANS).

Discover more about what we do, visit; www.nats.aero

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CAAS

NATS Asia Pacific

air traffic control training, safety management, as well as

NATS is the UK's leading provider of air traffic control

NATS

services and has over 50 years of experience and expertise

governments, militaries, airport operators and airlines

in managing the world’s most complex airspaces. NATS

in Asia Pacific. In Indonesia, NATS has partnered

is a trusted advisor of airports, aviation authorities and

AirNav Indonesia and AP II to increase flight capacity at

governments around the world for the optimisation of safe

Soekarno-Hatta Airport without adding a new runway by

airport and airspace performance.

improving air navigation, infrastructure and facilities. In

analytics and research. continues

to

expand

its

relationships

with

the Philippines, NATS, together with Schema Konsult, is NATS brings to Asia a proven track record and a suite of

optimising the use of Manila’s Ninoy Aquino International

adaptable and scalable solutions that sets the standard

Airport’s dual runway system and boosting the airport’s

in air traffic management support. Through a cruise-to-

capacity.

cruise approach backed by data and innovation, NATS delivers real value to its partners in overcoming critical

NATS is also supporting the Hong Kong Airport Authority’s

challenges to unlock capacity and efficiency.

plan to expand Chek Lap Kok Airport by adding a third runway on reclaimed land. It will provide airspace and

NATS is working with the Civil Aviation Authority of

runway alignment design for the project in this congested

Singapore (CAAS) to strengthen Singapore’s regional hub

and geographically demanding environment. Additionally,

status through improvements to ground and airspace

NATS is collaborating with the Japan Air Navigation

performance, as well as its ongoing airport expansion

Service (JANS) to formulate detailed operational plans

plans. To ensure Changi Airport is mission-ready for the

to manage the expected influx of air traffic in Japan’s

exponential air traffic growth expected, NATS is helping

airspace before, during and immediately after the 2020

CAAS advance its air navigation services capabilities

Tokyo Olympic Games.

across four pillars: air traffic management operations,

control after a competitive tender process that involved four other companies. Its role will involve air traffic management operations, air traffic control training, safety management and analytics/research.

Locally, CAAS turns to the ST Aerospace Academy (STAA), one of the world’s leading

aircraft maintenance, repair and overhaul service providers. Having only been founded in 2007, STAA already employs over 8,000 people across the globe, taking a leadership position in its field. It has a simulator training centre in Singapore’s Seletar Aerospace Park and is among a select few flight training organizations in the world to train airline cadets

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THE SUSTAINABLE BUSINESS REVIEW on the competency-based Multi-crew Pilot Licence (MPL) programme.

From back water to flagship

The Singapore ‘economic miracle’ is anything but a miracle; it came about because of

institutions like the CAAS, which are committed to being at the forefront of their respective industries. One look through the media channels of the CAAS tells of an organization which is in continuous evolution – and in search of improvements: An example of this can be seen in the fact that despite holding the title for the world’s best airport for the past 4 years, in July 2016, CAAS management began a drive to improve efficiency across the board at its main airport: People who has visited the airport might well wonder how it could possibly be any more efficient. But if it anyone can answer that question, it’s the CAAS.

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CAAS

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THE SUSTAINABLE BUSINESS REVIEW

THE NATIONAL

HEALTHCARE GROUP

Adding Years of Healthy Life

S

ingapore is a remarkable country in many ways.

Its growth story is well told at this stage, and has provided a template to small, underdeveloped countries to become world leaders. Thankfully, this is as true for the country’s health system as it is for its economy, its education system and its system of government.

Singapore’s National Health Group (NHG) is the organization which is responsible for ensuring the health of Singapore’s 5.6 million people. And on the basis of its goal to ‘add years of healthy life,’ it isn’t doing such a bad job: In 2017, Singapore has the world’s 2nd best ranked health system and the country’s citizens had an average life expectancy of just over 83 years.

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NHG

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THE SUSTAINABLE BUSINESS REVIEW

Recognized at home and abroad The NHG is a publicly funded group of healthcare institutions which was founded in the year 2000. Being a relatively new organization, it reflects the needs of a modern country like that of Singapore and has none of the archaic processes which tend to burden national heathcare systems in other developed countries.

The NHG provides healthcare through an integrated network of nine primary healthcare

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polyclinics, acute care and tertiary hospitals, national specialty centres and business divisions. All of its branches are patient-centric, and work according to the NHG�s core values of collegiality, compassion, respect, integrity, social responsibility and professionalism.

In addition, the NHG maintains standards through a seven-point set of rules, which all NHG employees receive upon beginning with the group:

NHG

• Healthcare originates from what patients need and value

Continuous Research

• We care and protect patients and ourselves

In 2015, the NHG began comprehensive surveys into the healthcare requirements of the citizens of Singapore. The results of these studies are expected towards the end of 2017 or the first semester of 2018. Together with data retrieved from patient clinics and other institutions under the NHG wing, they provide fresh data which can be used to improve services at the NHG.

• We work with guidelines and standard processes • We solve the problem or take responsibility for handing over to the next step • We give ideas, learn, develop, improve continuously and share results • As a system with partners, it is the system’s results that count • We feedback to the step before

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THE SUSTAINABLE BUSINESS REVIEW

EDrive Power Assist Robot - Safety maneuver of heavy cart - Small foot print - Costs effective

EPUSH

A provider of robotics for healthcare, SIIX-AGT Medtech Pte Ltd. Specialises in service robots and surgical robots clinical application, design and development. Through our designs and innovations, we want to improve and transform the healthcare industry, and make life easier for medical practitioners, care-givers and patients. A leader in robotics power-assisted technology for hospital beds, our EPUSH technology earned us the first prize in Singapore’s National Healthcare Group’s Innovation Supplier Award in 2014. Our business partners and customers include large and established companies from Singapore, Japan and Germany

The first of these studies was a 3-year Population Health Study for the Central Region of Singapore. In total, it covered over 7,200 individuals at the NHG’s Health Services and Outcomes Report (HSOR) department and when delivered, its outcomes will help the NHG to design effective programmes to improve the health of the community.

The second study concerns mental health - an area all too commonly underrepresented in public health expenditure, but not in Singapore. The Institute of Mental Health (IMH) Nanyang Technical University (NTU) and Saw Swee Hock School of Public Health have all been tracking and trending key mental health disorders including schizophrenia.

The results obtained by this second study will help researchers to identify

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Robotic Patient Bed Pusher Improved Manoeuvrability Easy operation light weight

Amabelle II Robotic AGV Last Mile Transportation - Small footprint - High reliability - Costs effective

Merlin Service Robot - No infrastructure changes - Flexible application

Food Cart Power Assist Food Cart -

Costs effective Easy operation

NHG gaps in treatment and develop interventions to address them. It’s a credit to Singapore’s forward-looking approach to healthcare, that even the less ‘visible’ disorders that affect its

country’s citizens under the ‘stay healthy, live well’ banner. A primary example of this can be seen in the 2016 launch of Stars for Health (S.H.I.N.E.) which encourages its staff to take

population receive no less attention when it comes to treatment and research.

care of their personal health.

‘Not being ill isn’t the same as being healthy’ In its annual report, the NHG states, in a simple but insightful way, that ‘not being ill isn’t the same as being healthy.’ It’s a nice take away which many of us could do well to remember, encouraging Singapore’s citizens to take an active approach to their health, rather than a passive one.

As such, the NHG runs a number of initiatives which encourage healthier living among the

In addition to a steps challenge, which encouraged staff to measure the number of daily footsteps (and by extension, their daily exercise routines), it also culminated in a healthy-eating cookbook which was distributed throughout the NHG and its branches, with an emphasis being placed on healthier, affordable meals.

Another area where the NHG has shifted its focus is towards childhood obesity levels.

As elsewhere in the world, Singapore’s childhood obesity levels are on the rise. To

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NHG

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NHG

counter this, it has designed the ‘shaping a healthy future’ programme, which involved children throughout the education system and encouraged them to develop programs to think about, and design ways to counter obesity.

Elsewhere, the NHG has developed a voluntary care system, where its employees tap into community ventures that look after the old and impaired. The “Neighbours” initiative has already been implemented in Singapore’s Central Region, and has provided support to elderly citizens on an ongoing basis. The plan is to roll it out nationwide as soon as possible.

Continuous evolution of healthcare What comes across quite clearly in everything that the NHG does is the refusal to stay stagnant - whether that’s encouraging people to become more active in their daily lives, getting out and meeting the community or

from a more organizational viewpoint. Evolution is evidently one of the keys to the ongoing success of the NHG. In 2015, it redesigned its strategic work streams into five core areas: care redesign, staff point of view, patient point of view, organization development & design, and training for the future. The aim of this change, in short, was to meet future challenges and the NHG has already indicated that the changes have recorded significant successes.

Perhaps the final word is best left with the CEO of the NHG, who says in his annual address: “To ensure our future readiness, NHG will continue to engage, educate and empower our staff, our patients and their families, and the community to take more ownership of their health and live well.”

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CANADIAN NATIONAL RAILWAY

CANADIAN

National RAILWAY: CLOSING IN ON A

CENTURY OF PROGRESS

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THE SUSTAINABLE BUSINESS REVIEW

THE NAME

Canadian National Railway may conjure up images of trains

bringing passengers and cargo across Canada’s immense plains, but the company is far more than that. For one, while the company remains proudly Canadian, it operates across all of North America. And secondly, Canada National Railway (or “CN” as it is more commonly referred to) is more of an integrated logistics company than its name suggests, taking in warehousing and distribution centers, trucking and freight forwarding.

Canada and the US at year end 2015, and has approximately 19,600 route-miles of track in North America, carrying around $250 billion of goods every year and offering rail connections to 3 coasts. Its 2016 revenues were C$12.037 billion, with net income of C$3.64 billion.

GETTING BACK

on track

Having been founded in 1918, the company will soon celebrate its 100th birthday in an historically strong position, but it wasn’t always thus; until its privatization in 1995, the company was considered something of a laggard in the railway industry, generating huge annual losses and generally being a byword for inefficiency. That’s all changed. In 2011, for example, the company’s largest shareholder was none other than Bill Gates, the world’s some time richest man, and fittingly, author of “Business at the speed of thought.”

Reaching its current position as ‘North America’s Railroad’ as its motto states, wasn’t merely a case of acquiring several industry peers. Management at CN put in place a set of priorities, which drive how business is conducted every day, supporting its commitment to be the best in its industry.

These priorities are: operational and service excellence, creating value for shareholders, creating value for customers, delivering safety and responsibility, and playing its role as a backbone of the Canadian economy.

A series of acquisitions since its privatization in 1995 have contributed to CN’s impressive statistics; at a time when when globalization is considered the norm, it remains the only transcontinental rail network in North America.

The company employed over 23,000 people in

The company maintains a set of detailed measurements, which it calls Precision Railroading, in each of the priorities to ensure that it is on a trajactory of continuous imporvement. On the customer side, it provides 24-hour a day information on the status of their

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CANADIAN NATIONAL RAILWAY

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THE SUSTAINABLE BUSINESS REVIEW MEDICAL EXAM MANAGEMENT

Comprehensive Health Services’ exam and screening programs include standardized processes and procedures that provide commonality and stability of medical services across a large, geographically dispersed workforce, thus enabling our clients to focus on their core business.

Quality Medical Exam Management Comprehensive Health Services is a leading global provider of workforce medical solutions for the United States Government and prominent National and International commercial organizations. For over 41 years we have successfully designed, implemented, and managed high quality medical services programs worldwide.

We partner with our customers to solve the highly complex, large-scale health care challenges that they face by implementing and managing cost-effective, customized medical programs for large and dispersed workforces. Our technologydriven, flexible health care solutions provide a tailored service approach to ensure employers can meet the occupational health needs of their employees and satisfy legal requirements and compliance issues anywhere in the world.

HEADQUARTERS 8810 Astronaut Blvd., Cape Canaveral, FL 32920 WASHINGTON, DC OFFICE 10701 Parkridge Blvd, Suite 200, Reston, VA 20191

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Comprehensive Health Services provides a wide range of medical services including managing and staffing onsite health clinics and hospitals.

Our key capabilities include: ► National Exam Management - Pre-Placement - Pre-Deployment - Fitness-for-Duty - Medical Surveillance - Wellness Programs ► Medical Clinics and Services ► Mobile/Temporary Medical Services ► Shelter Operations ► Medical Training and MASCAL Exercises ► Medical Records Management For more information visit our website at chsmedical.com CONTACT US: Doug Magee, Senior Vice President, Business Development Office: (703) 261-0110 Email: dmagee@chsmedical.com

CANADIAN NATIONAL RAILWAY

Comprehensive Health Services provides high quality medical service solutions to the United States Government and prominent National and International commercial organizations. As a leading workforce health services company, we have over 41 years’ experience in the design, implementation, and management of medical services programs worldwide.

Our service delivery is concentrated in three areas: • International.

Comprehensive Health Services operates globally to provide medical and veterinary services for North Atlantic Treaty Organization and the United States Government military, civilians, supporting contractors, and local national employees.

• Comprehensive Health Services-Operated Mobile/Temporary Medical Services.

Comprehensive Health Services deploys Mobile Medical Services Teams to set-up and operate temporary, onsite, customerspecific clinics anywhere in the United States and its Territories, including temporary and emergency shelter services.

• Off-Site Services Delivered through our Provider Network. Comprehensive Health Services provides occupational medicine and health programs with one of the largest networks of fully credentialed providers in the country. Our provider network consists of

over 12,000 contracted healthcare providers at nearly 10,000 facilities, including more than 4,400 specialists that provides medical services to commercial and government clients across the entire United States and its Territories and in several international locations.

Comprehensive Health Services has staffed over 5,800 medical and shelter operations personnel.

We maintain a Board-Certified medical staff of physicians and other credentialed providers, and follow a rigorous process for screening, verifying, and updating the medical credentials, licenses, and certifications of all the physicians, nurses, and other healthcare professionals within our company and in our provider network. Our technology-driven, flexible health care solutions provide a tailored service approach to ensure employers can meet the occupational health needs of their employees and satisfy legal requirements and compliance issues anywhere in the world.

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THE SUSTAINABLE BUSINESS REVIEW order, and has established a set of user-friendly onine tools for anyone to interact quickly and easily with the firm. Best of all, because CN operates a railway and truck network, there is no need for a delivery to ever be passed to a third party, ensuring that the company has total accountability to the customer.

ON SUSTAINABLE

tracks

Canada is a country which is blessed with a plethora of industry-leading companies.

Therefore, the fact that CN is consistently recognized as one of its best 50 corporate citizens tells you much about the company’s commitment to sustainability. The railroad industry is not one which has traditioanlly been associated with stellar treatment of

its employees, instead it often depended on unions in the past to find an accord between companies and their employees. This isn’t the case at CN, where its duty as a corporate citizen extends from potetial employees right through to its existing 23,000-strong workforce.

CN constantly seeks to engage and develop the next generation of railroaders, offering a

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wide variety of programs and opportunities that foster growth. Its initiatives in this area include the CN Campus, a $55 million investment in two state-of-the-art training facilities in Winnipeg and Homewod; training and educational financial assistance being made available to all of its workforce; the CN Ambassador program, where employees are encouraged to bring others into the company, and the firm’s Share Ownership program, where employees benefit from a financial state in the firm’s success. The

CANADIAN NATIONAL RAILWAY

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THE SUSTAINABLE BUSINESS REVIEW firm also embraces diversity in the workforce, with close to 40% of its new workforce in 2014 voluntarily self-declaring as being members of a minority.

Finally, it is generally acknowledged across the board that railways offer the best opportunity we have in the long-term for sustainable transport and cargo. For example, rail transport emits anywhere between 4 and 6 times less greenhouse gas emissions than trucks. In its own industry, CN seeks to be the best-inclass, significantly reducing its own emissions to the point where it is consuming close to 15% less fuel per gross ton mile than the industry average.

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SUPPLIERS CN’s carefully selects the partners which heed the priorities previously outlined. For example, the health of its workforce is covered by Comprehensive Health Services, one of the most experienced workforce medical services in the US, with over 40 years of practice. On the technical side, CN calls on Esco Rail which help it with carriages and other rail technology, Amsted Rail, which have provided it with many of the management devices on its tracks and GE manufacturing services which assist in repairs and mainteance. Finally, it calls on Aecon, the large Canadian construction conglomerate for maintenance and construction work across CN’s considerable and growing portfolio of assets.

CANADIAN NATIONAL RAILWAY

THE FUTURE

is rail

On January 18th 2017, a specialized cargo train from China arrived in London for the very first time. The event went largely unnoticed, but it has the potential to dramatically change the world for the better: the gradual movement away from cargo ships to railroads will bring about enormous sustainability benefits. In North America, this charge is being led by CN, one of the industry’s most environmentallyconscious firms. ‘North America’s Railroad’ in that sense, is more than a railroad: it’s hope for a more sustainable way of transporting goods well into the future.

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SASK

HIGHWAY AND INFRASTRUCTURE: CONNEC 66

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SASK

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THE SUSTAINABLE BUSINESS REVIEW challenges in terms of providing road, rail, water and electricity links to areas far from city centers. However, Canada’s companies not only address the challenge but thrive on it. Rarely do we hear the words ‘creaking infrastructure’ and ‘Canada’ in the same breath. One such company responsible for this ongoing success is SASK Highway and Infrastructure - responsible for the roads and infrastructure in the Canadian Province of Saskatchewan.

It is sometimes forgotten that Canada is the world’s second largest country by landmass at just under 10,000 square kilometers. With a relatively small population of 35 million people, this means that Canada is also one of the world’s least densely population; in fact, just 15 countries in the world are less densely populated than Canada at 9.43 people per square mile.

The goals of SASK Highway and Infrastructure are to support trade and investment, increase transportation safety, enhance quality of life and efficiently manage the transportation system. Saskatchewan experiences extremes of heat, with spreads of over 40 degrees in a year. This complicates the role of SASK. Saskatechwan also poses a unique challenge in that Thin Membrane Surface roads were constructed in rural areas of the province in the 1960s and 1970s to provide a dust-free alternative to gravel roads, and these become vulnerable in wet weather or heavy traffic. In all, SASK maintains more than 5,000kkm of TMS highways in the province.

Sparsely populated territories can create

In all, SASK Highways and Infrastructure

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SASK provides maintenance of Saskatchewan’s 26,288km of highways, 785 bridges, 400 large culverts, 12 ferries and 17 northern airports. It also has approximately 2,000km of railways under provincial jurisdiction and operates a communications branch for the public, where it keeps them updated; in a province that faces the weather challenges outlined in the previous section, keeping everyoe abreast of weather and how it is affecting infrastruture is essential for safety and planning.

In 2016, SASK Highways and Infrastructure reached a new landmark: for the first time in its history, it announced that it would be investing in excess of $1 billion. Highways and Infrastructure Minister Nancy Heppner said: ““Saskatchewan drivers can expect to see work on projects in virtually every corner of the province. This year’s plan includes major projects, in addition to much-needed repairs to many of our rural highways that will keep our growing economy strong.”

Local Partners Managing the infrastructure of a geographic area the size of Saskatchewan is made considerably easier for SASK by having a plethora of excellent local service providers to

call on. Very rare, if ever, does it need to call on services from outside Canada and more often than not, it finds the contractors it needs inside the province’s own borders.

To provide just a sample of some of the firms that SASK works with; Associated Engineering helped in putting together the Yorkton Transportation Study; the Martensville and Warman Overpasses – should they go ahead – will all call on the civil engineering services of Peter Kiewit Infrastructure, McElhanney Engineering and ISL Engineering. Project management is carried out by a host of companies, among them the MMM Group, which is currently working on the Regina Bypass, and Aecom, which is working with SASK on the Estevan Truck Bypass.

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Aggregate Productions – Asphalt Paving – Concrete Highway Construction – Major Excavations Site Development – Underground Utilities Installation Unit 7 - 3111 Millar Ave. Saskatoon, SK S7K 6N3 306-653-2711

Box 545 Russell, MB R0J 1W0 204-773-2586

1880 Winnipeg St. Regina, SK S4P 3C2 306-949-0399

Aggregate Productions – Asphalt Paving Concrete Highway Construction – Major Excavations Site Development – Underground Utilities Installation Unit 7 – 3111 Millar Ave. Saskatoon, SK S7K 6N3 306-653-2711

Box 545 Russell, MB R0J 1W0 204-773-2586

1880 Winnipeg St. Regina, SK S4P 3C2 306-949-0399

SASK

Operating for the People of Saskatechwan The number of public programs that SASK operates are testament to its commitment to deliver for the people of Saskatchewan. For example, the Adopt a Highway Program allows interested parties to help beautify Saskatchewan right-of-ways by picking up litter and trash from designated sections of the provincial highways. To cater for these individuals, SASK directs special incentives and road safety measures for the people to carry out the work in safety.

SASK also runs open house initiatives before projects begin, so that all stakeholders can have their say in upcoming transport infrastructure in their area. These occur on a regular basis, the latest taking place on November 14th for the Martensville and Warman Overpasses. All stakeholders are encouraged to attend and the SASK representation usually includes

contractors involved on the project in question and employees from the Ministry of Highways and Inftrastructure itself.

Because of the scale of Saskatchewan, many remote areas operate small community airports. SASK is committed to helping these airports through its Community Airports Program (CAP). Since the program began in 2007, the Saskatchewan government has invested $5.7 million in 36 different community airports scattered around the province. Eligible airports are those that support economic development, general access to surrounding communities, air ambulance and medivac operations, commercial operations and aviation safety.

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2017 and beyond As well as continuous maintenance on existing roads and highways, SASK is currently working on multi-year construction projects whose aim is to improve safety and efficiency on Saskatchewan’s highway network. This list of

projects includes the Regina Bypass, Highway 6 and 39 Planning, the Estevan Truck Bypass, the twinning of Highway 7, the twinning of Highway 16, and the Warman and Martensville Overpasses.

A range of planning studies whose aim is to identify current and future traffic needs are also ongoing. They give some indication as to the future direction of the roads and infrastructure in the province. Among those currently under considation are Highway 11/12 Corridor, the Highway 305 Design Project, the Shellbrook In-Service safety review, the Sasksatoon West Connector Route and the Yorkton Regional Transportation Study. Like a straight road on one of Saskatchewan’s plains, the worklist of SASK can seem endless but it keeps going – continuing on its goal of connecting Saskatchewan to the world.

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SASK

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Bala Grap Proj

In 2017, the Af celebrates the of political stab stability has co a number of lev this was seen w Balama Graphit of the port city

Although graph yet begun at Ba considerable hi a British geolog in the area con resources at th to have discove graphite, of a m think have ever 74

The Sustainable Business Review - Quarter 2 2017

BALAMA GRAPHITE PROJECT,

ama phite oject

frican country of Mozambique proud landmark of 25 years bility and democracy. With ome significant progress on vels. A recent indication of with the establishment of the te Project, some 300km west of Pemba.

hite production has not alama, it’s a name with istory attached. In 1893, gist and engineer working nducted an inventory of he site. In his report he claims ered ‘the greatest deposits of most excellent quality, which I r been found.”

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THE SUSTAINABLE BUSINESS REVIEW The claim was a big one, but thankfully for Mozambique, an accurate one. In 2013, Syrah Resources announced that Balama held the largest graphite deposit in the world. Syrah Resources is investing some US$200 million to access the mine’s 81.4m tonnes at an average grade of 16.2%, containing 13.2mt of flake graphite.

Building a relationship with Mozambique and its people The fact that the Balama graphite Project is expected to operate in Mozambique for many years means that Syrah Resources are in for the long haul. The money they invest in their employees, the local community and the environment will all pay handsome dividends for them and the country further down the line.

We recently spoke with Jordan Morrissey who is the Chief People Officer at Syrah Resources and will play a key role in the aforementioned investment in people. Jordan took some time to tell us about Syrah Resources’ operations on the ground, the company’s partners, and how he sees a bright future for the company and Mozambique as a whole.

For an operation which is effectively about to begin, the statistics in employment terms are pretty impressive. As Morrissey notes: “The number of people employed on the project peaked at 2,090 in January 2017. Twigg Exploration and Mining Limitada (Twigg), a wholly owned subsidiary of Syrah Resources, currently employs 523 people in Mozambique with 73% of these people coming from the project’s eight host communities, as per our local employment strategy.”

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BALAMA GRAPHITE PROJECT,

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THE SUSTAINABLE BUSINESS REVIEW Employment is important, but the diversity of that employment is of paramount importance.

According to Morrissey: “There is currently a 23% representation of women across the Company with women holding Management and General Management positions. Diversity and equal opportunity feature prominently in the Company’s induction and training programs.”

Respecting Mozambique’s environment

All of the employment efforts carried out by Syrah Resources on the ground are conducted in close collaboration with the Chief of the Host Communities to ensure that a fair and equitable approach is taken. The company has already hired and trained up locals across various disciplines including mining, processing, human resources, training, procurement, warehousing, health and safety and infrastructure.

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Beyond its people, Syrah Resources is strongly committed to environmental sustainability and to minimizing its impacts on the local environment wherever possible. The Company’s Environmental Monitoring Program (EMP) is the primary tool to assist in identifying, understanding and minimizing the Project’s footprint. The EMP is run in consultation with the Host Communities to ensure the Company utilizes the customs, experiences and practices of the local people. The EMP analyses key metrics across the following areas: • Invertebrate Monitoring • Fishery Surveys • Ecological Surveys • Socio-economic & Health Surveys • Noise Monitoring; • Groundwater Monitoring; • Surface Water Monitoring; • Dust Monitoring; • Air Quality Monitoring • Radiation Monitoring; and • Flora & Fauna Surveys.

Morrissey was also able to provide us with some further detail on the company’s environmental

BALAMA GRAPHITE PROJECT

Fuel

Lubricants

Fuel Card

Fuel Tanks

Call us: Commercial Department Tel.: + (258) 21 307 230/13 Cell: + (258) 82 310 5430

Service Station Total Mozambique, providing solutions to your local business. www.total.co.mz

Energizing Performance. Every day

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THE SUSTAINABLE BUSINESS REVIEW efforts, saying: “As part of the construction program; a state of the art bituminous geomembrane liner was installed at the Tailings Storage Facility and on Waste Rock Dump Stockpiles to eliminate any seepage losses to protect local groundwater resources. The geo-membrane is used for landfill lining and capping for the protection of groundwater in hydraulic, environment or transportation settings.”

Elsewhere, Syrah Resources is also planning a water recycling program, which will use reject water from a reverse osmosis plant mixed with tertiary treated wastewater for dust control and irrigation. The re-use of these wastewater streams greatly reduces demand on both surface and groundwater resources within the district.

Significant CSR efforts As with all of its operations, Syrah Resources has built up a significant CSR effort stemming from the Balama Graphite Mine.

As Mr. Morrissey notes: “Key community projects have been delivered across the Host Communities over the last two years which include the installation of solar powered water stations, mechanical water boreholes, fencing of the Balama District Hospital, solar powered lighting at the local school and donations to sporting teams and key community groups, to name a few.”

A Local Development Agreement (LDA) stipulates a strong commitment over the term of the mining concession to delivering social projects across three main areas: physical projects, local employment & training and health promotion Once endorsed, a Community Consultative Committee will be formed to ensure key community stakeholders are consulted and have input into the key projects that are to be delivered under the LDA. This will ensure initiatives are closely aligned with the

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BALAMA GRAPHITE PROJECT

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BALAMA GRAPHITE PROJECT

“Key community projects have been delivered across the Host Communities over the last two years which include the installation of solar powered water stations, mechanical water boreholes, fencing of the Balama District Hospital, solar powered lighting at the local school and donations to sporting teams and key community groups, to name a few.�

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THE SUSTAINABLE BUSINESS REVIEW needs of the communities.

Finally, Syrah is in the in the final stages of negotiating a Memorandum of Understanding with the National Institute of Employment & Professional Training & Labour Studies (IFPLAC) and is excited at the prospect of forming a partnership with IFPLAC to establish and manage the Balama Training Centre. The Balama Training Centre will see a minimum of 500 people from the local communities trained across a variety of disciplines including basic artisan training, agriculture development, English classes and Health Promotion.

Partners - from Mozambique and beyond Mozambique has a well-developed mining industry, so has been able to provide many of the people and technical resources that the Balama operations require. One such example is the local affiliate of Grindrod Mauritius: Sturrock Grindrod Maritime. As Mr. Morrissey explains: “they are presently employed as import clearance agents for inbound goods and typically manage the ground transport of cleared goods from the port to the Balama mine site.”

The mine itself, several years in development before production could begin, has relied on a number of international and local partners. These include the French firm Total, Tayanna, a Mozambique mining firm and SNC Lavalin, which has taken good care of the Company’s structural mechanical piping requirements.

Mozambique has come a long way since 1992 to become one of Africa’s good news stories. Syrah Resources hope to contribute to that narrative over the coming decades. Exciting times lie ahead for the Balama Graphite Project, an integral part of the Company’s worldwide plans.

Syrah Resources is also embarking on another venture involving the downstream processing of graphite linked to the ever increasing demand for graphite with the manufacturing of batteries. This gives Syrah the ability to operate an integrated supply chain from mine to battery anode quality material. So, the Balama Graphite Project looks set to become an extremely important cog in an innovative and dynamic industry. Somewhere, that

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BALAMA GRAPHITE PROJECT

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Shanta Gold:

A Pioneer in Holistic Mining Practices

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Shanta Gold is a UK-registere company whose mining operations are exclusively located in the African state of Tanzania. When it was founde back in 2000, it was a pure exploration company and its success in that field led to it moving into gold production i 2012, on the back of resourc that it had discovered.

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THE SUSTAINABLE BUSINESS REVIEW We recently caught up with the company CEO, Dr. Toby Bradbury, to discuss the company and its operations in Tanzania, why it considers itself a pioneer in holistic mining practices, and some of the company’s plans for the future. Dr. Bradbury has been CEO since 2015, and his background makes him quite an interesting candidate for a role in this industry - it turns out that he is a keen advocate of environmental principles, both at Shanta Gold and away from work.

“I personally designed and built an eco-house for my family back in 2002, just a few hundred kilometres north of Sydney in Australia. That house was completely self-sufficient in terms of water, power and waste. We put our service power back into the grid and the house made a profit and paid for all of our rates and other services. That gives you a sense of where I’m coming from.” It’s a philosophy that Bradbury is keen to bring to Shanta Gold - as much as responsibilities to shareholders will allow it.

Operations

Shanta gold produced 88,000 ounces of gold in 2016, 82,000 in 2015 and 84,000 in 2014.

It operates an open pit mine,, but is currently transitioning into an underground mine, which will demand progressively more power, the further the company reaches underground. As Dr. Bradbury says: “In 2015, when we made the decision to go underground, we knew we were going to have to upgrade the power

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demand. We made the decision to change over to heavy fuel oil (HFO) that year.”

However, conscious of using extra energy and the environmental responsibility of the firm, they turned to a highly unusual - if inspired - choice of energy for a mine: solar power.

“In parallel with all this, we ran a pilot project for a solar plant of 63kw - pretty significant.

It was working very successfully and helped us reduce our fuel consumption and carbon footprint.”

“With this new solar power plant coming in, our new partners Redavia gave us a proposal.

They helped us design the optimum style of a plant which would be worth putting in from a solar perspective. We can’t completely rely on solar, because even in daytime, the clouds come over, and this kind of operation has to have a stable supply of energy. That’s how we’ve come up with a 700kw facility, and in the 2nd quarter of this year, we hope to have a solar source of energy coming on stream as well.” That’s how we’ve come up with a 700kw facility, and in the 2nd quarter of this year, we hope to have the up-scaled solar source of energy coming on stream as well.”

SHANTA GOLD

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BRENNER BASE TUNNEL

International Partners In the short-term, the lack of suitable alternatives in Tanzania has meant that Shanta Gold has source its partners entirely outside the country.

As well as the aforementioned Redavia Solar, whose role in the solar plant has been fundamental, it also works with Swedish mining giants Sandvik, Healthy Mining, an international firm which ensures best practice in terms of health and safety and mines across the globe, and the Digim Group, a key partner in Tanzania.

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Sustainable investment in Tanzania The solar plant employed by Shanta Gold will form a central part of the company’s strategy over the coming years. As Dr. Bradbury explains: “For me, it’s not just sustainable business, it’s also very good business. We have demonstrated that we can do this and improve our bottom line at the same time. These solar products are coming down in price all the time. The competition is driving down price and it’s getting easier and easier to support solar operations.”

In a country where most rural residents don’t have access to the regular electricity grid, it has also provided a platform for Redavia, Shanta Gold’s partner on the project, to expand into the country and begin finding solutions to the current electricity shortages. The company is also continuing to look for new opportunities in Tanzania, where it can make an impact. “We’ll certainly apply the same lessons that we learned with the solar plant at new operations.”

Bradbury says: “Our relationship with communities where we are located is our number one imperative. Unfortunately, however, a lot of what we need doesn’t exist in Tanzania, not even in the capital city. A lot of the stuff is imported: capital equipment, fuel, all the parts and spares for the machines that we use. So when it comes down to local procurement, by far the biggest contribution we can make is to employ local people and develop their skills. Including all of our subcontractors, we have 1,100 people and about 96% of that is Tanzanian.”

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SHANTA GOLD

‘The second most important industry’

Dr. Bradbury has an infectious way of speaking about mining and it’s hard not to be enthused about having such a proponent of sustainability working in the industry. He tells us: “Mining is the second most important industry to man after agriculture. Once we’ve got ourselves fed, we have to find some shelter and keep a roof over our heads. So much of our everyday lives, we take for granted, but it all comes from mining. If you go back in time, mining has defined ages in our history - the stone age, the bronze age and the iron age.”

Shanta Gold’s solar power project continues to receive praise all over the globe and hopefully opens the door not just to further solar power projects but maybe even a new way of looking at providing power more sustainably to mining projects. In the meantime, Tanzania, a country whose FDI hasn’t always been beneficial, has truly struck gold. Now all the mining industry needs is more CEOs with the same genuine passion for sustainability that Dr. Toby Bradbury of Shanta Gold has.

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DEPARTMENT WATER & SANITATION

BUILDING DROUGHT RESILIENCE IN

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“Anything else you are interested in is not going to happen if you cannot breathe the air and drink water. Don’t sit this one out. Do something. You are by accident of fate alive at an absolutely critical moment in the history of our planet.”Carl Sagan

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DWS

Although two thirds of the Earth is covered with water, only

3% is freshwater.

Most of our freshwater is inaccessible and found in glaciers and icecaps. Only about 0.003% of the world’s freshwater supplies are accessible for use, making water a scarce commodity.

South Africa is a dry country with a climate that is mostly arid or semi-arid. Droughts occur frequently and have severe ecological, social and economic consequences. It is forecasted that water demand in the country will exceed supply by 2025.

clean water. Through sustained initiatives by the government after 1994, 94.8% of the population now have access to clean and safe drinking water. The initiatives were established to correct the inequalities of apartheid and ensure even distribution of water. South Africa is one of the few countries in the world which During the apartheid era, supply of clean and have entrenched the right of its citizens to have safe drinking water to black communities sufficient water into its constitution. Free basic was not a priority for the then government. water is provided.

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THE SUSTAINABLE BUSINESS REVIEW Nomvula Mokonyane, South Africa’s Minister of Water and Sanitation, has the responsibility to keep water flowing during one of the worst droughts the country has experienced in 30 years. The Department of Water and Sanitation (DWS) is the custodian of all water resources in the country and is committed to effectively managing the nation’s water resources to ensure equitable and sustainable socioeconomic development and universal access to water and dignified sanitation.

1.REDUCTION

of water consumption It is important for DWS to shift public perceptions about the value of clean water as a scarce resource. Speaking to TSB Review, Mokonyane shared five key strategies to effectively reduce water stress.

The aim is to achieve significant domestic and industrial water use reduction. Water rations were implemented to reduce consumption. The DWS is planning to invest in innovative water saving solutions such as the Drop the Block campaign. The campaign promotes the method of dropping a plastic block filled with sand into the toilet cistern to help reduce the volume of water used when flushing a toilet.

DWS will continue to implement water transfer schemes to communities in need to improve drought resilience.

Eradication of invasive alien plants, which consume large amounts of water, is also on the agenda.

Surface water resource management and eliminating illegal water connections. Investment in new technologies for managing water resources.

Apart from the drought situation, South Africa has been losing water through leaks due to the ageing and dilapidated infrastructure, as a result, the country has been paying billions of rands a year for non-revenue water. More than 25% of municipality water is lost due to leaks.

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THE SUSTAINABLE BUSINESS REVIEW All municipalities are now called upon to set aside eight percent of their operational budgets for the maintenance of water and sanitation infrastructure.

2.Desalination of seawater to be ramped up 3.Improved water management, catchment and harvesting DWS is promoting the increased collection of rainwater for consumption, livestock and irrigation. Rain water harvesting is encouraged through provision of free water harvesting tanks

the development of additional groundwater resources to supply the anticipated water demands in support of the Northern Cape in communities. All municipal and privately mining and other social requirements, has been owned dams will be incorporated into the water implemented. catchment management system. Groundwater and surface water use will be integrated in Plans are in place to extend the distribution the future. In addition DWS is implementing system of Clan William Dam to cover areas projects to build additional storage capacity beyond Matzikama and Cederberg areas. and increase water supply.

This willmake Clanwilliam Dam a catalyst for development in the West Coast Region and The Vaal Gamagara project, which involves ensure that beneficiaries in the land restitution

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DWS

process have access to water to redress imbalances of the past.).

Other major projects that are in the pipeline and some implemented include the Lower Thukela Regional Bulk Water and Pongolapoort Bulk Water Scheme both in KwaZulu-Natal; Mogalakwena Bulk Water Supply in Limpopo; Namakwa Bulk Water Supply in the Northern Cape; Hoxane Water Treatment Works and Lushushwane Bulk Water Supply in Mpumalanga.

4.Water recycling Large scale projects focusing on the re-use of water were implemented, (recycling of effluent, focus on coastal towns where treated effluent is disposed off via sea outfalls and not taken into account in return flows). Building on the success of immediate and short-term deal with the problem of Acid Mine Drainage (AMD) in the Witwatersrand area, DWS is implementing a more permanent solution to the challenge which will substantially increase water supply to the Vaal River System).

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THE SUSTAINABLE BUSINESS REVIEW 5.Education Consumption habits and lifestyle choices concerning water can be changed through education. South Africa has a very high per capita water use indicating that consumers waste water. In an effort to encourage water literate citizenry and supporting Education for Sustainable Development (ESD),DWS established a Water Education Programme that integrates water education into the mainstream curriculum through extra mural activities and curriculum aligned content for the classroom.

In collaboration with the Environmental Society of (WESSA),DWS has been the Eco-Schools programme

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international programme of the Foundation for Environmental Education (FEE) that was developed to support environmental learning in the classroom.

DWS The programme is active in 58 countries and seeks to create awareness and action around environmental sustainability in schools and their surrounding communities.Last year this DWS / WESSA Eco-Schools collaborative

effort received a Water Conservation Award at the 2015 Eco-Logic Awards. Through this successful government and civil society partnership, more than 50 South African

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Mitigating drought related water shortages To respond to the pressures brought about by the recent drought, DWS reprioritised an amount of R502 million. Over and above this, programmes funded by grants such as Regional Bulk Infrastructure Grant (RBIG), Municipal Water Infrastructure Grant (MWIG) and the Accelerated Community Infrastructure Project (ACIP) have been refocused to mitigate drought related water shortages.

The most significant emergency and short

affected by AMD was treated and 80 000 litres static tanks were erected in worst affected communities. In extreme cases water ratios were implemented.

Lesotho Highlands Water Project Phase 2 of the Lesotho Highlands Water Project (LHWP-2), which is required to augment the Vaal River System through the transfer of additional volumes of water from Lesotho, has commenced. The water delivery component of the project will involve the construction of a new dam (Polihali Dam), Polihali-Katse tunnel and associated infrastructure at an estimated cost of R22.9 billion with water delivery scheduled for 2024.

Plans aimed at extending the Lesotho Highlands water network to Botswana have commenced through the development of the Vaal Gamagara. The expected completion for this phase is March 2018. Total project budget without Botswana is R13 billion and the total project budget including Botswana are estimated at

term mitigation measures financed in 94 municipalities through the re-prioritisation process include emergency transfer schemes channelling water to drought stricken areas and water carted to communities by motorized tankers. Work was done in the refurbishing of boreholes, implementing spring protection and conducting repairs to infrastructure. Water

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R18, 4 billion.

Community engagement DWS’s structured and continued interaction with its stakeholders enabled them to mitigate the drought impacts under the guidance of the National Water Resources Strategy. The

DWS strategy supports the transformation of the sector through protecting and conserving this limited resource.

“Clean water?”

“Infrastructure!”

A major challenge to planning and implementing the mitigation measures was that the hydrological drought reduced the availability of water resources, thus creating a greater demand for water.Through joint efforts, government ensured the continued provision of water in areas that were severely affected by the drought.

Delivering sustainable infrastructure that improves our world.

“DOING GOOD WHILE

As a contribution to Inclusive Growth, Rural Development and Land Reform and DWS implemented initiatives that support the Resource Poor Farmers project with access to water through the Rain Water Harvesting (RWH) program. Cumulatively, 862 rainwater harvesting tanks have been installed.

DOING BUSINESS”

www.bigenafrica.com

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It is not all about flushing Efforts towards a complete eradication of bucket toilets in formal households have seen significant progress, with only the Free State and Northern Cape projects still not having been completed.

However, the realities of water scarcity, the geographic spread of communities in relation to services and the availability of supporting infrastructure underscores the challenges of this project.

In light of this, DWS continues to advance the sanitation revolution that seeks to break the stereotype that full water borne sanitation

is the ultimate level of service and that other technologies are inferior.

The sanitation theme “It is not all about flushing� recognises that potable water is a critical source and can no longer be used for flushing toilets. To give effect to some of the revolutionary principles, DWS has already started implementing a grey water Recycling system in the Nketoana and Setsoto Local Municipalities of the Free State Province.on Leaks

Building skilled capacity to mitigate water loss DWS launched the War on Leaks programme in August 2015 to build the human resource

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DWS capacity required to mitigate the water losses and ensure provision of qualified plumbers and artisans.

The aim of the skills development programme is to support infrastructure rehabilitation and the development of maintenance plans.

Currently, about 3000 trainees are undergoing training, with a further admission of 7000 trainees which will form part of the second phase of the project scheduled for August 2016. In 2017 a further intake of 5000 trainees will be recruited from all the nine provinces.

Though many graduates of the War on Leaks programme will be placed in the municipalities with high water losses, DWS will encourage the private sector and other organisations to absorb the new plumbers, artisans and water agents.

Since 1994, DWS has consistently provided comprehensive bursaries to deserving students to pursue studies in surveying, engineering, environment, science and other water and sanitation related studies.

In addition, DWS awarded bursaries and MTN Foundation sponsored multimedia classrooms to learners in rural districts across the provinces through its Youth in water programme called Baswa le Meetse.

DWS has also provided interns and graduate trainees with opportunities for experiential learning in their Learning Academy. The trainees are mentored and further assisted to receive professional registration status to explore opportunities while enabling them to meet industry standards.

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