Magazine | BBR - March 2022

Becoming leaders in the recycling and steel industries

March 2022 | www.thebostonbr.com

ATLAS COPCO

Nicolás Pesaque,

(Bolivia-Peru ) Supplying specialized machinery in the territory

CEO for Saint-Gobain PPC Peru

TECHNISYS Banking gets more efficient

HITACHI ENERGY Achieving fossil-free power

VALUABLE CONTRIBUTIONS

TO SUSTAINABLE LIVING Proud to be Saint-Gobain PPC’s strategic partner in their compressed air projects

Home of Industrial Ideas

EDITOR’S LETTER: March 2022

This month on Boston Business

We also learned about the important

Review we feature Saint-Gobain PPC

support from Atlas Copco, supplying

Peru, as the multinational company

machinery in countries such as Bolivia

brings its global standards and

and Peru. Hitachi Energy is many steps

leadership in mortar, drywall and

forward into this industry sector for what

other products for construction to the

we traditionally knew as an electronics

Andean country. Up north in Mexico,

manufacturer. And we also learned

important partnerships created Gerdau

from Technisys and the way it optimizes

Corsa, boasting the more than century

banking institutions’ performance.

long experience of the Brazilian steel emporium to perform successfully in

Thanks for reading and sharing!

North America.

Mateo Rafael Tablado, Editor in Chief at The Boston Business Review Email: rafael.tablado@thebostonbr.com

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3

WHO WE ARE Managing Director

Finance Director

Jassen Pintado

Christina Nichole

Creative Director

Social Media Director

Omar Rodríguez

Maria Elena Gastelum

Editor in Chief

Content Coordinator

Rafael Tablado

Alicia Barrantes

Editor for Brasil

Project Directors

Flavia Brancato

Ana Macfarland David Alarcon

Translations

Giuseppe Modenesi

María Murgui

Lucy Verde Marcelo Modenesi

Ta b l e o f C o n t e n t s

6.

16.

Ghost Kitchens

becoming the top choice for delivery meals

Technisys

Engage and Delight Your Customers With Next-Gen Digital Banking

62.

24.

72.

32.

48.

92. w w w.the b os tonb r.com

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Ghost kitchens

becoming the top choice for delivery meals Written by Mateo Rafael Tablado Photo by Michael Browning

Inventiveness in restaurant operations is taking leaps forward through ghost kitchens, which experienced exponential growth during the global pandemic

Food

Ghost kitchens

G

host kitchens (called “dark kitchens”, with

HIGH PROFITABILITY The ghost kitchens’ proven success

slight variations in the

has taken this model worldwide.

business model) are

During the last year, ghost kitchens

not a pretentious hip

popped up in Argentina, Brazil,

occurrence, nor a new

Colombia, Chile, Peru and other

trend for Halloween

countries in Latin America. According

promotions, but rather

to Euromonitor, the amount of ghost

sprunged from the need of survival.

kitchens in countries such as China,

According to reports in recent years, India and the US has already reached this kitchen format emerged in the UK four figures, and it’s been projected due to soaring prices in property rent,

that by 2030 this business will

decreasing the restaurant business’

generate US$1 trillion, globally.

profitability, and as a consequence, driving young entrepreneurs and chefs to search for alternate low-rent spaces such as basements or small properties with just enough space to set a kitchen to prepare meals for

In Spain, for example, the Cuyna company is renting industrial facilities in Madrid, furnishing these as hubs for kitchens of different sizes and capabilities, according to El País news.

delivery-only service, with no tables

ESTABLISHED BRANDS for customers at all. Conditions such WANT IN, TOO After being born in the underground as the COVID19 global pandemic have

8

only boosted and reaffirmed this new

-since basement rentals became

concept, which is here to stay with or

a norm at the beginning-, ghost

without a pandemic.

kitchens became such a successful

March 2022

Ghost kitchens

Food

THERE ARE ESTABLISHED BRANDS APPROACHING THIS MODEL TO WIDEN THEIR COVERAGE OF DELIVERY AREAS IN AN INTELLIGENT WAY

Photo by Edgar Castrejon

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9

Ghost kitchens

10

Food

and attractive business model that

already developing a way to reach

other brick and mortar brands have

the virtual brand delivery-only app-

not only joined this trend to grow

friendly market by creating Pasqually’s

their reach, but also have made a

Pizza & Wings, offering more or less

survival resource out of it to earn

most of the same menu at their brick

part of the income they haven’t been

and mortar locations, aiming at the

able to generate due to pandemic

now grownups who used to enjoy

shutdown restrictions for on-location

the restaurants when they were kids;

meals. This is the case of the Chuck

the venture’s opening began as the

E. Cheese restaurant chain, regularly

shutdown was ordered and seemed

an experience-themed site for children

to fly under the radar before users on

birthday parties, with videogames and

social media began noting a similar

other attractions. The company was

taste between Pasqually’s and

March 2022

Food

Ghost kitchens

Chuck E. Cheese food and afterwards finding out the same phone numbers belonged to both brands’ location listings.

Chuck E. Cheese is not alone in the virtual brand development by established chains, as Applebee’s and Chili’s created Neighborhood Wings and Just Wings, respectively as their

number of locations

delivery-only alter-egos.

where deliveries depart

And there are also established

from. “We rent discreet,

brands approaching this model far

smaller properties

from the strategy of creating a spin-

where only beverage

off, virtual brand using the exact same

machines have been deployed and

infrastructure, but rather to widen

fresh product is brought in twice a

their coverage of delivery areas in

day; from these locations we cover

an intelligent, cost-reducing way,

delivery-only areas,” commented

instead of investing the same amount

Eduardo Escobar, general manager

of money they spend on locations

of Krispy Kreme in Panama, about

open to the public. Such is the case

the brilliant strategy that earned

for the Panama franchise of Krispy

this affiliate an award for innovation

Kreme doughnut shops; besides

from the Krispy Kreme corporate

operating in nine locations with a

headquarters, which immediately

doughnut factory, seats and tables,

implemented this model globally.

the company just increased the

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11

Ghost kitchens

Food

WHAT ABOUT THE NEW BRANDS? Even when taking a risk by creating virtual brands, experiences such as the one of Chuck E. Cheese with

12

existing kitchen spaces and cooks which are already part of the operation costs.

But for those into the restaurant

Pasqually and other established

business for the first time, whose only

brands rely on the infrastructure

way to make a profit is by engaging

previously set in each of their

in a low-cost delivery-only ghost

locations before setting them up for

kitchen operation, there isn’t any

a delivery-only operation, using pre-

infrastructure as the one pre-owned

March 2022

Food

Ghost kitchens

Photo by Louis Hansel

by large restaurant chains. They must

opening restaurants, but they must

earn a reputation from consumers that

rely heavily and almost exclusively on

never dined at their place because, to

social media and other user-generated

start with, it hasn’t been a place with

content apps to appeal to potential

seats and tables open to the public.

customers in a demographic group

In the beginning, their reach hardly

for which ordering a meal from a

benefits exclusively on word of mouth

mobile device is not an exception, but

from people that have eaten there,

rather customary, thus depending on

as it has been traditionally with most

promotions, likes, shares, as well as

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13

Ghost kitchens

Food

Photo by Elena Rabkina

FOR THOSE INTO THE RESTAURANT BUSINESS WHOSE ONLY WAY TO PROFIT IS ENGAGING IN A GHOST KITCHEN OPERATION, THERE ISN’T ANY INFRASTRUCTURE AS THE ONE PREOWNED BY LARGE RESTAURANT CHAINS

14

March 2022

Food

Ghost kitchens

photos and videos in which dishes

conditions, depending upon third

must look impeccable and succulent

parties and being thrusted by a

to attract the kind of customers that

restrictive event as the shutdown

may never ever experience their meals

derived from a global pandemic. If

in site, but always by delivery.

our post-pandemic, post-COVID19 or at least after-shutdown lives have

APPS ARE IN FOR MORE THAN THEIR COMMISH One of the most important links in the chain is also attracted to the ghost kitchen model: the delivery apps.

Both Uber Eats and Rappi are

embraced home office enough to stay, ghost kitchens’ acceptance certainly leads the way.

The variants this model will develop are going to be very interesting, no matter if it comes from a garage inside

partnering with ghost kitchens beyond

a house where young chefs still live

the simple load and take delivery

with their parents, or from the new,

process, but also by taking part in

industrial kitchen hubs attracting

property operation, creating spaces

big-time investors. Maybe new meal

to rent for small or large kitchen

delivery apps will be developed,

operations as well as developing

demanding existing apps undergo

virtual brands operating from the same

some kind of transformation, and

location and kitchen infrastructure.

probably there will still be virtual

CONSIDER THE POSSIBILITIES...

Opportunities for ghost kitchens are growing after originating in dire

restaurants under this model which still may consider their operation runs better off without partnering with any third parties.

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ENGAGE AND DELIGHT YOUR CUSTOMERS With Next-Gen Digital Banking from Technisys Consumer buying behaviors, digital innovations and the current environment are disrupting business as usual and taking customer engagement to a whole new level. How can banks shift, react and thrive when the only constant is change?

Financial institutions that can create and deliver tailored financial products and services dynamically - allowing customers to receive meaningful recommendations at point of need - have a clear competitive advantage.

Te c h n i s y s

FinTe c h

Meet Cyberbank, the cloud-based,

to provide “tailored banking” (i.e.,

next-gen digital banking platform from

custom financial products created

Technisys. Cyberbank is specifically

and delivered in real time to every

designed to elevate the customer

customer). In other words, point-of-

experience by enabling financial

interaction solutions that are no longer

institutions to deliver customized

exclusively offered through banks, but

products in real-time, wherever and

embedded directly into the consumer’s

whenever the customer needs them.

buying journey -- and provided by

The result? Customers get what they

brands, vertical SaaS companies, and

need, when they need it. Every time.

eTailers. Can you imagine the digital

A true digital transformation

possibilities if financial institutions

empowers banks to innovate and

could offer variations of the same

differentiate with novel products that

product in seconds and were delivered

engage and delight customers. But

to the right customer at the right time?

which products and services should

With Cyberbank Digital, banks and

banks offer first to ensure optimal

fintechs can.

results - especially when the variations

On top of increasing customer

of products and services can be

engagement by delivering a delightful

infinite? The key lies in your data.

experiential layer, Cyberbank enables

With Cyberbank, financial

financial institutions to generate

institutions have access to a

incremental revenue streams by

foundational layer built on data,

providing tailored products through

providing deep customer insights

any point of interaction of the

and how best to serve them with

customer’s choice such as...

one-to-one personalized banking experiences.

Cyberbank is the gateway for banks

18

March 2022

• A banking as a service offering to other fintechs.

FinTe c h

Te c h n i s y s

Foto por Firmbee.com

• Embedded into another

experiences for customers, Cyberbank

brand’s financial supply chain

Core makes it easy to add capabilities,

or into a customer’s buying

define product behaviors and change

process.

the product structure quickly and

• A bank’s digital channel

easily by using business-oriented

where variations of the

tools and a powerful, parameter-

same product offering can be

based Product Factory so financial

successfully delivered through

institutions can accelerate the time

targeting and data analytics.

for launching new products. This end-to-end digital backbone is called

While Cyberbank Digital enables banks to create a digital ecosystem

structural flexibility. A flexibility that is built on three pillars:

and build exceptional tailored banking

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19

Te c h n i s y s

FinTe c h

• Create ecosystems through

and implemented to serve millions

dynamic APIs. To create a

of users, helping to speed up

successful ecosystem banks need

processes, reduce costs and cut

a modern API-centric architecture

the time required to develop and

to define internal (closed) and

implement a digital strategy.

external (open) API endpoints that allow banks to share (or not) the

A best-in-class cloud-native

required information with authorized platform, like Cyberbank, that is built partners in the ecosystem.

entirely on the power of APIs, enables financial institutions to deploy and

• Cloud-based access to

scale as the business dictates -

customer data. Gain a 360-degree

whether to one, hundreds or millions

view of each customer that

of customers. Since the platform can

banks will need to create more

deliver limitless digital possibilities,

personalized customer experiences. Cyberbank is ranked highest in And, gain access to advanced

Architecture and Digital Banking

analytics that can help banks

Foundation criteria in The Forrester

identify new markets and design

Wave™: Digital Banking Processing

new products to meet changing

Platforms (Retail Banking), Q3 2020

economic conditions. By becoming

report.

more agile, banks can accelerate

For example, Technisys empowers

speed to market and boost revenue

financial institutions such as Grupo

growth.

Petersen in Argentina to scale to two million customers. Cyberbank

• Accelerated digital framework.

20

not only offers cross-support to all

Digital accelerators allow reuse

digital operations - both web and

of components already developed

mobile versions - for the four banks

March 2022

Te c h n i s y s

FinTe c h

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21

Te c h n i s y s

22

March 2022

FinTe c h

FinTe c h

Te c h n i s y s

that comprise Grupo Petersen, but also

• Deliver an omni-channel

supports the entire digital onboarding

experience.

process. Cyberbank empowers Grupo

• Reduce customer support costs.

Petersen to scale quickly across its four

• Create and train AI virtual

banks simultaneously with ready-to-use

assistants to meet specific

digital capabilities - all while respecting the

customer needs with an

location and regionalization of each bank.

easy-to-use interface

That’s not all. To scale and offer the

• Deliver consistent and reliable

best digital banking customer journey,

customer assistance, 24/7.

it is essential for financial institutions to

• Learn from every customer

connect with customers easily -- whenever

interaction and refine customer

and wherever your customers want or

engagements in real time.

need. Cyberbank Konecta, Technisys´s conversational AI engine, makes it easier

Of course, every customer has different

than ever for financial institutions and their

needs and goals. That’s why great digital

customers to engage and get things done.

banking customer service requires

Cyberbank Konecta uses leading-edge

understanding and solving problems in the

conversational AI technology combined with

most efficient way possible. This is what

human understanding to deliver exceptional

Cyberbank solutions do. They redefine the

customer engagement. Its AI virtual

customer experience in new and profound

assistant lets bank customers speak or text

ways for more than 100 million bank

in their own words, creating an effortless

customers in 16 countries (and counting) -

customer experience from start to finish.

meeting the needs of consumers wherever they are, whenever they need to bank.

With Cyberbank Konecta, banks can:

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Hitachi Energy achieves

100% fossil free electricity in own operations

The global technology and market leader in power grids has achieved the first-step target in its Sustainability 2030 plan and steps up the pace towards carbon-neutral Hitachi Energy, today announced

“By achieving 100% fossil-free

that it has achieved the first-step

electricity in our own operations, we

target set out in its Sustainability

have reduced our CO2 equivalent

2030 plan – the use of 100% fossil-

emissions by over 50% compared to

free electricity in its own operations1.

2019,” says Claudio Facchin, CEO

The company is driving towards being

of Hitachi Energy. He continued,

carbon-neutral in its own operations

“The Net Zero challenge is global

by 20302, in line with its Purpose,

and it’s about acting now, innovating

‘Advancing a sustainable energy

and collaborating across countries,

future for all’.

industries and societies. Together

Notes: 1. The contract for its South Korea operations (equivalent to 0.4% total electricity usage) is expected to be signed in March 2022 retrospectively through green tariffs.

2. Discover more about Hitachi Energy’s approach to Sustainability 2030 here

Hitachi Energy

By achieving 100% fossil-free electricity in our own operations, we have reduced our CO2 equivalent emissions by over 50% compared to 2019 - Claudio Facchin, CEO at Hitachi Energy

26

March 2022

Energy

with customers, partners, and all

emissions. In its Zhongshan factory

stakeholders, we are advancing the

in China, the company is generating

world’s energy system to be more

nearly 20% of its total energy

sustainable, flexible and secure.”

consumption from solar panels. In

The targeted 50% reduction

its first year of operation, the power

achieved ahead of plan will amount to approximately 175 kilo tonnes of CO2e per year, equivalent to removing over 35,000 passenger cars off the road.

To achieve 100% fossil-free electricity in its own operations – and in support of the Hitachi Group’s carbon-neutrality goal3 – the company has pursued a number of pathways including supporting projects to generate its own fossil-free electricity, such as installing solar roof panels combined with e-meshTM digital solutions for distributed energy resources maximizing energy efficiency and minimizing CO2

I nsta lación fotovo lta ica, Zhongshan, China

Notes: 3. Hitachi Sustainability Report 2021

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Hitachi Energy

IdentiQ™ Step into clarity generated at the factory is expected

switched to green tariffs, bought

to reach 1,510 megawatt hours

Energy Attribute Certificates

(MWh), contributing to the reduction

(EACs), and signed Power

in annual carbon emissions by more

Purchase Agreements (PPAs)

than 1,000 tonnes.

across its operations and facilities

To achieve 100% fossil-free electricity, Hitachi Energy has also

28

March 2022

in 90 countries.

Looking ahead, Hitachi Energy is

Energy

continuing to invest in its journey

and providing a continuous

towards carbon-neutrality by further

supply of power.

increasing energy efficiency, as well

Through its Sustainability 2030

as electrifying its own operations. In

plan and targets, the company

Ludvika, Sweden, the company is

reinforces its commitment to

now using 100% renewable electricity

accelerating actions driving business

generated from hydropower and

in a sustainable way. Based around

from solar panels to support its

four pillars – Planet, People, Peace,

operations. Ludvika, which is one of

and Partnerships – the strategy

Hitachi Energy’s largest production

draws from the UN’s Sustainable

facilities, has gone beyond tackling

Development Goals (SDGs), with

its electricity supply and is now close

specific focus on the following eight:

to removing the use of all fossil fuels

Good health and well-being, Quality

from the whole of its operations.

education, Gender equality, Clean

The company has a track record

water and sanitation, Affordable

of implementing its own technologies

and clean energy, Responsible

in its operations to enable the

consumption and production, Peace,

integration of renewable energy.

justice and strong institutions; and

For example, in 2015 its South Africa

Partnerships for the Goals. In line

operations installed a 750 kW rooftop

with these SDGs, each pillar has

photovoltaic plant and a 1 MVA/380

corresponding targets that drive

kWh battery-based PowerStoreTM

the business to contribute social,

for enhancing the use of renewables

environmental, and economic value.

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Hitachi Energy

ABOUT HITACHI ENERGY Hitachi Energy is a global technology leader that is advancing a sustainable energy future for all. We serve customers in the utility, industry and infrastructure sectors with innovative solutions and

world’s energy system to become more sustainable, flexible and secure whilst balancing social, environmental and economic value. Hitachi Energy has a proven track record and

services across the value chain. Together unparalleled installed base in more with customers and partners, we pioneer than 140 countries. Headquartered in

30

technologies and enable the digital

Switzerland, we employ around 38,000

transformation required to accelerate

people in 90 countries and generate

the energy transition towards a carbon-

business volumes of approximately

neutral future. We are advancing the

$10 billion USD.

March 2022

Energy

Contacto Hitachi Energy México: Sandy Hernández +52 55 5433 8775 sandy.hernandez@hitachienergy.com www.hitachienergy.com/mx/es

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OVERCOMING CHALLENGES

AND BUILDING A SUSTAINABLE FUTURE

Over a century of prestige and growth make of Gerdau one of the main suppliers of long steel products in the Americas. This strength, strategic partnerships and sustainable management have consolidated Gerdau Corsa in Mexico

Written by Mateo Rafael Tablado Produced by Jassen Pintado Translation by María Murgui Interviewee Denis Gomes, Director of Supply Chain, Metal and Energy for Gerdau Corsa Creative Direction Omar Rodriguez

Gerdau Corsa

G

erdau’s

Gerdau purchased the totality of

history goes

Siderúrgica Tultitlán (SIDERTUL

back to 1901

steelmaker), which already had

at the hands

more than 50 years of experience

of German

in steel production.

immigrants settled in

49% of the stocks of the Aceros

Porto Alegre, in Southern Brazil. The

Corsa company and its distributors’

nails factory started by Joao and

network. After this strategic alliance,

Hugo Gerdau began its transformation

investments were planned to build the

in 1946, when Curt Johannpeter

largest construction profiles plant in

-Hugo’s son-in-law- took the reins

the country in Cuidad Sahagún,

of the company, thus spreading its

Hidalgo. These facilities started working

business and operations.

in 2015, after a US$600M investment.

The territorial growth began in the second half of the 20th century, and in 2007 the company arrived in Mexico.

ALLIANCES, ACQUISITIONS AND INVESTMENTS FOR SUCCESS IN MEXICO The acquisitions and strategic

Their set-up capacity is of a million tons of liquid steel and 700,000 tons of laminated products.

“We are supported by 120 years of experience in the steel industry, we are one of the main long steel products manufacturers in America and one

partnerships have been a key factor

of the leading special steel suppliers

for Gerdau’s consolidation in the

in the world”, added Denis Gomes,

Mexican market.

Director of Supply Chain, Metal and

Upon its arrival in the country,

34

A year later, Gerdau acquired

March 2022

Energy for Gerdau Corsa.

S t e e l (C o nst r u ctio n)

“We are supported by 120 years-experience, we are one of the main producers of long steel products in the world”

- Denis Gomes, Director of Supply Chain, Metal and Energy for Gerdau Corsa

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35

Experience the Progress

www.liebherr.com

LH 40 M LH 30 M

LH 26 M Electric

SVF Maquinaria, together with Liebherr as our main ally, we offer the best service, sales and rent of equipment for the material handling, construction and mining operations in Mexico

Liebherr.com • www.instagram.com/liebherrconstruction • www.facebook.com/LiebherrConstruction svfmaq.com • info.mx@gruposvf.com

L 566

S t e e l (C o nst r u ctio n)

PROVED LEADERSHIP ALL OVER THE CONTINENT Gomes graduated in Business Administration at the Federal University of Santa Maria (Brazil) and, afterwards, he earned an MBA with specialty in Finance at the Getulio Vargas Foundation, also in Brazil.

He also took updating courses during his years spent in Peru. In 2020 he finished his studies in the High

After joining the Gerdau Bank, hecompleted the Trainees Program and later he became an integral part at Siderperu, being appointed Leader of Finance and Relationships with Investors, with the aim of achieving the Company’s financing reorganization; during that period he took part in the Global Comptrollers Training Program, and he got achievements such as the

Management Perfection Program, at the implementation of the financing area into the Shared Services Center (SSC) IPADE (PanAmerican Institute for High Business Management, in Mexico).

in 2012, thus centralizing the financing

Also, Gomes took part in the Núcleo

operations of six countries in Latin

Preparatorio de Oficiales de la Reserva

America.

(Reserve Officer Preparatory Core), in the Brazilian Armed Forces.

Regarding his work, Denis Gomes

In 2015 he took over the SSC General Management, thus incorporating part of the United States operations, and

started his career in Coca-Cola,

in 2018 he was appointed Finance

working in the Finance, Accounting,

Manager at Gerdau Corsa, where his

Marketing and Strategic Planning

main challenge was to optimize the

departments. During his time in this

financing and capital organization

company he earned the certification

for the expansion and growth of the

as Chief Auditor of the Coca-Cola

Company in Mexico. In December,

Quality System and took part as Quality

2020, Denis took over as Director of

National Award Examining Board

Supply Chain, Metal, Logistics, Energy

Auditor in Brazil.

and S&OP (sales and planning).

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37

Gerdau Corsa

GERDAU CORSA in Mexico

Three steel production and lamination plants More than one million tons of liquid steel made a year

Seven scrap metal process and recollection units Leadership in construction profiles production

38

March 2022

S t e e l (C o nst r u ctio n)

RESOURCES TO FACE CHALLENGES As well as for many other industries

automatic and remote classification

worldwide, matters such as logistics

for the recollection and processing

and the supply chain have meant

of metal raw materials. Also, the

a series of challenges for Gerdau

implementation of the Gerdau Tracking

Corsa since the COVID-19 pandemic

System (GTS) for the Logistics

broke out.

area allows accurate monitoring

However, solutions to those problems through a digital mindset

of deliveries to each client.

“The most prepared companies,

and the implementation of digital tools

and those which reacted in a quick

have allowed a quick and efficient

and efficient way were the ones to

performance. The use of Artificial

transform the supply chain’s basic

Intelligence has been useful for the

functions”, the executive declared.

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39

Advancing a sustainable energy future for all hitachienergy.com

S t e e l (C o nst r u ctio n)

“The most prepared companies, and those which reacted in a quick and efficient way were the ones to transform the supply chain’s basic functions” - Denis Gomes, Director of Supply Chain, Metal and Energy for Gerdau Corsa

EVOLUTION OF THE SUPPLY CHAIN Gerdau’s Supply Chain consists of the following areas: • Purchase and Processing of

as guaranteeing the raw materials from a deep knowledge of the impact of the market’s prices and tendencies.

The main purpose of this integration

Metal Raw Materials

is to deliver the products to each client

• Logistics

timely and in due form, customizing

• Energy

the work each of them may require.

• Co-products

For that purpose, the Company is

• Supplies

supported by the development of

• Sales and Planning (S&OP)

Business Intelligence programs, which allow the identification of prices,

The latter is now in charge of

tendencies, raw materials demand and

managing and integrating the rest of

other factors. Also, a Supply Chain

the areas according to the market’s

Innovation Day has been created, an

needs identified by the Business area,

event which gathers the whole supply

of the optimization of each of the

chain and invites sector-related start-

resources with the aim of reaching

ups, besides giving recognition to best

maximum production capacity, as well

practices and implementations.

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41

Pioneers at Heart

NEXT LEVEL SERVICES NOW Primetals Technologies Mexico located in Apodaca N.L. nearby the USA border, a services and products company part of the pioneer Primetals Technologies group, founded in 1994 focused on furnaces and recently for the past years giving specialized solutions for casters and mills.

Recently Primetals Technologies Mexico conditioned a third new workshop, some of the mention bellowed are part of the new equipment: • CNC Table Type Horizontal Boring Mill 6” • Gray CNC vertical mill 84”.

• Boring Mills, Vertical 56”.

• [2] Gantry machining centers.

• [2] Lathe 6T260L • Lathe 5100LB • Welder 2T • Conventional Lathe • Milling machine • [3] Laser trackers and a measuring Arm. • Handyscan latest version.

• Nickel plating station. www.primetals.com contact@primtals.com For further details please direct to: • Alfredo Salazar (USA Account Manager) alfredo.salazar_cortes.ext@primetals.com • Marco Rito (MX & SA Account Manager) marco.rito@primetals.com • Luis Gamboa (VP & Sales Director) luisd.gamboa@primetals.com

S t e e l (C o nst r u ctio n)

BOOSTING SUPPLIERS Gerdau Corsa has created alternatives to funding programs for its supply chain along with different banks.

These mechanisms have the purpose of developing and strengthen suppliers who are considered Business Partners for the Company by easing their access to credit, besides contributing to economic recovery.

EFFORTS FOR A SUSTAINABLE FUTURE... AND FOR THE PRESENT All of the production output from Gerdau Corsa is made from millions of tons of recycled materials, making Gerdau the largest recyclers in Latin America.

Among other related efforts, the processes developed by Gerdau have allowed the company to reduce its carbon footprint, considering that per each ton of steel produced in the world, 1.89 CO2 tons are emitted (global average quantity within the steel industry) whereas the Company has reduced its average down to 0.93 CO2

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43

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S t e e l (C o nst r u ctio n)

“We will continue working to update our industry and become a model to reach other 120 years and contribute to a more sustainable world” - Denis Gomes, Director of Supply Chain, Metal and Energy for Gerdau Corsa

tones per each steel ton produced, besides assuming the commitment of reducing it to 0.83 CO2 tons until 2031.

Another remarkable effort was the sustainability agreement entered into with BBVA (Banco Bilbao Vizacaya Argentaria) for the import of strap metal with an investment of US$60 million, positively affecting with this transaction the SDGs (Sustainable Development Goals), thus making sure to stock the company up with recycled raw materials and promoting the reuse of solid materials, and at the same time

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45

Gerdau Corsa

COMMITTED TO THE SERVICE Specialists in rental of scrap metal handling equipment

S t e e l (C o nst r u ctio n)

contributing to Circular Economy.

“We are in continuous search for

diversification beyond the iron and steel industry. The Company is also

the improvement of environmental

working in contributing to a more

management which makes us become

equitable community through diversity

a leading company and a model within

and inclusion policies and working in

the industry”, Gomes explained.

social projects related to education,

GROWTH AND DIVERSIFICATION IN PERSPECTIVE For the future, Gerdau Corsa foresees a growth in the country

environment and health which will allow it to contribute in neighboring communities.

“We will continue working to update

which will keep present challenges

our industry and become a model to

related to logistics and energy, which

reach other 120 years and contribute

are subject to each country’s

to a better world”, concluded Denis

regulation and policies.

Gomes, Director of Supply Chain,

There are plans for a markets

Metal and Energy for Gerdau Corsa.

FOUNDED:

1901, 2007 in Mexico INDUSTRY:

Acero (Construction) CONTACT: www.gerdaucorsa.com.mx denis.gomes@gerdau.com

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47

Saint-Gobain states its firm conviction

TO IMPROVE EVERY PERUVIAN’S QUALITY OF LIFE AND TO TAKE CARE OF THE ENVIRONMENT

Produced by Jassen Pintado Interviewee Nicolás Pesaque, CEO for Saint-Gobain PPC Peru Creative Direction Omar Rodríguez

48

March 2022

Construction

Saint-Gobain PPC is positioned in Peru, thrusted by its rapid growth to the leadership in the market for construction and finishings, besides taking a step forward toward sustainability in its operations and construction solutions, aligning this purpose through its value chain

S

aint-Gobain has presence across 70 countries contributing to the construction sector. The company’s more than 350-year history began as a glass and mirror

manufacturer for King Louis XIV, working in widely-known historical projects, such as the Palace of Versailles, in France.

Besides its worldwide expansion, the company has also increased its specialized product portfolio for different tasks in construction and finishes.

Saint-Gobain Productos para la Construcción (Saint-Gobain PPC, “products for construction”)

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49

Saint-Gobain PPC

arrived at Peru in 2013 through the

Nicolás Pesaque, CEO for

launching of Weber mortars, which

Saint-Gobain PPC Peru.

became a leading brand in 2019 after acquiring Pegamentos y Fraguas de Celima (Celima adhesives and forges).

Nicolás Pesaque Roose leads

In 2021, Saint-Gobain acquired

the operation at Saint-Gobain

Soluciones Constructivas Volcán, a

PPC Peru. He earned a degree in

company established in Peru since

Industrial Engineering at the Peruvian

2011, specialized in manufacturing

University of Applied Science, in Lima.

and marketing of the drywall system.

Afterwards, Pesaque earned an MBA

And in late 2021, the company finished

from the Macquarie Graduate School

its acquisition of Z Aditivos, thus

of Management, in Australia.

thrusting its way into the chemicals for construction industry.

Pesaque’s career began in ASA Alimentos, a food production company

Saint-Gobain PPC covers all of

commonly known for the “Negrita”

Peru directly and through strategic

brand. In ASA, Pesaque performed

partnerships as well.

in the operations area. Afterwards,

“We want to become a reference

he joined Alicorp, becoming part of

within the construction sector

the company’s marketing team on an

supported by the experience we

international level.

bring to the market through our

50

MULTISECTORIAL CAREER

Pesaque entered the construction

innovative products and solutions,

industry in 2016 as Business Manager

with a high service level and a

for Soluciones Constructivas Volcán,

sustainable operation,” commented

taking over as General Manager for the

March 2022

Construction

“WE WANT TO BECOME THE GLOBAL LEADER - Nicolás Pesaque, CEO

in light, sustainable construction”

for Saint-Gobain PPC Peru

company in 2018, and being named

strategically located in Arequipa,

CEO for Saint-Gobain PPC Peru

Lima and Trujillo.

during early 2021.

Saint-Gobain PPC Peru’s business units are:

RELEVANT STRENGTH IN DOMESTIC MANUFACTURING The company supplies the

• Weber and Weber-Celima mortars • Drywall products from the Volcán and Placo brands

construction and finishing works

• Chemical products for

industry from five production facilities,

construction from Weber and Z Aditivos

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51

Atlas Copco, proud to be Saint-Gobain PPC strategic partner in their compressed air projects Our air compressors, gas generators and air treatment products, provide our strategic partners, like Saint-Gobain PPC, innovative, efficient and sustainable industrial solutions. Working with the largest service network in the region, we are ready to help you wherever and whenever you need us.

Atlas Copco, Home of Industrial Ideas.

Follow us:

www.atlascopco.com/es-pe/compressors

Construction

FACTORS FOR SUCCESS To the more than three-century experience and network support implied in Saint-Gobain’s global operation, other factors are added, contributing to a successful run for Saint-Gobain PPC Peru: • Excellence in customer service • The experience shared with customers and users • The base of knowledge open to serve the market • Permanent innovation in every product, solution and service platform • Sustainable operation regarding resources and the development of neighboring communities

This way, Saint-Gobain remains a leader in every market by developing sustainable products, resulting in a wide reduction of the carbon

CONTRIBUTING TO A BETTER HOME footprint, hence a better use of resources, relying on materials THROUGH GROW & IMPACT The Grow & Impact plan, from Saint- able to contribute to building better Gobain, is a global strategy designed

homes and buildings, answering

to bring growth to the company

to the company’s purpose of

through a wide array of solutions and

“Making the World a Better Home”.

its operation model, boosted by its performance on the marketplace.

Saint-Gobain PPC Peru is focused in this program, sharing its premises

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53

Saint-Gobain PPC

“IT’S OUR DUTY TO ENCOURAGE DECARBONIZING IN PRODUCTION PROCESSES. We will be summoning every player in the sector to achieve this”

- Nicolás Pesaque, CEO for Saint-Gobain PPC Peru

54

March 2022

Construction

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55

“A SYMBOL OF OUR WORK IS TO BE ONE STEP AHEAD OF THE MARKET NEEDS”.

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Construction

throughout its supply chain, its own

implementation of this goal,”

products and their life cycle.

the executive said.

“We want to become the global leader in light, sustainable

FULFILLING DEVELOPMENT

construction, improving everyday

OF THE HUMAN ELEMENT

life through high-performance solutions,” Pesaque added.

Company culture within SaintGobain PPC Peru is highlighted by its diversity and respect between the staff

SUPPLY CHAIN: ALIGNED GOALS One of Saint-Gobain PPC advantages is working in Peru

and inclusion. For key factors such as personnel development, three main subjects are considered:

with many of the company’s global suppliers, which means goals and

• Strengthening an own

principles are aligned toward the same

management culture, supported

purposes, including in factors beyond

on reliance, empowerment and

the marketplace, as it is with reducing

collaboration.

any environmental impact.

• Obtaining tech skills able to

“It’s our duty to encourage

increase agility in taking on

decarbonizing in production

innovation and its transference

processes. We will be summoning

onto the market.

every player in the sector to achieve

• Technical knowledge of every

this, working like an ecosystem is the

construction solution offered by

only way to become successful in the

the company.

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57

Saint-Gobain PPC

THE FUTURE:

businesses recently acquired, and

OPTIMIZING EVERY FRONT

afterwards thrust these into a sales

The future ahead of Saint-Gobain

58

volume resulting from a new value

PPC Peru is certainly shining,

proposition and a strong portfolio.

considering the company has every

The company also foresees upcoming

necessary element to deliver on set

acquisitions with the purpose to

goals. As its main focus, the company

increase the number of categories

is after an efficient integration of

covered by the current portfolio,

March 2022

Construction

thus becoming aligned to the plan of

company, Comunidad Saint-Gobain

increasing Saint-Gobain’s leadership

(Saint-Gobain community) is being

in Latin America.

created with the purpose of improving

To achieve all of these goals, new

the personnel’s housing conditions,

technology is to be deployed, enabled

and afterwards extending this

to increase production capacity in an

collaborative effort to communities

efficient and sustainable manner.

surrounding the Saint-Gobain PPC

In other matters, from within the

Peru operations.

Because we are the FIRST, we are the BEST

Innovation creates a better life.

Tianpu Chemicals is specialized in the design, development, manufacturing and application of cellulose ether series including MC, HEC and EC, currently owning two production bases with annual capacity of 24000 tons and Shanghai technology center. www.tianpuchemical.com sales@tianpuchemical.com

Leading company in its field, dedicated to the construction of parts, packaging and wooden stretchers. elsolsac@hotmail.com pym_deloriente@hotmail.com

www.grupochacaltana.com.pe

Security and Quality in the Service VL Servicios, a Peruvian company, dedicated to the transportation of personnel and heavy cargo.

Our Mission, to be a strategic ally of our clients, we guarantee the safety and quality of our service, always adapting to their needs.

• Heat-shrinkable sheets • Biodegradable sleeves • Bags • Packaging • Laminates for the industry in general • Flexographic printing up to 8 colours.

• Pouch and Doy Pack bags

Headquarters: (0051) 1-326-0663 (0051) 1-326-0664 (0051) 1-326-0665 Av. Mariscal Caceres N° 446 Urb. Valdiviezo Ate Lima, Perú

Contáctanos:

+51 943.227.962

www.bolsipol.com.pe

Construction

“WE SHARE ENDEAVORS AND ACCOMPLISHMENTS ALONG EVERY COUNTRY IN THE TERRITORY, the most important of which is to make sure every Peruvian has access to proper housing” - Nicolás Pesaque, CEO for Saint-Gobain PPC Peru

FOUNDED: “We share endeavors and accomplishments along every country in the territory, the most important of which is to make sure every Peruvian has access to proper housing,” concluded Nicolás Pesaque Roose, CEO for Saint-Gobain PPC Peru.

1665, since 2013 in Peru NUMBER OF EMPLOYEES:

170,000+ (global) INDUSTRY:

Construction CONTACT: www.saint-gobain.com nicolas.pesaque@saint-gobain.com

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61

SUSTAINABLE INNOVATION FOR A BETTER TOMORROW At Atlas Copco, our mission is to achieve a sustainable, profitable growth, seeking to empower our customers and drive society towards a better tomorrow

Interviewee Julio Hernández, General Manager for the Compressor Technique Business Line at Atlas Copco Peru and Bolivia Produced by Jassen Pintado Art Direction Omar Rodríguez

Atlas Copco Perú

Atlas Copco, worldwide group

development of projects in different

leader in compressed air, vacuum,

markets; from applications in new

energy, and industrial tool solutions,

mining seams and expansions, to

has operations in over 180 counties

industrial installations for penumatic

around the globe. Its customer center

transport and wastewater treatment

in Peru, that along with Bolivia are

plants.

known as the Andean region, was

Aside from providing the latest

the first office of the Group in Latin

in compressed air technological

America and has been working in

innovations, Atlas Copco advises its

the development and execution of

customers in the choice of the best

industrial projects since 1950. Julio

solution from its wide equipment

Hernández, new General Manager

portfolio. “Our business is always

for the Compressor Technique

focused on operational efficiency,

Business Line at Atlas Copco Peru and Bolivia, tells us more about the vision and development plans for the division in the region.

INDUSTRIAL DEVELOPMENT AND INNOVATION During 2021, Atlas Copco experienced a growth in the demand

sustainability and the responsible use of resources. Therefore, the correct choice of a compressor for an air installation is key for energy savings and the reduction of the carbon footprint at any operation” says Hernández. “We advise our customers about the difference between a 4-bar pressure blower, versus a 5 to 11 bar

of compressed air technologies for the pressure compressor, and how with

64

March 2022

Machinery

Our business is always focused on operational efficiency, sustainability and the responsible use of resources - Julio Hernández, General Manager for the Compressor Technique Business Line at Atlas Copco Peru and Bolivia

the choice of the right equipment according to a particular application, they can get up to 50% of energy savings”. Usually, these low-pressure solutions are recommended due to its high efficiency and low energy consumption for wastewater treatment plants, flotation processes and pneumatic transport.

Atlas Copco always looks to

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65

Atlas Copco Perú

66

March 2022

Machinery

Hogar de las Ideas Industriales

provide added value to its customer

goes hand in hand with energy

during their project development

efficiency. Keeping a machine in peak

process. The accompaniment during

operational performance turns into

the implementation of such projects

energy savings. To achieve this, we

goes beyond the installation itself,

have intelligent central controllers that

focused on prevention and energy

regulate the demands and fluctuations

efficiency. “We have seen growth in

of compressed air machines

the awareness about the importance

connected to our network, thus

of preventive maintenance, which

increasing their efficiency”.

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67

Atlas Copco Perú

The industry 4.0 and connectivity

maintenance since it helps reduce

tools are not foreign to the

possible failures that may cause

compressed air world. Due to the

production losses to our customers.

confinement situation caused by

Also, it allows us to be proactive

COVID-19, remote monitoring

towards any alert sign the machine

platforms have been key for Atlas

may send, which goes straight to our

Copco customers to anticipate

customer and our specialists”.

their maintenance needs. “All of

“Industrial innovations, like our

our compressors come with remote

third-generation variable speed drive

monitoring technology or can be

technology VSDs and SMARTLINK

easily connected to our worldwide

for remote monitoring of compressed

network through SMARTLINK. This

air installations, allows our customers

tool supports us with preventive

to maximize their investment and

“Our mission is to achieve a sustainable, profitable growth, seeking to empower our customers and drive society towards a better tomorrow” - Julio Hernández, General Manager for the Compressor Technique Business Line at Atlas Copco Peru and Bolivia

68

March 2022

Machinery

optimize the operational times at their

environment and society in general.

installations in a responsible way with

“At Atlas Copco, our mission is to

the environment”, says Julio.

achieve a sustainable, profitable

COMMITMENT WITH THE SOCIETY AND THE ENVIRONMENT Sustainability and innovation are key for the Atlas Copco Group. Its

growth, seeking to empower our customers and drive society towards a better tomorrow”, says Julio.

And so, the Atlas Copco Group

sustainability strategy is focused

in Peru and Bolivia contributes with

on providing its strategic partners

sustainable development through

with added value, not only through

corporate projects aligned with

its products and services, but also

the United Nations Sustainable

through responsible actions with the

Development Goals, and its

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69

Atlas Copco Perú

commitment with science-based

differential value from other offers, are

targets. Julio tells us more about

sustainable, efficient and can generate

one of their initiatives: “Water for All

saving in the short, medium and long

is a corporate global initiative that

term”. This year, an organic growth in

develops projects to provide access to drinkable water in places where is needed. This initiative was born from a project promoted by our own staff, to later be adopted by the Group and executed worldwide through strategic partners and Atlas Copco volunteers in every country”.

the business volume is expected for the division in the region, based on tailor-made solutions for the customer and intelligent connectivity tools for service proactivity.

“Solutions based in innovation and advanced technology will be key this 2022, and at Atlas Copco we are

OUR VISION FOR THE REGION IN 2022 For Julio, this 2022 arrives with several growth and project development opportunities that will

70

more than ready to take on these new challenges the market has for us.

With nearly 150 years of experience in compressed air technologies

need Atlas Copco solutions. “We are

worldwide, our machines have

in a highly dynamic market that has

proved to be efficient and sustainable

increased its demand for products

no matter the industrial project

and services that, aside from having a

they operate in”.

March 2022

Machinery

www.atlascopco.com/es-pe

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71

High

standards and flexibility combined into success

The Krispy Kreme franchise in Panama makes the most out of the global support from the company’s headquarters and brings its own creative twist, delivering astonishing results Produced by Jassen Pintado

Written by Mateo Rafael Tablado

Interviewee Eduardo Escobar, General Manager of Krispy Kreme in Panama

Food

Krispy Kreme

T

he Krispy Kreme

purchase Krispy Kreme products. This

brand was created

earned Krispy Kreme Panama the Best

more than 80 years

Opening Worldwide award in 2017, on

ago in North Carolina, behalf of the company’s headquarters. with the original

“This event thrusted us into the

glazed donut as

news for weeks after the opening,”

its cornerstone.

commented Eduardo Escobar, General

Throughout the years, Manager of Krispy Kreme in Panama.

the company’s expansion has led to presence in more than 35 countries.

The successful run for the Krispy Kreme franchise in Panama began with

leadership Originally from El Salvador, Eduardo

the opening of its first store in 2017,

Escobar earned a Bachelor’s degree

located in the Costa del Este exclusive

in Marketing from Dr. José Matías

residential area. Five years later, Krispy

Delgado University, in his home

Kreme has nine stores in Panama City.

country. Escobar also obtained an

Before the first location opened its

MBA from the Francisco de Vitoria

doors, the Bárcenas Group worked for

University (Madrid, Spain). His body

two years in preparation to launch the

of work includes stints in industries

brand after obtaining authorization on

such as real estate, advertising and

behalf of Krispy Kreme to operate the

for global brands such as Pizza Hut

franchise in Panama.

(in El Salvador and Guatemala), KFC

The store’s opening attracted lines of 500 to 600 customers, eager to

74

Creative, experienced

June 2021

(Guatemala) and for Krispy Kreme, in Panama.

Food

Krispy Kreme

Our specialty is creating experiences, making donuts and selling them - Eduardo Escobar, General Manager for Krispy Kreme in Panama

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75

Krispy Kreme

Food

Besides the Best Opening Worldwide award in 2017 and a “Melonhead” for

Krispy Kreme is no different

achievements in innovation -both from

from other franchises in regards to

Krispy Kreme-, Escobar was selected

keeping every single detail consistent

by Central America’s “Estrategia y

with the brand’s concepts besides

Negocios” magazine as one of the

product quality.

100 leaders in marketing for this

76

Standards and flexibility

But the brand’s flexibility allows

territory after introducing Krispy

blending with local culture to

Kreme in Panama.

improve its positioning, allowing also

June 2021

Food

Krispy Kreme

adaptations into local vernacular along

took place in popular places in town,

other efforts contributing to reaching

shopping centers, points of interest,

the brand’s target audience.

plazas, busy streets and avenues.

One of the brilliant strategies linking the brand with the city of Panama’s inhabitants was the activation

A timely, transparent operation The joy for Krispy Kreme products

campaign in which entire boxes filled

lies in its freshness, the bakery

with products derived from new hires’

delivers new products twice a

training sessions were given away. This

day (mornings and evenings),

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77

“Creativid Estratég para tu cade de suministr

4M Food Solutions es una empres 100% panameña que con la creatividad y experiencia de su fu Miguel Quintero, de seguro con nuevos retos dentro del segmento d Service enfocado en las 4M’s de la i - Money, Market, Menú y Mana

Somos una propuesta ganad visión estratégica a innovar con so a la medida de cada cliente br seguridad y un excelente 4mfoodsolutionspty mquintero@4mfoodsolutions.com www.linkedin.com/company/4mfoodsolutions

dad gica ena ro”

sa joven, energía, undador nquistará de Food industria agement.

dora con oluciones rindando servicio.

Perfíl de Proveedor

N u m b e r o f E m p l o ye e s : 12

Ye a r E s t a b l i s h e d : 2021

Industr y: Logística y Distribución

Main Ser vices: S e r p r o ve e d o r d e t o d a l a c a d e n a d e s u m i n i s t r o d e t u n e g o c i o (c o m p r a s , i m p o r t a c i ó n , a l m a c e n a j e , ve n t a s y d i s t r i b u c i ó n) . ¡ S o l o d e d í c a t e a ve n d e r !

Recent Projects: Incorporación a nuestro por tafolio de clientes ser el operador logístico en Panamá de la franquicia internacional Krispy Kreme

President: M i g u e l Q u i n te r o Email: m q u i n te r o @4 m f o o d s o l u t i o n s .c o m

Food

Krispy Kreme

guaranteeing freshness to every

developed hidden stores which

customer.

increased coverage for delivery orders.

Most of the Krispy Kreme locations

The strategy consisted in renting

open to the public are also bakeries,

low-cost properties where finished

and customers can take their children

products are delivered every day and

to witness the production process

set up to prepare beverages from

before buying just-baked products.

the menu without being open to the

Bakery stores display a “Hot Now”

public. These locations are intended

neon sign, letting customers know

for delivery-only purchases.

that doughnuts are just leaving the production line.

The dark kitchen strategy earned an award for innovation from the brand’s headquarters in early 2021.

Dark kitchen, an award-winning strategy Krispy Kreme’s headquarters also displayed its flexibility by allowing

Centralized supply for quality control Consumables and materials for

the Panama franchise to run its “dark

preparation of Krispy Kreme products

kitchen”, a model which -with more or

are centralized in the company

less variations, even in the concept’s

headquarters in North Carolina,

name- has gained popularity in the

ensuring the best available ingredients

industry. The Panamanian operation

for each donut’s production. Global

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81

Krispy Kreme

Food

orders are collected and sent on

the same quality in every market for

consolidated freight in high volumes.

product quality, brand identity and

The company deals directly with

other matters.

suppliers, which results in all ingredients being imported into

Each department in every country can access the staff at the

Panama. Making these goods reach its headquarters directly to deal with final destination is a different matter.

“In this part is where local strategic

specific subjects in every area.

The data exchange is a key

partners rise to the occasion, as

aspect, as the company shares

it happens with our raw material

specific KPIs monthly, with leading

distributor. Our specialty is creating

markets exchanging information to

experiences, making donuts and

be applied in countries with room

selling them, theirs is logistics,” the

for improvement in certain aspects,

executive explained.

adding to best practices. This way, information does not flow only

Global support network As well as global standards are carefully maintained as a brand, in the same way Krispy Kreme offers wide

between headquarters and global locations, but also among operations in each country.

“We are able to propose pilot

support in every area to its affiliates,

programs, and if one of them works,

be it training, marketing, operations,

then these are escalable at a global

human resources and others, including level; like the dark kitchens, a program location architecture, maintaining

82

June 2021

we were authorized to test-run, it

Krispy Kreme

Food

The challenge for ourselves is to innovate, and reinvent ourselves continuously - Eduardo Escobar, General Manager for Krispy Kreme in Panama

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83

Krispy Kreme

84

June 2021

Food

Food

Krispy Kreme

The dark kitchens worked, we earned an award,

and now it’s going to be implemented worldwide - Eduardo Escobar, General Manager for Krispy Kreme in Panama

worked, we earned an award, and

Kreme Panama first reopened

now it’s going to be implemented

once a week, then twice a week,

worldwide,” Escobar declared.

until the operation could run on a daily basis again.

Surpassing the pandemic Consequences from COVID19 were

Within the company, some movements contributed to discovering

felt worldwide. Panama stands out for

new skills within the hired staff, which

having enforced very strict measures,

shares a commitment to pull together

including a six-month quarantine when through difficult times and has the pandemic just began.

Compliance with these measures

positively transformed some habits.

“The pandemic contributed to

implied a halt in operations until the

reinventing ourselves as a company,

government began to allow a gradual

to reinvent processes, to reinvent our

opening to essential activities. Krispy

structure,” the executive added.

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85

Krispy Kreme

Food

New hires with a purpose Krispy Kreme’s support to its

the pandemic, and the company stepped up to make sure the entire

personnel in Panama is displayed

staff could take home that same

with actions going farther than

amount of money.

existing commitments by law. The

But probably the most notable

company has gone the extra mile for

contribution Krispy Kreme provides

employees that also deliver an extra

to its staff is the future plans for new

effort. One of these examples came

hires, considering mid- and long-

when not every employee qualified for

term paths. The company plans

government’s stimulus payment during the possibility of climbing to new

86

June 2021

Food

Krispy Kreme

All ingredients are supplied f ro m t h e b ra n d’s headquar ters, ensur ing product qualit y wor ldwide

positions since prospect evaluation

strength and heart lies within

and hiring. This strategy has delivered

the people working for us,”

valuable results not only in operational

Escobar commented.

positions, but also for management roles, as there are team members who have reached mid-management

Expansion and challenges Beyond previously-set goals, the

positions after entering the company

pandemic became a game-changer

two levels below.

in every industry. In Panama’s case,

“The company has a focus on its staff, we know that the company’s

Krispy Kreme’s strongest competitor, precisely in the doughnut specialty,

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87

Aloha Table Service and Quick Service are easy to use We offer advanced solutions that reduce POS training time.

Increase your restaurant’s efficiency while maximizing the value of your investment.

ADVANTAGES • Advanced built-in redundancy - prevents loss of accounts and equipment misconfiguration • Each team has the ability to operate autonomously in the event of a server crash (offline) • Easy restore mode (online) • Multi-warehouse inventory, through the NBO cloud application.

• Real-time management reports with mobile access from your cell phone using the Pulse and Insight cloud applications • Graphical user interface: configurable menu, order entry and automatic modifiers • Simple charges, mixed or split bills • On-screen keyboard for special instructions • Different input options such as card, secret code and bimetric

Integrated System Technologies, Inc. Santa Maria Business District, Torre Argos Telephone: (507) 303-5555 • www.istech.com.pa e-mail: ventas@istech.com.pa

closed its operations countrywide,

production level. This goal is being

which does not necessarily translate

achieved successfully.

into good news, since it was also a global brand. This drove Krispy

expanding the business along

Kreme Panama into setting a series of

Panama, going beyond the nine stores

challenges in which its main reference

currently operating in the country’s

is its own operation.

capital.

On one side, a 100% recovery plan was set for 2021, reaching the same

88

And the other goal is to keep

June 2021

The management’s vision is to keep evolving, coming up with better

Krispy Kreme

Food

K r ispy K reme creates devel opment p lans fo r new hi res

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89

Krispy Kreme

Food

The company has a focus on its staff, we know that the company’s strength and heart lies within the people working for us - Eduardo Escobar, General Manager for Krispy Kreme in Panama

90

June 2021

Food

FOUNDED:

1937 (in the U.S.)

INDUSTRY:

Food WEBPAGE: www.krispykremepanama.com

ideas to remain in the market as a relevant, appealing brand, far from believing that less competition will turn them into the only option for consumers.

“The challenge for ourselves is to innovate and reinvent ourselves continuously,” concluded Eduardo Escobar, General Manager for Krispy Kreme in Panama.

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In the right place to obtain and export minerals Produced by Jassen Pintado

Written by Mateo Rafael Tablado

Interviewee Víctor Flórez, Mining General Manager for Carbomas

Carbomas operates in strategic locations which facilitate the exportation of its coke mineral products, besides optimizing its production by investing on equipment and developing its workforce.

Mining

CARBOMAS

C

arbomas’ business

Metallurgy Engineering from the

consists in the

National University of Colombia, and

exploration,

afterwards he earned a Postgraduate

extraction and

Degree in Business Administration

commercialization

from the University of Santander

of minerals. Such

(also in Colombia).

activities are developed through

His experience in the mining sector has expanded on for more than 13

its brands Carbomas and Metalmax.

years, having worked in companies

The company was created by a

such as Cerro Matoso and Prodeco,

business group formed in 2015 in

moving up from operational positions

the Department of North Santander,

to management before being hired by

Colombia.

Carbomas in August 2020.

“As a business group, we are

“During these years I have worked

currently known as the largest

in production and strategic planning

producer of ultra-low phosphorus

positions”. Flórez said.

coke in Colombia”, pointed out Víctor Flórez Mejía, Carbomas Mining National Manager.

EXPERIENCED LEADERSHIP WITH KNOWLEDGE OF THE MINING SECTOR Flórez graduated in Mining and

94

March 2022

WIDE EXPERIENCE THROUGH DIFFERENT OPERATIONS Carbomas develops its operation in different departments in Colombia, producing mainly thermal coal, coking coal and copper concentrates: • Department of Córdoba:

Mining

CARBOMAS

Carbomas has a thermal coal open

Three underground mining operations

pit mine, besides currently operating

and four exploration projects. Coking

two thermal coal exploration projects,

coal is obtained out of the working

expecting to bring over 11,000

operations, along with the extraction

BTU (British Thermal Units) to the

of ultra-low phosphorus coke, used

international coal market, with a sulfur

in ferroalloys.

concentration below 1%.

• Department of North Santander:

• Department of Cesar: Copper exploration projects in its exploration

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95

CARBOMAS

96

March 2022

Mining

Mining

CARBOMAS

stage, operations are expected to beguin in the Q4 2021 to export copper concentrate from the ports of Santa Marta (Department of Magdalena) and Barranquilla (Department of Atlantic).

• Department of La Guajira: Copper project recently assigned by the Colombian government. The deposit is in the La Jagua del Pilar Municipality and its exploration would

THE NECESSARY EQUIPMENT FOR WORKS TO BE PERFORMED Exploration projects Carbomas is in charge of, which are several at a national level, have led the company to take the decision of acquiring both underground and surface drilling machinery, which could result in cost reduction of approximately 6% per drilled ft in these projects.

Carbomas relies on equipment such

take place

as scanners for underground mining,

in Q4 2021. This strategic reserve

among its advanced technological

was given through the National

solutions, which can give information

Mining Agency for its exploration

about the tunnels with great accuracy

and exploitation, and was assigned

for applications in topography

by public tender.

processes, mining planning and

“We were fortunate to be the first company benefited with the

geotechnics.

In managerial matters, the company

assignment of this block”, the

is implementing an ERP system

executive said.

which will optimize its processes. This system, along with the acquisition of

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97

CARBOMAS

Mining

We are the largest producer of ultra-low phosphorus coke in Colombia - Víctor Flórez Mejía, National Mining Manager at Carbomas

exploration machinery equipped with

importance is given to its suppliers, an

the most advanced technology, will

integral and highly valued part of its

result a greater efficiency in cost.

productive chain.

“Nowadays, plenty of technological

98

Companies such as Boart Longyear,

advances applied to mining have

Caterpillar, Cino Mining, Dassault

been developed, these allow us to be

Systèmes and Komatsu, among

more cost-efficient and increase our

others, provide Carbomas’ operations

productivity”, Flórez declared.

with value.

STRATEGIC SUPPLIERS AND PARTNERS Carbomas’ strategic stockholders

TOWARDS GREATER SECURITY AMONG THE HUMAN TEAM Among traits shared by Carbomas’

and partners are highly valued

workers, their energy, the fact of self-

regarding their contribution to the

imposing high growing goals, as well

company’s operations, and this same

as the evolution of a culture of security

March 2022

CARBOMAS

Mining

- Víctor Flórez Mejía, National Mining Manager at Carbomas

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99

Mining

CARBOMAS

and respect for the environment

surrounding its operations are based

certainly stand out, besides giving

on mutual benefits, encouraged

value to the communities where the

by the creation of self-sustainable

company operates.

development programs for these

Carbomas’ workforce is currently going through a transformation

settlements.

Among the renowned efforts for

towards a self-care culture in each

this purpose are the alliances created

of its collaborators, thus favoring a

along local governments with the

more secure and healthier working

purpose of promoting the growth of

atmosphere.

REAL BENEFITS FOR NEIGHBORING COMMUNITIES The relationships between Carbomas and the communities

the communities where the company has got influence.

The main aspects in which Carbomas has become as an agent for change among these communities

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101

CARBOMAS

Mining

It is really important for us to bring value to the communities where we work at - Víctor Flórez Mejía, National Mining Manager at Carbomas

102

March 2022

Mining

CARBOMAS

include agriculture, construction

Their vision in a few years’ time is

of access roads, education, and

to become the mining company

jobs generation.

with the largest quantity of mineral products in its portfolio in Colombia.

“It is really important for us to bring value to the communities where we work at”, the manager stressed.

Nowadays, the company makes a place for itself in the products obtained from lines of work such as coke, metallurgic coke, coking

PORTFOLIO GROWTH TOWARDS THE FUTURE

coal, thermal coal, copper

Carbomas is setting highly important

concentrates and gold.

challenges, which are within reach.

FOUNDED:

2015 INDUSTRY:

Mining CONTACT: victor.florez@carbomas.com

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