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BUSINESS EXCELLENCE Issue 57 | www.bus-ex.com

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AMERICAS EDITION APM Terminals Moin

Costa Rica’s window onto the world We discover how The Port of Moin is strategically important for Costa Rica

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CONTENTS

COVER STORY

6 APM Terminals Moin

Costa Rica’s window onto the world We discover just how many ways the Port of Moin is strategically important for Costa Rica.

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Baha Mar

Life’s spectacular in the Bahamas When most people think of a tropical island paradise, more often than not, the Bahamas is the location which springs to mind.

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SLC Agricola

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Metro Sao Paulo

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Barrick Gold

Symbiotic Growth with the Dominican Republic The world’s largest gold mining firm.

Westshore Terminals

The Future Looks Assured Canada’s abundant mineral resources have led to an economic surge over the past decade.

Order and progress in Brazilian commodities Brazil is sometimes referred to in terms of “three, four and five.”

Breaking new ground underground The city’s underground network, celebrates 50 years this year. With a major line extension underway.

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Petro Peru

100 Salmones Camanchaca:

Strong emphasize on sustainability The company was took its name from the distinctive cloud patterns that form over the coast where its fishing trawlers operate.

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Showing that expansion can be sustainable The Talara Oil Refinery, is Peru’s second largest oil refinery.

Cobre Panama

First Quantum’s Landmark Project in Central America What’s clear is that Panama from the earliest times has been a country rich in natural resources.

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Constructora AE

Dominican Republic’s built environment in the best hands Dominican Republic is a very attractive destination for foreign investment.

120 Jorge Chavez International Airport

Higher, always higher If you are on an international flight to Peru, you will land at Jorge Chávez International Airport which is situated in the capital Lima.

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APM Term

COSTA RICA’S WINDOW

The Port of Moin is strategically important for Costa Rica trade passes through the port each year; second, it servces the country; and finally, its surrounding area is home to species o RESEARCH BY

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Jo

minals Moin

W ONTO THE WORLD

a in a number of ways. First, around 80% of the country’s s as the entry point for thousands of seaborne visitors into o some of Costa Rica’s flora and fauna, including a native of turtle.

oseph Phillips BUSINESS EXCELLENCE [ ISSUE 57 ]

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he Port of Moin is strategically important for Costa Rica in a number of ways. First, around 80% of the country’s trade passes through the port each year; second, it servces as the entry point for thousands of seaborne visitors into the country; and finally, its surrounding area is home to some of Costa Rica’s flora and fauna, including a native species of turtle.

Therefore, when APM Terminals won the 33-year concession worth $992 million to design, finance, construct, operate and

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maintain the port in 2012, it knew it was taking on a lot of responsibility. APM Terminal’s work is now nearing completion so we thought it would be a good time to catch up with Kenneth Waugh, Managing Director of the project, who was able to fill us in on the challenges and successes of the project.

Introduction to the New Container Terminal at Moin The port being constructed by APM Terminals is located approximately 10km from the

APM TERMINALS MOIN

“Costa Rica was once ranked as having among the worst road and port infrastructures in the world”

existing Moin and Limón port terminals, taking in an area of just over 1,500m2. When the project is delivered in early 2019, its total cost will have reached over $1bn - the biggest infrastructure investment ever made in Costa Rica.

Not only was this investment welcomed, but as Mr. Waugh points out, it was sorely required: “This concession was long needed by the country,” he says. “Costa Rica was once ranked as having among the worst road and port infrastructures in the world. It needed

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APM TERMINALS MOIN

The Moin terminal will be built on the artificial island, 500 meters out to sea

“We can see the potential and strategic position of the port for the region – having a deep draft port on the Caribbean side for the transportation not only of Costa Rican exports but also providing the country with growth”

to look for a solution, and needed someone to fund the project, and began looking at companies for a PPP.” The Moin terminal will be built on the artificial island, 500 meters out to sea in front of Moin Bay in Limon, Costa Rica. Upon the completion of the project, the Moin terminal will have an area of 80 hectares, with 1500 meters of quay, 5 berths, a 2.2 km breakwater and an access channel 18 meters deep, serving

as a shipping hub for the Caribbean and Central America.

He says: “We can see the potential and strategic position of the port for the region – having a deep draft port on the Caribbean side for the transportation not only of Costa Rican exports but also providing the country with growth. It’s also important given the expansion of the Panama Canal: he same kind of large vessel that will pass through the canal

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Engineering + Experience + Commitment CACISA is an international consulting firm, active since 1992, with 100% Costa Rican capital, which provides integral solutions in engineering and construction in the areas of Supervision, Geotechnics, Quality Control and Infrastructure Design.

CACISA has developed more than 250 engineering projects, participating in all types of studies, and providing all kinds of consulting services and technical advice, currently ranking among the leading companies in this sector in Central America and maintaining a growing international projection.

Compañía Asesora de Construcción e Ingeniería CACISA S.A Santo Domingo de Heredia, Costa Rica

T +506 2244-0548 | F +506 2244-1385 E info@cacisa.cr or comercial@cacisa.cr | www.cacisa.cr

APM TERMINALS MOIN CACISA CACISA has been operating in the market since 1992, and its business target is to develop in the field of consulting in Civil Engineering in all its branches, but especially in roads, airports, ports, buildings, water and sanitation of it.

Today, CACISA is dedicated to providing services in four productive areas: Geotechnics, Design, Supervision and Quality Control and is positioned in Costa Rica, El Salvador, Nicaragua and Panama.

CACISA has an Integrated Quality Management System. It has the UNE-EN ISO 9001/00 Certification issued by the Spanish Association for Standardization and Certification (AENOR). It is accredited as an Inspection entity in the ISO / IEC 17020: 2000 Standard and as a Testing entity in the ISO / IEC 17025: 2005 Standard.

CACISA has participated in the project “Terminal de Contenedores Moin” since 2015, performing as a quality control laboratory following international quality assessment procedures as ASTM and AASTHO, in the two major phases in which the project has been developed.

In the first phase, the activity was focused on reviewing the quality of the dredged sand and the stones for the breakwater that integrate the area of the ​​ terminal. In the second phase, the services focused on reviewing the quality of the materials used in the civil works built in the terminal.

Geotechnical studies were also carried out, such as piezometers, perforations on soilcement mixtures for the construction of gravel columns and analysis of direct share and consolidation..’ www.cacisa.co.cr

“One economic study into the port terminal conducted by QBis, estimated that it would eventually increase trade in Costa Rica by a massive 23%”

will be able to dock at our port – that’s a big jump for Costa Rica.”

And the good news is that everything is on course for port terminal to be finished in February 2019. At the beginning of summer 2018, it received its second batch of new ship-to-shore (STS) and electric rubbertyre gantry (ERTG) cranes. This equipment will be put to good use by all accounts: One economic study into the port terminal

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APM TERMINALS MOIN

conducted by QBis, estimated that it would eventually increase trade in Costa Rica by a massive 23%.

Environmental Sustainability Assuming APM’s new terminal generates anything like the kind of economic impact that was expected, it looks like $1 billion well invested. But what of the project’s environmental sustainability? As mentioned above, the region is home to treasured flora and fauna. As Mr. Waugh was quick

to point out, the last thing they wanted to generate economic impact if there were environmental consequences.

He says: One of the most important steps we passed was the environmental impact study. First, we needed to measure the baseline. Second, we needed to estimate the impacts the building and operation of the terminal would have on the surroundings, the environment and the flora and fauna. This took a full year, and looked at the currents, winds and how the environment around us

“One of the most important steps we passed was the environmental impact study”

The last thing they wanted to generate economic impact if there were environmental consequences

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APM TERMINALS MOIN

The beach beside our port is home to many native turtles

“We understood from our research that there were some methods that we could change to minimize the impact our project made on the environments”

behaved. In total, we had over 20 biologists and specialists working on that.”

He stresses that they were also keen to flexible to changes suggested by their environmental experts along the way: “We understood from our research that there were some methods that we could change to minimize the impact our project made on the environment. We also decided to change most of our equipment over to

electric, so that we could reduce emissions.

That meant that we had to change some designs on the terminal.”

This process even went as far as to effectively babysit the native turtle species nearby, so that they could nest in complete safety: “The beach beside our port is home to many native turtles, so we were keen to include their well being in our report. This included going to the beach, rescuing their

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Heard Tell us about your company and we’ll tell everyone else www.bus-ex.com

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APM TERMINALS MOIN

eggs and ensuring that they hatched in a safe environment, before releasing them to the ocean.”

Socioeconomic Impact As you would expect from an investment of the size of the new terminal, its socioeconomic impact will be significant. Mr. Waugh tells us: “It’s located in an economically marginalized area so you’ll see a direct impact straight

away. At our high point, we had close to 1,300 people employed on the project. Once construction is fully finished, the construction crew will finish, and then our operating crew will increase to around 650 to 700.”

He continues: “We also established that we needed to work on training and development of our new staff. Through a partnership with INA, the National Technical Training Institute, we were able to develop a new curriculum

“Over 80% of its employees are locals, from the city of Limón, all of which can upskill through locally-based courses”

We also established that we needed to work on training and development of our new staff

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T: +(50 6) 4035-2200 E: info@transmares.co.cr www.transmares.co.cr

Monitoring Our Oceans, Bays, Estuaries, Ports and Harbors Today, for Tomorrow’s Results.

Placing critical data at your fingertips.

Transmares is lead the port agency appointed to perform all shore equipment for the new APM Terminals Moín Development Project.

Transmares is also husbandry agents in Costa Rica for main container shipping lines such as Maersk Line and Mediterranean Shipping Company.

SHIPPING AGENT, WIDE EXPERIENCE IN…

T: 727-385-3834 | E: rickcole@rdsea.com

www.rdsea.com

• • • • • • • •

Bulk and Break Bulk shipping Husbandry Liner and tramp service Tanker vessels Specialized carriers Cruise lines Research vessels Special/off shore projects

inspired Your weekly digest of business news and views

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APM TERMINALS MOIN

TRANSMARES: AT THE CORE OF COSTA RICA’S BURGEONING SHIPPING INDUSTRY For nearly 15 years, Transmares of Costa Rica has been providing logistics services in Costa Rica’s burgeoning shipping industry.

A combination of Costa Rica’s strategically important location and an increasingly open economy attracted some of the world’s largest shipping countries to the country in the same period and Transmares has been able to provide them with a world class range of services as a shipping agent and freight forwarder.

Transmares’ experience in bulk and break bulk shipping, husbandry, liner and tramp services, and offshore services makes it the one of the most popular shipping agents in Costa Rica & Colombia.

It’s because of this experience, that Transmares was recently chosen as a reliable group to be port agency for all the vessels carrying the APMT equipment, a major terminal being constructed at Limón, Costa Rica’s major port.

Transmares has committed to attend the vessels which provided 6 ship-to-shore gantry cranes and more than 20 rubber tyre gantry cranes in accordance with its role as an integral part of the Port of Limóns progress.

APM - Transmares Costa Rica already host to the world’s major container shipping lines such as Maersk and Mediterranean as husbandry agent - is just the latest step in the ongoing story of Transmares, which promises to continue well into the future, an ambition reflected by its motto is ‘our ocean, our sky.’ www.transmares.co.cr

“We wanted to build a program that empowered women to start their own businesses”

in which we as a company provided the basic requirements of our employees. We also brought instructors to our bases all over the Americas so that they could see how we work.”

He says that over 80% of its employees are locals, from the city of Limón, all of which can upskill through locally-based courses.

This goes right down to grass roots, where the company has the “Tools for Success” program, which provides consulting to schools to show them how to maximize their funding allocations as well as train up children in computers and English – vital modern-day tools for success.

Finally, it emphasizes the importance of women to the future success of Costa Rica. Mr. Waugh says: “Our research showed that the head of the family is most often female, so we

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wanted to build a program that empowered women to start their own businesses. We have done that with the help of several organizations. In Spanish, the program is called Vozes Vitales (‘vital voices’) and new businesses have already been developed with women at the forefront.”

Partners and Suppliers The sustainability efforts for APM Terminals in Costa Rica even overlap into its partnerships.

Mr. Waugh says: “We have more than 250 suppliers and 90% come from the Limón area, and this has not been easy! We’ve had to work with suppliers, sometimes asking them to formalize their operations in terms of tax and compliance, to including safety programs and social responsibility and even helping them on occasion to build their own working capital.”

A consortium consisting of Van Oord and BAM International was awarded the contract for the design and construction of Phase 2A of the container terminal back in 2013 with a total contract value of $460 million. Van Oord handled the construction of a 1.5-km rock breakwater, reclamation of an area of 40 hectares, as well as soil improvement works, and the dredging of the access channel and turning basin. BAM International is constructing the 650-metre quay wall, as well as the pavement, associated buildings and all utilities BAM International deploys the contracting activities of Royal BAM, one of Europe’s largest contracting organizations with activities in construction, property, civil engineering, public-private partnerships, mechanical

“Thanks to the new port terminal at Moin, the life of many Costa Ricans is about to get a little bit better”

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Concrete Batching Plants, Bauer and electrical contracting and Did you know? and ZPMC just to mention a few. engineering in 30 countries across the globe.

The Future Van Oord is also a world Once construction Costa Ricans have an expression, as a leading contractor for is fully finished, the ‘pura vida,’ (‘pure life’), which dredging, marine engineering construction crew is an unofficial slogan for the and offshore energy projects will finish, and country that encapsulates a (oil, gas and wind), known for then our operating way of life. Thanks to the new providing innovative solutions crew will increase port terminal at Moin, the life of to challenges in marine space. to around 650 many Costa Ricans is about to With its footprint in over fifty to 700. get a little bit better. In February countries across the world.

2019, Costa Rica will have a port Other important contributors terminal that can compete, not to the project have included just regionally, but globally. Perhaps even RDSea International Inc, and Teledyne RD better than this, it’s all been achieved in a Instruments who collaborated to provide highly sustainable manner.

Real-Time Environmental Monitoring Data for Port Construction, Eptisa, also collaborated with Costa Rican engineering firm CACISA APM TERMINALS MOIN supervise the construction of the access road to the port and Transmares Costa Rica,  +506 25206501 a major regional player in logistics services  info@apmterminals.com in Costa Rica’s burgeoning shipping industry @APMTerminals who was instrumental in the delivery of the cranes. Other international providers engaged www.apmterminals.com across the project include Turkey’s ELKON

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LIFE’S SPECTACULAR

IN THE BAHAMAS Baha Mar When most people think of a tropical island paradise, more often than not, the Bahamas is the location which springs to mind RESEARCH BY

Wisner Gomes

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Baha Mar Blue Hole Pool

hen most people think of a tropical island paradise, more often than not, the Bahamas is the location which springs to mind. The stunning shoreline of this island nation has been enchanting many of the world’s most high-profile individuals for decades. Famous Bahamas homeowners include Mariah Carey, Johnny Depp and even Bill Gates.

Luxury is a byword in the Bahamas, as reflected by the range of world class hotels.

There is no better example of this than Baha

W

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Mar in Nassau, the first of the region’s great destination resorts. Its roll-out to visitors over the course of 2017 and 2018 has led to many recognizing Bahamas as the natural treasure that it has always been.

Featuring three hotel brands in one development (Grand Hyatt, SLS and Rosewood), a signature Jack Nicklaus golf course, the largest casino and convention centre in the Caribbean and world-class shopping and restaurants, the resort is actually a kind of paradise of all of its own. We

BAHA MAR

“Baha Mar employs 4,000+ people. Over the next few years, it is projected that it will contribute 12% of the Bahamas’ GDP.”

decided to take a closer look at what makes Baha Mar so special.

Paradise: Found While the group of hotels behind Baha Mar speaks for itself in terms of the luxury that the project brings, the scale of the ambition of the resort is also clear from several other statistics. Baha Mar is a leading employer in the Bahamas, employing over 4,000 people.

Over the next few years, it is projected that it will contribute 12% of the Bahamas’ GDP.

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BAHA MAR

King Room Wide View

“Since the opening of Baha Mar resorts, Lynden Pindling International Airport in Nassau, the Bahamas has reported the highest number of passenger arrivals in the last decade” Visitor numbers are also on the rise; an airlift to the destination has also increased substantially throughout the last year, as top airlines add additional direct flight markets, seat count and frequency of flights from the United States and Canada. Since the opening of Baha Mar resorts, Lynden Pindling International Airport in Nassau, the Bahamas has reported the highest number of passenger arrivals in the last decade.

There’s also far more to Baha Mar than just being a popular destination resort, however.

The team behind its concept were more concerned with providing its guests with an experience than anything currently available in the area. By adding a cultural program to what it offers visitors, it has the added bonus of involving local communities.

The resort destination is so much more than “Las Vegas at the beach”. Baha Mar is home to The Current, an unparalleled arts program, gallery and studio space, designed to support local artists and promote Bahamian arts on a global scale. Overseen by Bahamian

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BAHA MAR

Artist John Cox, the arts program features 2,500 pieces of Bahamian art, showcased throughout the property.

And even children are welcome at the resort - not always the case with luxury hotels. Baha Mar has developed a series of educational activities for kids, a marine science program (including an extensive coral restoration project), and the resort’s BEACH Sanctuary, a natural animal sanctuary for indigenous marine life.

A massive contribution to Bahamas life A part of the experience that Baha Mar creates for its guests is to educate them about the importance of wildlife and the environment in the area. It invests significant resources to this. With so many visitors expected to pass through the resort and its three hotels in the years ahead, it’s important that the whole hospitality cycle is as sustainable as possible.

“A part of the experience that Baha Mar creates for its guests is to educate them about the importance of wildlife and the environment in the area”

Baha Mar Royal Blue Tee One

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I.C.S Security Concepts The #1 Patrol and Security Company in the Bahamas + Security Services + Executive Protection + Private Charter + GPS Tracking + CCTV Monitoring + Mobile Patrol

ICS Security Concepts P.O. Box CB-13965, Ivanhoe Rd., off Mackey St. Nassau, Bahamas

T. 242-394-0912-4/6 E. info@icssecuritybahamas.com www.icssecuritybahamas.com

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BAHA MAR

extended community, involving them in as many activities as possible.

Baha Mar dedicates resources towards ensuring a strong future for The Bahamas, focusing specifically on conservation, community and cultural initiatives. Throughout 2017 and 2018, Baha Mar sponsored the National Men’s Basketball Team; Fourteen Clubs, the youth golf organization in Nassau, and The Valley Boys, one of the leading Junkanoo bands in The Bahamas.

The Current at Baha Mar has evolved into Nassau’s leading arts and culture hub, sponsoring five Artists in Residence to create original works of art in the Baha Mar studios for guests to view and enjoy. And in addition to improving the guest experience, this has the added benefit of creating a new whole new market for the artists’ work that didn’t exist before Baha Mar.

Baha Mar ESPA Entrance

An example of Baha Mar’s commitment to sustainability can be seen in its joining the Reef Rescue Network earlier this year, a network of organizations and businesses in the Bahamas committed to the creation and management of coral restoration.

Elsewhere, that Baha Mar has also partnered with Bahamas National Trust, the authority on wildlife protection and wetland conservation throughout the Bahamas, on significant longterm initiatives and programs and joined the leading conservationists in the nation to host the 2018 Bahamas Natural History Conference at Baha Mar. And given that it employs over 4,000 people - indirectly creating several more thousand jobs in the process - it’s not difficult to understand why the management team behind Baha Mar are keen to look after the

Casino Evening

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Baha Mar Ariel view

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BAHA MAR

Partners and Suppliers Although tens of thousands of visitors are expected to pass through Baha Mar every year, the goal of its management is to ensure that the same standard of luxury applies to the 10,000th guest as the very first. Baha Mar has received considerable support in maintaining this level of service from a range of partners and suppliers.

Baha Mar is the largest hospitality project on the Bahamas and the largest of its kind in the Caribbean ever. The daily operations of the firm rely not just on Baha Mar’s valued team, comprised of everything from chefs to masseurs, but also on a band of local firms that bring their own expertise to proceedings.

The Future With its contributions to the local community, local artists and local NGOs, the impact Baha Mar is already making is quite remarkable.

Baha Mar has achieved luxury and elegance while involving all sides of the community into its day-to-day operations, as employees, suppliers and contractors, and even of course, artists and entertainers. Little wonder that its rooms have been sold out - performing well above expectations.

Baha Mar is projected to generate an additional 315,000 air passenger seats annually (new markets and larger planes from the existing markets), an increase of 19% over 2015 record of arrivals and signaling in the marketplace the revitalization of the Bahamas tourism brand. Thanks to the luxury brought

by Baha Mar, life truly is spectacular.

BAHA MAR

 242.788.8000  info@bahamar.com @BahaMarResorts www.bahamar.com

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SLC Ag

ORDER AND PROGRESS IN

Brazil is sometimes referred to in terms of “three, fo its fourth largest population RESEARCH BY

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Mic

gricola

BRAZILIAN COMMODITIES

our and five.” It is the world’s third largest territory, and its fifth largest economy

chael Miniham BUSINESS EXCELLENCE [ ISSUE 57 ]

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SLC AGRICOLA

razil is sometimes referred to in terms of “three, four and five.” It is the world’s third largest territory, its fourth largest population and its fifth largest economy. Since the country’s foundation, commodities have constituted a significant part of that economy and as a result, the country is home to some of the world’s most prominent players in the sector.

Before many the current cohort of companies arrived to take advantage of Brazil’s agricultural riches, SLC Agricola was already a household name in Brazil. It was founded in 1977 by the SLC Group, and focuses on the production of cotton, soybean and corn. 30 years after its foundation, in 2007, the firm listed on Brazil’s BOVESPA stock exchange making it an industry reference both in Brazil and internationally.

B

these operations, according to Mr. Logemann, is just under 400,000 hectares.

He says: “We currently operate 14 production units located across six Brazilian states, totalling 395,141 hectares. The breakdown is roughly 230 thousand hectares of soybeans, 87,500 hectares of cotton, 72,000 hectares of corn and nearly 5,000 hectares of other crops such as sunflower, wheat, corn seed, soybean seed and sugarcane.”

The company has well-developed sales channels for all of its output both domestically and internationally, as Mr. Logemann explains: “The grains are mostly sold do trading companies, which then export a good part of the product. On cotton, we sell only a minor portion of our output to the domestic market, and export around 50% directly to the Asian textile market, delivering the product on the

“The grains are mostly sold do trading companies, which then export a good part of the product” We recently caught up with Frederico Logemann, Investor Relations Manager at SLC Agricola, who took time out to tell us about the company, its commitment to sustainability and its plans for the future. Mr. Logemann began by outlining the company’s operations in Brazil, spread across six separate states and extending from the North East right down to Porto Alegre in the South.

A diversified approach, a nationwide presence SLC Agricola has developed a hybrid business model, which can be divided into three separate categories: agricultural operations on its own land, agricultural operations on leased land (and joint ventures) and the acquisition of raw/pasture land for transformation and sale. The total size of

Asian port. The balance is also sold to trading houses, that the export the fiber.”

Mutually beneficial and long-lasting partnerships SLC Agricola’s partnership with John Deere, when it still produced, machinery, back in 1977 was one of the catalysts behind mechanization in the Brazilian agriculture industry and it was just one of many partnerships which the company has developed over its history, to its own benefit, but also to the benefit of the wider Brazilian community.

The company has two joint ventures: the Planeira Farm, which it operates with the Dois Vales Group, and SLC-MIT, which it operates with one of Japan’s largest industrial conglomerates, Mitsui. And although SLC Agricola employs over 2,700

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people - sustaining many Brazilian companies indirectly as a result - most, but not all, of its partnerships are with international firms.

Mr. Logemann tells us: “Most of our largest suppliers are multinationals with operations in Brazil. To name a few, we have names like Monsanto, Bayer, Yara, Kepler-Weber and Syngenta. We also buy fertilizers from large trading companies, such as Bunge and ADM. What we source locally, or close to the farm sites, is labour, while some of the employees on the operational level come the farm vicinity.”

Sustainability in inputs and outputs

Sonhamos grande como a SLC. Temos orgulho em investir em soluções que alimentem o mundo, respeitem o planeta e impactem as gerações futuras.

As one might expect from a company of SLC Agricola’s size and industry, sustainability is at the heart of its operations. It regards it as a core competency, and is one of the pillars of the company’s growth strategy. The company’s management now have to consider sustainable development in every aspect of the planning, implementation and operation of their projects or areas.

This commitment is also in evidence by several ongoing programs that SLC Agricola implements. Among them are the “Sowing the Good” Program, which was founded in 2011 by the Social Cotton Institute (SCI) to improve social and environmental action among cotton producers. SLC Agricola won the Best Landfill and Waste Management award in 2016.

SLC Agricola also actively participates in

“As one might expect from a company of SLC Agricola’s size and industry, sustainability is at the heart of its operations”

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SLC AGRICOLA

effluent for garden irrigation the Water Producer Program, Did you know? and road humidification. It also which aims to reforest deforested has put in place strict measures areas of the river basin on the for kitchen oil and solid waste, Queima Pé River in the state Where waste is where it recently invested around Mato Grosso. As Mr. Logemann concerned, the US$500,000 in infrastructure points out: “supported the firm has invested for temporary storage of waste Project by building level curves, nearly US$1m in and briquetting. aiming rain water contention a state of the art avoiding erosion and soil silting.” effluent treatment Social Programs Even at non-agricultural system, which SLC Agricola prides itself company sites, SLC Agricola repurposes on its CSR initiatives. Mr. is making an effort to improve effluent for garden Logemann says: “we encourage sustainability. In 2016, it began irrigation and road our employees to work as installing photovoltaic roofs on humidification. volunteers through the Social many of its buildings to absorb and Environmental Action heat and reduce the energy Group (GAS) implemented at all consumption of its buildings. units, where citizenship projects related to Its buildings have also moved towards environmental and social issues are carried maximizing natural lighting with translucent out, with a focus on improving the quality of tiles and natural ventilation systems. life of local communities. This Group is formed Where waste is concerned, the firm has by around 100 volunteer employees.” invested nearly US$1m in a state of the art He continues: “Until now, around 5,000 effluent treatment system, which repurposes

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people per year are benefited by the GAS projects. A good example is the Furnishing Lives Project, where the Company employees teach volunteers how to produce manually a shower and feed chair made from PVC adapted for children with multiple disabilities who received assistance from Kinder, a philanthropic organization in the city of Porto Alegre.”

The company is also probably the most inclusive in Brazil, employing over 90 disabled people among its ranks and actively promotes awareness of diversity and inclusion on its campus, through lectures, workshops,

way to do farming (not only in Brazil, but worldwide).” This also makes careful planning for the future even more of a necessity. And according to Mr. Logemann, the firm has plenty of things on the horizon, telling us: “Our main focus is to continue expanding the operation (overall planted hectares) on the regions where we operate, both through the development of our land bank (which today stands at around 45 thousand hectares of undeveloped land) and also through new leasing contracts. We also view “certified production” as an important trend in the market.”

“Our main focus is to continue expanding the operation on the regions where we operate, both through the development of our land bank and also through new leasing contracts.” training teams, on-campus sign language professionals and in-house publications.

The initiatives have gained awards outside the company, as Mr. Logemann notes: “In 2016, the Company was elected by its employees one of the 10 Best Companies to Work For in Rio Grande do Sul (Great Place to Work) and received the Top Human Being Award from the Brazilian Human Resources Association in Rio Grande do Sul (ABRH-RS) for the internal communication case study “Our Way of Being.””

“Furthermore, we currently study the possibility of “adding value” to our products.

That opens up to several possibilities, ranging from entering the protein markets and the seed “multiplication” businesses.

These are all alternatives under study.

We also see strategic possibilities on the renewable energy scope, that is, on on-farm generation of energy (solar and/or wind, and also biomass).”

Plenty on the horizon for SLC Agricola

SLC AGRICOLA

Mr. Logemann tells us that “a major difference between SLC and the rest of the market is that we have a “corporate approach” do farming, in contrast with the usual “family estate” approach, which is by far the most common

 info@slcagricola.com.br @SLCAgricola www.slcagricola.com.br

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BREAKING NEW GROUND UNDERGROUND Metro Sao Paulo The city of São Paulo in Brazil’s southeast is not only the largest city in South America by some distance, it can also claim to be one of the world’s biggest cities by area and population.

RESEARCH BY

Wisner Gomes

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he city of São Paulo in Brazil’s southeast is not only the largest city in South America by some distance, it can also claim to be one of the world’s biggest cities by area and population. With some 22 million people filling the city on an average weekday, and its area covering approximately 8,000 square kilometres, it is truly a modern megacity and the beating heart of Brazil.

Naturally, the transport infrastructure has a considerable task in providing transport to so many people. Metro São Paulo, the

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city’s underground network, celebrates 50 years this year. With a major line extension underway, now is an excellent time to take a closer look at the system which has become such an integral part of life in the city over the past half century.

50-years a growing The Companhia do Metropolitano de São Paulo was founded in April 1968, at a time when São Paulo was a remarkably different city to the one that now exists. At time, it had

METRO SAO PAULO

“The Companhia do Metropolitano de São Paulo was founded in April 1968, at a time when São Paulo was a remarkably different city”

around a third of the population it now has and people made their way in and out of the city centre in ‘fuscas’ (Volkswagon Beatles), urban and regional buses.

The arrival of the first metro line, the northto-south running blue line, in 1972 changed the dynamics of South America’s largest city forever. However, the second line - the red line, which runs approximately east to west - didn’t arrive until 1979. It is still by far the busiest line, connecting some of São Paulo’s largest neighborhoods with the city centre.

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Sistema PRI Engenharia WE ARE WHEREVER YOU NEED! Management, Supervision and Project Design of Engineering Works Areas of work: Building and Industrial - Public - Commercial - Education - Housing - Hospitals - Hotels - Special Works Transportation – Infrastructure Highways Railways and Subways Ports Airports Bridges and Viaducts Urban Paving Sanitation and Environmental Water Treatment Sewage Treatment Water Supply and Distribution Systems Sewerage Effluent Treatment Industrial Pollution Control Collection, Treatment and Disposal of Urban Refuse Urban Drainage Energy Hydroelectric Power Plant Dams and Earthworks; Mining; Irrigation Works Thermoeletric Power Plant Transmission Lines Natural Gas Distribution Sucroenergetic Telecommunication Building Communication networks Systems 48

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YOUR ENGINEERING IN BRAZIL

METRO SAO PAULO

“The arrival of the first metro line, the north-to-south running blue line, in 1972 changed the dynamics of South America’s largest city forever” While a third line (the green line, connecting the famous Vila Madalena neighborhood to the city centre) was introduced in 1991, it was really only at the beginning of the millennium - at the same time that Brazil was beginning its phenomenal economic ascent - that real investment began to take place in Metro São Paulo and it began to expand accordingly.

New lines were quickly introduced, most significantly the lilac (line 5) and yellow (line 4) lines in 2001 and 2010 respectively. The arrival of the silver line (line 15) in 2014 was the

first monorail service in South America. The fact that the metro has grown from just 3 lines to nearly 5 and several more train lines and lines under construction and in planning since 2001 says everything about the astonishing journey that Metro São Paulo finds itself on.

Expansion While the past 20 years have brought tremendous progress to the metro’s rail network in São Paulo, it has only whetted the city’s appetite for more. Research by

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OUR SERVICES INCLUDE: Surveillance personnel: n Armed and unarmed n Dressed in suit and uniform n Entrance control Surveillance and Security for events:

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METRO SAO PAULO

“Total investment in the metro is increasing year-on-year.

In 2017 alone, investments totaled over 2 billion Brazilian reals (approximately 500 million US dollars)” Accenture, hired by Metro São Paulo for strategy consulting, shows that it needs to dramatically increase the number of stations and lines to meet the city’s staggering demands.

It aims to deliver on these requirements.

Total investment in the metro is increasing year-on-year. In 2017 alone, investments totaled over 2 billion Brazilian reals (approximately 500 million US dollars),

which was used to refurbish and modernize existing lines, as well as to expand and build new lines - the evidence of which can be seen all over the city.

Extensions, Expansions, Excellence Metro São Paulo, which can already claim to be the most modern of its kind in South America, continues to modernize and expand. Residents of the city will notice new stations opening on a

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The best choice in facilities

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METRO SAO PAULO

reasonably regular basis, with attractive three new stations added along the yellow line in just the past two years, facilitating millions of faster arrivals in the city each year.

Elsewhere, the network’s expansion will include a new line from Congonhas Domestic Airport - in the fringes of the city main business districts - all the way down to Morumbi, the famous home of São Paulo Football Club. In fact, there’s barely a line which isn’t being extended, with Lines 2, 4, 5, 13, 15 and 17 all undergoing extensions at the current time.

In 2018, it was awarded the best transport in São Paulo for the fourth consecutive year by a public opinion poll carried out by local firm Datafolha. To commemorate 50 years in the city, it has organized a cultural program, which will take place in May, highlighting the contribution that it has made to the city’s progress.

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Suppliers The sheer scale of Metro São Paulo and its ongoing extensions means that the company calls on several domestic and international partners and suppliers to achieve excellence. Primary among these has been the local office of Accenture, the US consulting firm, which has helped it to develop its strategy for the coming years.

“To commemorate 50 years in the city, it has organized a cultural program, which will take place in May, highlighting the contribution that it has made to the city’s progress.”

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Elsewhere, ongoing construction services are provided by Brazilian firms Guima Conseco Construção, Serviços e Comércio, which worked on line 3, CAF Brazil Industria e Comércio, which has worked on lines 1, 3 and 5, and Odebrecht, which has been involved in a number of construction works across the network.

The significant engineering operations were mostly catered for by local firms like Adtranz Sistemas Electromecânicos and Galvão Engenharia, as well as wellknown international firms like Bombardier, Siemens, Thyssenkrupp and Alstom - all of which are contributing to make Metro São Paulo an underground network befitting of a global megacity.

A lot done, more to do Anyone who has ever been to São Paulo cannot help but be struck by its breathtaking size. As far as the eye can see, there are skyscrapers extending on every side. A city of this size without a metro would be unthinkable. Metro São Paulo has taken on the responsibility of ensuring that the metro São Paulo has works for the millions of Paulistanos (as the locals are called) that need it.

When the current range of extensions to the metro are finished, it is envisaged that Metro São Paulo will cater for nearly 10 million journeys a day, and pushing it into the world’s 10 largest metro systems by passenger numbers. The city of São Paulo was one of the world’s fastest growing cities overground in the 20th century. In the 21st century, it looks to be the fastest growing city underground.

METRO SAO PAULO

 0800-7707722  info@metro.sp.gov.br @metrosp_oficial www.metro.sp.gov.br

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SHOWING THAT EXPANSION CAN BE SUSTAINABLE PetroPerú’s Talara Refinery The Talara Oil Refinery, located in a desert district a little over 1,000km from Lima, is Peru’s second largest oil refinery RESEARCH BY

Joseph Philips

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he Talara Oil Refinery, located in a desert district a little over 1,000km from Lima, is Peru’s second largest oil refinery. Since the refinery was first established, at the outset of the 20th century, it has played a central role in Peru’s domestic energy scene. It has an output of around 65,000 barrels per day (bpd), making it one of the largest in the Petroperú portfolio. In addition, it produces domestic LPG, motor gasoline, solvents, A-1 turbo, diesel, kerosene, industrial oils and even asphalt.

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You could be forgiven for believing that Government-owned Petroperú might be satisfied with such an impressive setup, but recognizing the potential of the refinery, it has undertaken a massive upgrade of the refinery. This will not only modernize the Talara Refinery, making it one of the most sophisticated of its kind in South America, but also increase its oil producing capacity to around 95,000 barrels per day - pushing it very close to the top spot in Peru.

We decided to take a closer look at the

PETROPERÚ’S TALARA REFINERY

“We decided to take a closer look at the modernization of Talara to understand the complexities involved in bringing a project of this size to fruition”

modernization of Talara to understand the complexities involved in bringing a project of this size to fruition.

Background The history of Talara goes all the way back to 1917, a little over a hundred years ago, when the refinery was first developed by the Standard Oil Company. By 1965, a series of upgrades had brought capacity at the refinery to 65,000 barrels per day, where it has remained ever since. At the beginning of

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SPECIALIZED IN DATA CENTER, AIR CONDITIONING, RENEWABLE ENERGY, UPS, AC / DC ENERGY, ENERGY EFFICIENCY, CABINETS AND SHELTERS Data center design and implementation Air conditioning: precision, industrial and comfort A/C energy: Ups, transformers, tvss, gensets, electric panelboards D/C energy: Rectifiers, inverters, dc-dc converters, batteries Renewable energy: Solar, wind, hybrid Energy efficiency Shelters: E-houses, telecom, control rooms Electronic security

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CIME COMERCIAL S.A. implemented an HVAC project in thirteen buildings of the Talara Refinery (all located near the sea and ten of them intended to house electrical equipment associated with the Plant) to achieve adequate conditions of temperature, humidity, air cleaning and overpressure in e-rooms and rooms of various use.

For this, chilled water systems were installed in eight buildings and direct expansion units in the remaining five.

The installed equipment was: sixteen AERMEC (Italy) Chillers condensed by water, twenty nine chilled water AHU and nine Rooftop direct expansion units, with an installed capacity of 7.537 KW. Due to the severity of the operating conditions, the project also included: - Chemical filtration units, CAMFIL brand, to treat fresh air to be entered in six of the buildings.

- Blast valves, TEMET brand, for all incoming and outgoing air from the perimeter of the four buildings located in explosive zone, in order to avoid the entrance of the shock wave of an eventual external explosion.

- Epoxy protection for the coils of all AHUs and rooftops units. www.cime.com.pe

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PETROPERÚ’S TALARA REFINERY

“To provide some indication of the scale of the Talara project, the US$2.7 billion was the largest turnkey project worldwide This all funded by the company’s own finances” this decade, however, plans were announced which would raise its capacity by nearly 50% a hugely ambitious expansion in any industry.

In May 2014, after a public tender process, Técnicas Reunidas, S.A. (TRSA), a Spanish general contractor was awarded the Engineering, Procurement and Construction (EPC) contract for the refinery modernisation. TRSA’s previous awarded tenders have included oil refineries in destinations as diverse as Oman, Algeria, Venezuela and its clients include some of

the largest private and government-owned oil and gas companies in the world.

To provide some indication of the scale of the Talara project, the US$2.7 billion was the largest turnkey project worldwide This all funded by the company’s own finances.

An additional US$765 million will come from several private companies which will be involved in the construction and operation of the new service units at the refinery. The additional funds generated by sales of output - both domestic and international sales - were

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“An additional US$765 million will come from several private companies” enough to convince management at Petroperú that it was a worthwhile investment.

The brief for TRSA at Talara is extensive.

It includes the expansion and modification of Talara’s existing process units (primary distillation unit, catalytic cracking complex and vacuum distillation unit), the construction of new processing units (diesel hydrotreating, cracked naphtha hydrotreating, vacuum distillation, naphtha

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PETROPERÚ’S TALARA REFINERY

catalytic reforming, amine and cogeneration, and the expansion and upgrade of the utilities and offsites facilities.

Environmental Impact The modernization of Talara was driven as much by the Peruvian government desire to bring it to the highest environmental standards, as merely expansion for its own sake. Peru has introduced a range of new

environmental requirements (with a maximum sulphur content of 50 ppm) at competitive prices. This is a considerable reduction on the current figure, which has been estimated at close to 1,800 ppm.

As many readers will also be aware, operating an oil and gas refinery requires extraordinary amounts of water. On this measure as well, Talara is already showing outstanding results.

Petroperú’s 2017 sustainability report shows

“The modernization of Talara was driven as much by the Peruvian government desire to bring it to the highest environmental standards, as merely expansion for its own sake”

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PETROPERÚ’S TALARA REFINERY

“After 100 years of delivering fuel to domestic and international clients, it would have been easy for the Peruvian government to continue on the same trajectory”

that the plant used nearly 820,000 cubic metres of desalinated water in the previous year - effectively negating the requirement for it to draw water from existing reservoirs and creating a sustainable solution for the years ahead.

Social Impact As mentioned at the outset of this document, Talara is located in a desert area, making it a locality characterized by high unemployment.

To tackle this issue, Petroperú has committed to ensuring that 70% of the people involved in the construction and operation of the refinery are locals (referred to as ‘talareños’), many of whom are underskilled. The upskilling and employment of these individuals will continue to make an invaluable contribution to the region.

Talara has also benefited - and will continue to benefit - from a range of social programs implemented by Petroperú to improve the lives of Peruvians in a variety of ways. These include educational, safety and health programs. For example, by 2017, 63,000 educational kits have been distributed, 110 students have been awarded scholarships, more than 200 women had taken part in its female leadership program, and over 3,000 participants in an ongoing human rights education program.

Partners and Suppliers While Técnicas Reunidas, S.A. was awarded the tender for the Talara modernization project, several other firms, both Peruvian and international, will contribute to Talara and many of Petroperú’s other projects. The

case of Peruvian general contractor Graña y Montero (GYM S.A.) is indicative. It won a $352 million contract to provide services at Talara, to look after construction, procurement and engineering services at Talara.

GYM will be assisted in its endeavours by Cobra Peru, who are also responsible for the large desalination operations at Talara, JJC Schrader Camargo Peru and Kaefer Kostec, two large Peruvian engineering firms. The considerable task of providing electrics to the refinery is being taken care of by CIME Commercial, a Peruvian electrics firm. Finally, U-Peru SAC will provide on- and off-site accomodation for the 3,000-strong workforce at the refinery.

Becoming a standard bearer The scale of the Talara project gives some indication, not only of the ambition of the Peruvian government and Petroperú, but also of its commitment to sustainability. After 100 years of delivering fuel to domestic and international clients, it would have been easy for the Peruvian government to continue on the same trajectory. Instead, it has looked to slash the ppc of its output, and becoming a standard bearer in the process.

PETROPERÚ’S TALARA REFINERY

 (511) 614-5000  info@petroperu.com.pe @petroperu_sa www.petroperu.com.pe

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FIRST QUANTUM’S LANDMARK PROJECT IN CENTRAL AMERICA Cobre Panama Depending on which version of history is to be believed, the small Central American republic of Panama takes its name from a word meaning ‘an abundance of fish,’ or ‘an abundance of trees.’

Whichever version is taken, what’s clear is that Panama from the earliest times has been a country rich in natural resources.

RESEARCH BY

Joseph Philips

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hose resources aren’t only overground. As Canadian mining firm First Quantum can testify, the country is also rich in gold and copper.

The firm, which has mining interests across four continents, has a landmark project in Panama, the Cobre Panama mine (Cobre meaning copper in Spanish) located near the country’s Caribbean coast. Having already been impressed by some of First Quantum’s other operations, we decided to take a closer look.

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History and Background In 2013, First Quantum Minerals had been looking at various mining assets across a number of geographies but when the Cobre Panama opportunity arose, it was too good to pass up. Following its acquisition of Inmet Mining in the Spring of 2013, First Quantum took on an 80% equity interest in Minera Panamá, S.A. (“MPSA”), the Panamanian company that holds the Cobre Panama concession.

MPSA itself was incorporated under the laws of the Republic of Panama in January

COBRE PANAMA

“Having already been impressed by some of First Quantum’s other operations, we decided to take a closer look.”

1997 and has a mineral concession to explore and exploit the Cobre Panama property. In November 2017, First Quantum increased its ownership interest in MPSA to 90% by acquiring LS-Nikko’s 50% holding of KMPC. Not only was this a crucial landmark for First Quantum in its corporate expansion, it also put it into direct contact with a key stakeholder in Panama, the country’s government. Cementing this relationship, and indeed other stakeholders, including local communities, has been pivotal to the success

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of Cobre Panama, by far the biggest project that First Quantum has taken on to date.

First Quantum’s Most Ambitious Project to date Cobre Panama is a large open-pit copper development project in Panama. The concession is located 120 kilometres west of Panama City and 20 kilometres from the Caribbean Sea coast, in the district of Donoso, Colon province, in the Republic of Panama.

The concession granted by the Panamanian government consists of four zones totalling

“When First Quantum acquired Inmet, the previous owner of the Cobre Panama concession, it created ripples throughout the mining community”

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COBRE PANAMA

13,600 hectares - making it the crown of Inmet, was ultimately Did you know? too attractive an opportunity one of the largest of its kind in to pass up.

Central America.

The calculated risk taken The project can be accessed As of mid-2018,

by First Quantum with the via the world famous Panthe project is acquisition was justified just a few American Highway system, and already 72% months after the deal closed: In has the concession area has a complete January 2014, it announced to its topography which is low elevation shareholders that it estimated it (less than 300 metres) but could produce 20% more copper rugged with considerable local than the mine’s previous owner, Inmet, had relief covered by dense rainforest - creating proposed. And in addition to the 320,000 some understandable challenges for First tonnes of copper it would produce annually, Quantum in terms of access and balancing its its annual output would also include 100,000 ambitions with the need to leave as minimal a ounces of gold, 1.8 million ounces of silver and footprint as possible.

3,500 tonnes of molybdenum.

When First Quantum acquired Inmet, It was a victory both for First Quantum and the previous owner of the Cobre Panama the Panamanian government, who without concession, it created ripples throughout the much experience in mining, was depending mining community. At an acquisition price of $5.1 on First Quantum to develop a new branch billion, it represented a gamble; until then, First in the economy to generate employment Quantum had generated almost all of its revenues and exports. On both counts, it has delivered through its mining operations in Zambia. But the handsomely, pointing to a great future in potential to develop Cobre Panama, the jewel in

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COBRE PANAMA

“By 2019, the ore feed from the mine to process plant will begin and the ramp up of the process plant to annualised 74 Mt/y mill feed with a target of 150,000 t Cu in concentrate production” mining in Panama both for the company and the country in general.

As of mid-2018, the project is already 72% complete and this year sees the first generation from the power plant, complete pit pre-stripping – exposing of ore, development of terrace mining, and deployment of the ultra-class fleet as well as commencement of commissioning of the process plant.

By 2019, the ore feed from the mine to process plant will begin and the ramp up of the

process plant to annualised 74 Mt/y mill feed with a target of 150,000 t Cu in concentrate production. Finally, 2020 sees the ramp up of the process plant to annualised 85 Mt/y mill feed and a target of 270-300,000 t Cu in concentrate production with the 350,000 t Cu reached in 2021.

Socially responsible mining Thankfully, the scale of the operations is mirrored by the scale of the social projects

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COBRE PANAMA

“As global demand began to recover, so too have copper prices, which make the future of a project like Cobre Panama so exciting”

generated by First Quantum in Panama.

Not only will the project have 7,500 employees when finished – and in doing so, generate over $200 million in salaries First Quantum has committed to investing several million dollars in training these new employees, and investing some $50 million in social projects.

Elsewhere, the firm is doubly committed to the Panamanian environment, ensuring as small a footprint as possible in the country. It has already invested $28 million in environmental projects, reforested 1,500 hectares of land surrounding the mine and intends to plant over 1 million trees per year over the course of the life of the mine.

Suppliers and Partners In its short time in Panama, First Quantum has already been able to establish a wealth of local contacts, enabling it to acclimatize to a country where it has no historical links.

Among these already valued partners are Intercoastal Marine Inc. (IMI), Nogway, Atlas Copco Drilling Solutions and Bluefin Rental, Inc. The excavation equipment supplied

by German firm Liebherr has also been instrumental to progress on the mine continuing at pace. The eight R9100 excavators, of 565kW each, operating at the Cobre mine, have average cycle times of 22 seconds, ensuring that the excavating side of operations is on, and indeed, ahead of schedule.

The potential for the firm to develop local industry by its mere presence is

also seen with its partnerships with local companies and organizations such as Atlantic Pacific Equipment, Industrias Correagua and Tecnica Universal De Panama SA, the leading university in the country’s capital city.

Excavating excellence It’s no secret that despite its admirable mineral resources, Panama has little or no history of mining. It’s encouraging then, that one of its first forays into the industry has attracted First Quantum Minerals, the Vancouver-based mining firm with a reputation for exploiting mines both more sustainably and more economically than many of its industry peers.

It has been well documented how copper, after jumping to historic highs, suffered from a few years of low prices hurting industry players and delaying large projects. But as global demand began to recover, so too have copper prices, which make the future of a project like Cobre Panama so exciting.

In the years ahead, Panama may well have to reconfigure the slogan, ‘the land with an abundance of trees and fish’ to ‘the land with an abundance of copper.’

FIRST QUANTUM MINERALS’ COBRE PANAMA

 +1 416 361 6400  info@fqml.com www.first-quantum.com

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Barrick

SYMBIOTIC GR THE DOMINIC

Barrick Gold, the world’s largest gold mining firm, h approximately 2% of the country’s overall RESEARCH BY

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W

k Gold

ROWTH WITH CAN REPUBLIC

has had a central role in these figures, accounting for l economic output - directly and indirectly

Wisner Gomes BUSINESS EXCELLENCE [ ISSUE 57 ]

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BARRICK GOLD

he importance of mining to the economy of the Dominican Republic cannot be understated. Figures recently released by the consulting firm Analytica bear this out; over the past 8 years, mining has represented 17% of the country’s FDI (foreign direct investment), 36% of its exports, and 17% of its receipts from direct taxes owing to employment.

Barrick Gold, the world’s largest gold mining firm, has had a central role in these figures, accounting for approximately 2% of the country’s overall economic output directly and indirectly - and raising its direct investment in its Pueblo Viejo mine to slightly in excess of US$1.5 billion in 2017.

In 2018, the mine continues its upward trajectory - making it the second largest of Barrick Gold’s goldmines globally, with gold production in the first six months of 2018 reaching 264,000 equity ounces - combined with sales of 273,000 equity ounces, drawing on some of the firm’s gold reserves. All indications are that the second half of the year would exhibit similar figures.

Perhaps the most remarkable statistic of all, at least from Barrick Gold’s perspective, is that 92% of all gold and silver exports from the Dominican Republic in 2017 came from

T

“Perhaps the most remarkable statistic of all, at least from Barrick Gold’s perspective, is that 92% of all gold and silver exports from the Dominican Republic in 2017 came from Pueblo Viejo”

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T (809) 565-3151 | F (809) 567-1876 E info@laantillana.com | www.antillanacomercial.com

BARRICK GOLD

“The success of Pueblo Viejo is therefore quite clearly in the Domincan Republic’s interest” Pueblo Viejo. The success of Pueblo Viejo is therefore quite clearly in the Domincan Republic’s interest, so we decided to return to the mine, to see how it’s progressing.

Barrick and Pueblo Viejo The last time that we looked at Barrick Pueblo Viejo at the beginning of 2014, it was coming off its first year of commercial production.

Gold was priced at over US$1,000 an ounce and in short, the outlook was good for Pueblo Viejo, and by extension, the Dominican

Republic, was good. The article noted how it would leave behind a “vibrant and thriving economy.”

This mood was accentuated by the fact that the company had just recently installed a state-of-the-art 215 MW dual fuel power plant for close to US$200 million through its Finnish supplier, Wärtsilä. This was consolidated in 2018, when Barrick announced a 10-year partnership with AES Andres, a gas supplier, allowing the mine to change from heavy fuel to natural gas.

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BARRICK GOLD

“Since Barrick began operations at Pueblo Viejo, mining output has increased by over 20% in the Dominican Republic” This conversion at the Pueblo Viejo facility will allow it to reduce the mine’s average cost of sales and all-in sustaining costs by over $50 per ounce over the lifetime of the mine’s average cost of sales - a significant amount over its 30-year lifetime. And more importantly, bringing the carbon emissions at the mine to historical lows.

Furthermore, since Barrick began operations at Pueblo Viejo, mining output has increased by over 20% in the Dominican Republic. This has created a string of knock-on

benefits for the country, which go well beyond what most would expect to be within the remit of a traditional gold mining firm.

Multiple Benefits Accruing to the Dominican Republic Barrick won the commission for the Pueblo Viejo facility after a thorough review by the Dominican Republic government, with the intention of ensuring that the mine would bring sufficient benefits to the Dominican public. The asset is still technically a public

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GEOTECHNICAL INVESTIGATION AND GROUND IMPROVEMENT SPECIALISTS In the last 50 years Geocivil has successfully carried out over 3,200 subsoil investigation and improvement projects for Dams, Mines, Bridges, Tunnels, Roads, Aqueducts, Ports, Telecom Infrastructure and Civil Works in general.

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PRECIOUS RESOURCE DISCOVERED Click here to visit our dedicated homepage for the mining community

www.bus-ex.com/mining

BARRICK GOLD

“The mine hires 2,000 people directly. This in turn generates between 6 and 8 additional jobs indirectly,”

asset, afterall. All evidence suggests that the decision by the government was a good one.

To begin with, 64% of the US1.7bn value created by Pueblo Viejo remains in the Dominican Republic. The mine also hires 2,000 people directly. This in turn generates between 6 and 8 additional jobs indirectly, amounting to around 14,000 indirect jobs in the economy - including suppliers, service providers, consultants and others.

These jobs have also found their way to women. A recent study conducted by Barrick shows that women have been some of the biggest beneficiaries in Sánchez Ramírez y

Monseñor Nouel, where female employment has risen 4% thanks in large part to inclusivity policies implemented at the Pueblo Viejo mine.

This impact has been particularly felt in regions such as Sanchez Ramirez, Monsenor Noel and Santo Domingo. The Analytica report commissioned by Barrick Gold showed that, of these, Sanchez Ramirez has seen a significant drop in employment of 2% as a direct consequence of Pueblo Viejo’s ongoing success.

Direct Social and Community Impact An estimated 65,000 people have benefitted from the company’s social

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corporate responsibility programs, which have focused on education, productivity, health and entrepreneurialism. These have been implemented across over 30 different programs and over 30 communities, many of which are among the most deprived in the Dominican Republic.

This commitment to corporate social responsibility is ongoing, as exhibited by Barrick currently contributing in some way to over 120 public works in the Dominican Republic. In addition, it has contributed to over 120 different community projects across 48 separate communities. The company also makes regular visits to communities around the country.

A Golden Future for the Dominican Republic Barrick Gold isn’t resting on its laurels at the Pueblo Viejo facility. It recently announced to the market that it was advancing prefeasibilitylevel studies, which if successful, would have the potential to increase throughput at the operation by over 10%. Combined with advances in the power plant, this will significantly strengthen the mine’s economic profile.

What Pueblo Viejo shows, is that the success of large mining operations can be symbiotic with the economic success of a country. In the few years since it became operational, the firm has already made a tangible difference to the Dominican Republic and its people. Therefore, we should not only cheer its ongoing success, but hope that it should long continue.

BARRICK GOLD

 +1 416 861-9911  info@barrick.com @barrickgold www.barrick.com

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THE FUTURE

LOOKS ASSURED Westshore Terminals Canada’s abundant mineral resources have led to an economic surge over the past decade, with shale oil occupying most of the newspaper columns RESEARCH BY

Joseph Philips

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WESTSHORE TERMINALS

anada’s abundant mineral resources have led to an economic surge over the past decade, with shale oil occupying most of the newspaper columns.

However, its coal resources - coming to the fore again after recent legislation changes in the neighboring US - are also enormous. By some estimates, the Peace River and Kootenay coalfields alone are estimated to hold more than two billion tonnes of coal.

That’s more than enough to satisfy Canada’s domestic demand, creating an opportunity for the country’s exporters. The biggest of these is Westshore Terminals, located in Delta, BC on Canada’s western seaboard, in the greater Vancouver region.

Westshore Terminals is Canada’s largest

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entire distribution. The remaining 20 countries were comprised of Latin American countries, Taiwan and even countries as far away as Europe. Regardless of what anybody says there’s still huge global demand for coal - with as much as 40% of the planet depending on its almost entirely.

One look at the company’s vital statistics and it’s not difficult to see how it achieved this kind of growth in a relatively short period; the terminal size at Delta is 133 acres with on-site storage of over 2 million tonnes. Its peak berth loading is 7,000 tonnes per hour with a throughput capacity of 33 million tonnes.

No other terminal in North America passes so much through its hands on a daily basis.

This throughput is in large part thanks

“ In 2018, it is the biggest coal distributor in North America by tonnage, shipping both countries’ output to over 20 countries worldwide” and most technologically advanced coal export terminal with an annual export capacity of 33 million tonnes. We decided to take a closer look.

Background Founded in 1970, Westport Terminals is fast approaching a half century of providing an invaluable cog in North America’s mining value chain. In 2018, it is the biggest coal distributor in North America by tonnage, shipping both countries’ output to over 20 countries worldwide. This success contributed to the company achieving revenues of C$330 million in financial year 2017 - up just under 5% on the 2016 figures.

In 2017, its export destinations primarily consisted of South Korea, Japan and China, which made up around 80% of the company’s

to the utilization of a constant desire to improve the terminals’ offering. Its current state of the art range allows it to offer its clients reliable, fast and efficient delivery of their coal. It contains 2 rail loops, rotary dumpers and deep sea berths, 4 kilometres in the rail causeway, 4 stacker containers and 7 kilometers of high-speed conveyors. The company’s operations are handled by around 350 full-time employees.

It’s a non-stop process. In 2015, management at the firm announced that it would invest C$275 million in new infrastructure by 2020 to ensure that the company remained the leader of its industry. The project included replacing its Berth One shiploader and three stackerreclaimers as well as building a new HQ, shops and employee facilities complex. The work is still ongoing and nearing completion.

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MEDICAL EXAM MANAGEMENT

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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

WESTSHORE TERMINALS

“Canada maintains a clean reputation in mining, mainly because its companies do everything in their power to use sustainable practices�

Sustainability Work Canada maintains a clean reputation in mining, mainly because its companies do everything in their power to use sustainable practices.

Westshore Terminals is no different. It maintains an ongoing commitment to operate responsibly and protect the environment in and around its terminal. It recognizes that it needs to make as little impact as possible on that environment, whether it be the flora, fauna and or water.

Evidence of this commitment can be seen in the eco-friendly facilities that Westshore

Terminals has installed on its facilities, which include high tower sprays, mobile air monitoring units, big gun ground-level water sprays. In addition, it has cultivated a reef system near its operations where animals like sea lions, bald eagles, seagulls and of course, fish and crabs, have managed to thrive over the past few years.

Away from the environment, Westshore Terminals is also an active participant in the community, contributing to well over 100 local community organizations. A recent

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“To maintain its position at the top of the industry ladder, Westshore Terminal has had to develop a number of mining industry contacts both on the supply and demand sides” notable example being the C$100,000 it to provided to Reach Child and Youth Development Society’s Building for Children Together capital project to build a new child development centre in Ladner for children and youth with developmental disabilities.

Partners and Suppliers To maintain its position at the top of the industry ladder, Westshore Terminal has had to develop a number of mining industry

contacts both on the supply and demand sides. However, that’s just to speak of its role as a distributor. In-between, it has the largest coal terminal in North America to manage and a number of important partners helping it to do so.

These companies are primarily giants of Canadian industry like railway firms CN Rail and BNSF Railway, QCA Systems Ltd, iSAM AG, All Voltage Electric & Controls and Brymark. But there’s also Swedish mining

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“The company’s third quarter financial statements for 2018 shows that it is on track to beat its best ever year, in terms of revenue and throughput.”

giant Sandvik, as well as smaller local firms like LNS Services and Rhino Shrink Wrap Inc. Finally, the company is also a valued member of industry associations such as the Coal Alliance, the Jim Pattison Group, Canadian Pacific and the Coal Association of Canada.

Westshore’s Future is Ironclad A recent analyst report of Westshore Terminals’ investment outlook said that the stock was ‘ironclad’ thanks to the competitive advantages that it had built up during the year. It also noted that competitors looking to begin similar operations on Canada’s western seaboard - the Gateway Pacific and Millennial Terminals - would be delayed, allowing Westshore Terminals to consolidate its own position as industry leader.

The company’s third quarter financial statements for 2018 shows that it is on track to beat its best ever year, in terms of revenue and throughput. And that doesn’t even take account of the new infrastructure investments which haven’t yet finished. It seems ideally positioned, therefore, to continue to capitalize on Asia’s booming economies. For Westshore, the future is assured.

WESTSHORE TERMINALS

 604-946-4491  info@westshore.com www.westshore.com

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STRONG EMPHASIZE ON

SUSTAINABILITY Salmones Camanchaca The Chilean company Camanchaca was founded in 1965, taking its name from the distinctive cloud patterns that form over the coast where its fishing trawlers have operated until today.

RESEARCH BY

Maria Cobano

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Petrohue Hatchery

The Chilean company Camanchaca was founded in 1965, taking its name from the distinctive cloud patterns that form over the coast where its fishing trawlers have operated until today. In the beginning, the company was focused on selling shrimp and langostino lobster but soon expanded into other areas including salmon aquaculture.

Today, the company is one of the world’s largest fishing and aquaculture companies, with annual revenues near US$500 million and exporting to over 50 countries. Its

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operations stretch over 6,000 kilometers along the Chilean coast, and include fishing vessels, salmon, mussels and abalone farming sites, processing facilities and a significant distribution network. The Salmon Division represents its largest business, with revenues over US$350 million in 2016 Despite its scale, Salmones Camanchaca is very keen to emphasize its sustainable credentials. We recently spoke with Nancy CaĂąete (Human Resources Deputy Manager), Francisco Retamal (Chief of Certifications and

SALMONES CAMANCHACA

“The issue of sustainability is more important all the time from the perspective of our company, that of our clients and their customers�

Regulations) and Igal Neiman (Corporate Planning & Marketing Director) about these commitments to sustainability,

Implementing sustainability at sea One of the key impressions from our discussion with Salmones Camanchaca is a true belief in sustainability as a long term strategy to continue growing its business. As a clear example of that philosophy, the three executives were keen to provide feedback on the various programs the company is

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Faster to harvest Prime & Express are the next generation of feeds for post-transfer salmon. Skretting’s new grower diets enable a shorter production time in the sea, without compromising fish health or final quality.

inspired Your weekly digest of business news and views

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SALMONES CAMANCHACA

implementing - clearly, no resources are spared by the company in this area.

Mr. Igal Neiman told us: “Sustainability matters are more important all the time from the perspective of our company, our clients and their customers. In the last year, we published the third annual sustainability report and were ranked in the first place among all salmon producers in the Americas at the Sustainability Reporting and Transparency ranking carried out by Seafood Intelligence”, benchmark that includes the largest 35 salmon farmers and salmon feed producers in the world.

Salmones Camanchaca was the first salmon producing company in the world to achieve BAP three stars certification, and surpassed this achievement by obtaining four stars in its most recent evaluation. Elsewhere, the company also has obtained ASC sustainability certification, Global GAP and food safety standards, another accreditations to add to a growing list.

In fact, as Mr. Francisco Retamal points out, the company participates in a number of associations and standards, both to set and surpass benchmarks. One such is the Global

“Our company is a part of the Global Salmon Initiative, which is an association of the biggest salmon producers in the world, whose aim is to promote more sustainable salmon cultivation. We’re in regular contact with this body”

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Salmon Initiative (GSI), of which Mr. Neiman says: “Our Company is part of this initiative, which is an association of the largest salmon producers in the world, whose aim is to promote more sustainable salmon farming. Mr. Retamal explains that “we participate constantly at different taskforces at GSI in order to boost and accelerate our improvements in sustainability matters, making transparent the most relevant sustainability KPIs to the public” Sustainability in this area even extends to the feed used in the salmon farming as the company only buys feed from BAP certified suppliers. Ms Nancy Cañete explained to us:

“we are partaking in the open doors program aimed at complete transparency,” meaning that the company doesn’t just talk a good talk - it encourages everyone to visit, be they from the public or from official bodies.

In 2017 alone, over 3,200 visitors took up the offer and were able to see the operations at first hand and 2018 looks like building on this figure.

Implementing sustainability with stakeholders The commitment to sustainability doesn’t end in the company’s output, however. As

“One such initiative rolled out by the company is Camanchaca Amiga, which seeks to bring the company closer to the greater community”

Beach Cleaning Day

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SALMONES CAMANCHACA

Inside the Primary Processing Plant

a company with a high profile in a joint action with the local Did you know? communities were carried out, and in Chile, it seeks to raise the green spots for waste have been standards of living for both the installed in neighboring schools people working for the company To d a y , the in partnership with municipalities, and those outside, such as company is one of while maintaining constant Chilean schoolchildren. There are the world’s largest communication through dialogue a number of voluntary initiatives fish producers, tables with the communities in the in place here too. with annual different operations.

In this context, the company revenues in excess Additionally, aiming to within its strategic pillars has of $400 million improve employabilit y at defined the implementation of a and exporting to the local communities, open Corporate & Social Responsibility over 50 countries trainings in diverse matters Program, known as Camanchaca are offered in partnership with Amiga, which operates since the municipalities.

2012 across all divisions. This The suppliers are a strategic group for the program aims to strengthen the links with the company, this is how Camanchaca has looked communities where the Company operates. for different ways to improve their payment Each year and according to the diagnoses terms, which has a significant impacts for made in every area, a work plan is formalized for suppliers to the salmon farming industry. During each location, for example in 2017 a collaborative 2017, Camanchaca achieved the Pro-SME seal project was established to obtain Environmental (“Sello Pro-Pyme” in Spanish) reaffirming its Certification in three of its neighboring schools, commitment to these stakehorders. voluntary cleanings of the coastal border

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Rio Del Este Hatchery

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SALMONES CAMANCHACA

Regarding the recruitment and staff selection, the company privileges the hiring of workers from neighboring communities.

For Camanchaca, a fundamental pillar is its workers, so that each year performs the survey of Organizational Climate that is used as a basis for the annual planning of activities aimed at improving the quality of life and welbeing of its workers.

Sustainable now, sustainable in the future What Salmones Camanchaca has achieved until now can be viewed as the first step in a wider aim to bring sustainable aquaculture to a much larger audience. Mr. Neiman says: “The sustainability rankings will continue to be important to us; they challenge us to continue improving every year.”

There is also a milestone achieved on February 2nd, 2018: on this date, Salmones Camanchaca started to list its securities both on the Chilean and Norwegian Stock Exchanges in the form of depositary receipts.

This is the world’s largest seafood capital market, and this step represents a huge landmark in Salmones Camanchaca growth story. In addition, it is the first Latin American company to list on Oslo Stock Exchange.

This provides more resources to one of the world’s most sustainable fishing and aquaculture companies - which is good news for everyone. And with demand growing quickly in markets like the United States, Russia, China and Brazil, it’s easy to see how Camanchaca could soon literally be feeding the world from the ocean.

CAMANCHACA

 +1 305-406-9560  info@camanchaca.cl @camanchaca_cl www.camanchaca.cl

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Construc

DOMINICAN RE ENVIRONMENT IN

Dominican Republic is the tenth largest economy in Lati region, making it a very attractive RESEARCH BY

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M

ctora AE

EPUBLIC’S BUILT THE BEST HANDS

in America and the largest in the Caribbean and Central e destination for foreign investment

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Hotel Majestic Mirage Bรกvaro, R.D.

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CONSTRUCTORA AE

Dominican Republic is the tenth largest economy in Latin America and the largest in the Caribbean and Central region, making it a very attractive destination for foreign investment in infrastructure, energy, real estate, tourism, agriculture, services and new sectors like film, technology and new media. The continued success of its national economy lies in the ability of Dominicans to leapfrog outdated development models, adopt new technologies, create a strong human capital base and remain a flexible host to incoming industries. This is the responsibility undertaken by construction firms like Constructora AE, SRL based in Santo Domingo and one of the country’s most recognized design and construction firms.

The team at Constructora AE is especially interested in transforming the country’s coasts,

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Christopher Columbus, these same waters will incentivize new urban growth, provide alternate systems of transportation and transform it into the Caribbean regional hub of the 21st century.

We recently spoke with Constructora AE owners, the Espaillat Bonnelly family about the company and the positive impact it has made - and continues to make - on Dominican Republic’s built environment, since it was founded in 1990. They are Alberto J. Espaillat, President-Founder, and his wife Lourdes Bonnelly-Espaillat, vice-President.

We were also able to chat with the second generation on the firm: Carlos Espaillat, the chief project manager; Vanessa EspaillatLovett, associate architect, urban designer and planner; Enrique Espaillat, associate computer science engineer.

“In its early years, the company developed a robust portfolio of high-profile projects in the country” which are the Dominican Republic’s most valuable territory from both an environmental, socio-political and economic lens. Fifty percent of the world’s population lives in coastal regions most of which were initially developed due to their advantageous connection to waterborne transportation systems and rich coastal ecologies. Increased urbanization, climate change, coastal erosion and sea level rise requires architects, planners and engineers to re-envision coastal cities and towns through the lens of green infrastructures and sustainability.

These warm and crystalline waters served as key infrastructure during the development of the Taino indigenous people and the colonial urban economy. After more than 500 years after the foundation of the first permanent European settlement in the Americas by

Three decades of outstanding quality Since Alberto J. Espaillat founded his firm at the beginning of the 1990s, GDP in the country has grown 10-fold. This growth was driven in large part by significant foreign investment and the arrival of many international firms to the DR. It’s a level of growth, which has also been reflected within the firm: many of those same international firms turned to Constructora AE when they needed to develop hospitality, residential, corporate and industrial facilities.

As Alberto Espaillat explains: “In its early years, the company developed a robust portfolio of high-profile projects in the country, which included an expansion project for Colgate Palmolive’s production headquarters, the Executive Tower Manuel

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Arsenio Ureña CxA, the administrative offices and industrial warehouses for the newspaper Listin Diario, the headquarters offices for Grupo Ros and the executive tower for Grupo Metro, supervision for Banco Mercantil offices in the whole country and the warehouse and headquarters offices for ESPALSA in Santiago de Los Caballeros city.”

The firm’s early successes brought it wide recognition, allowing it to expand into the Dominican Republic’s burgeoning hospitality industry. It was able to begin lasting relationships

with some of the largest international hotel groups, who were all keen to develop signature buildings in the country. As Mr. Alberto Espaillat explains: “we’ve been able to build long-lasting relationships with these clients based on trust, hard work and transparency.”

Lourdes Bonnelly-Espaillat shares the competitive advantage the firm offers clients with a multi-generational integrated professional team: “Our team’s professional experience in DR, in both private and public sectors, plus our new highly qualified team of

“we’ve been able to build long-lasting relationships with these clients based on trust, hard work and transparency”

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young professionals, have given us a unique set of skills and relationships that can prove helpful for our client’s projects. No matter if they are small or complex large-scale projects, at Constructora AE, we know that time is money. Our integrated team can save our clients plenty of both.”

The international flavor also gives Constructora AE a level of flexibility that other firms in the market are generally unable to match, she says: “We are a flexible and lean team that expands and contracts in capacity according to the needs of our clients. We expand from an agile team of 25 to an efficient staff of 2,500 during the life of a single project.

This personalized approach allows us to stay competitive and in-demand for our local and foreign clients.”

A family firm with modern corporate standards The new generation of Espaillat Bonnelly family have all taken on roles within the

company, allowing the company to offer a new and diverse set of skills through a shared a set of common values. Vanessa, as Architect, Planner and Urban Designer living in New York is our strategic arm in approaching and attracting international clients from US and Europe. Carlos Espaillat, the firm’s Chief Project Manager and Structural Design Engineer, was recently responsible for delivering over 88,000sqm of hospitality infrastructure, as well as incorporating new construction technologies that help make projects more efficient and innovative. Enrique Espaillat, a computer science engineer living and working in NYC, is the firm’s technology advisor.

Carlos Espaillat comments about the leadership style that prevails at the firm: “The company’s leadership style is an inclusive, open-minded and visionary approach that is balanced with a realistic understanding of the local capacities and constraints. Constructora AE is a diverse team and has made it its mission to actively promote diversity and

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Hotel Majestic Mirage Bávaro, R.D.

hire more women engineers and designers, as well as continue to promote women in leadership positions. At Constructora AE, we treat everyone with the utmost respect, which has guaranteed the company’s ability to retain and grow a highly-qualified group of professionals.”

Partners and Suppliers The scale of the projects undertaken by Constructora AE require coordination with, and commitment from, a wide range of

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suppliers and partner companies. As Carlos Espaillat says: “Our suppliers are our allies in guaranteeing our competitiveness in terms of cost, quality and time.” Constructora AE has therefore already established strategic alliances with several firms in the Dominican Republic.

Primary among these partner firms is Grupo Atlántico RD, a construction materials conglomerate in the Dominican Republic, and two of its subsidiaries, Hormigones del Atlántico and Depositos Ferreteros, which has

CONSTRUCTORA AE

“We treat everyone with the utmost respect which has guaranteed the company’s ability to retain a highly-qualified group of professionals”

developed a genuinely symbiotic relationship with Constructora AE. For interior finishes, it calls on firms like Marmotech, S.A. and Carabela S.A. Other important suppliers and partners include Implementos y Maquinarias, S. A., which give it access to state of the art Caterpillar and John Deere construction technology, Ingenieria y Pavimentos Industriales, SRL for concrete solutions, Importadora Dominicana de Madera, CxA, IMDOMACA for timber, JJ Electric, S.A., its preferred electrical

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Alberto J. Espaillat Torres, President

Lourdes Bonnelly de Espaillat, Vice President

Vanessa Espaillat Lovett, Associate Architect, Urban Designer and Planner

Carlos A. Espaillat Bonnelly, Chief Project Manager

“In the next 5 years, we aim to become a one-stop shop for our clients, one that strategically partners with the best in the field to deliver quality, sustainable projects�

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CONSTRUCTORA AE

Hotel Majestic Mirage Bávaro, R.D.

supplier, Tejar del Rey for roofing, and finally, CERARTEC for the windows and glass which adorn many of the projects constructed by Constructora AE.

A second generation building on strong foundations Constructora AE is increasingly an international firm. When Vanessa Espaillat Lovett founded Ella, a Global Design and Consultancy firm in New York in 2017, it was the latest step on this journey. Its presence in the US is likely to bring it projects there, opening a whole new horizon for the company. As she says: “We are looking forward to a broader diversification of our portfolio of services. In the next 5 years, we aim to become a one-stop shop for our clients, one that strategically partners with the best in the field to deliver quality, sustainable projects.”

“We are a local firm with global perspective.

We expertly advise our local and foreign clients on the best way forward for each individual project, helping them navigate our complex local politics, construction practices, legal framework and so on. We also pride ourselves in an ethical practice, which has allowed us to build strong relationships of trust with our clients.”

Home to the Americas’ oldest built settlements, Dominican Republic now has a firm in Constructora AE, which will be responsible for building much of its future.

CONSTRUCTORA AE

 809-686-0780  contact@constructoraae.com www.constructoraae.com

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Jorge Chavez Inte

HIGHER, ALW

If you are on an international flight to Peru, you which is situated i RESEARCH BY

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ernational Airport

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u will land at Jorge Chรกvez International Airport in the capital Lima

Maria Cobano BUSINESS EXCELLENCE [ ISSUE 57 ]

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CEO of LAP, Juan José Salmón

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isitors to the airport often spend time examining a replica of the Jorge Chávez Bleriot XI monoplane which can be found hanging from the ceiling of the main terminal of the airport. The airport is named after Jorge Chavez, a Peruvian aviator who made history as the first man to fly across the Alps.

In 2000, the Government of Peru granted Lima Airport Partners (LAP) the concession to operate and expand Lima Airport. LAP officially took over the concession in February 2001, for a 30-year period. The concession agreement provides that LAP is responsible for the construction, improvement, and exploitation of the airport.

At the time Jorge Chávez Airport handled about four million passengers per year. Today

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only fitting that the Jorge Chávez International Airport honours that passion for flying high.

They do this on a year on year basis, winning accolades honouring them as the best airport in the region.

For the 7th consecutive year, the operator has won the Best Airport of South America award by Skytrax Research. This is accomplished through an internet survey of more than 12 million passengers from 108 countries. The survey considers 39 different criteria, including access to the airport, adequate passenger transit, comfort, atmosphere, cleanliness, waiting times, immigration services, signposting, baggage handling, security controls, personnel warmth and courtesy, ease of connections, and the variety of products and services offered.

“LAP’s mission is to offer passengers and airlines a memorable experience and to position Peru as the best connection point in Latin America” the airport has grown to handle five times that traffic. The airport saw a 10.1% increase in 2016, receiving record 18.8 million passengers.

In turn, the domestic cargo system, which has Jorge Chávez as its main articulation axis, transported 287.826 MT, of which 90.26% was international. Jorge Chávez accommodates 35 airlines which fly to 23 domestic and 46 international destinations.

The shareholders of LAP’s are Fraport AG (70.01%), International Financial Corporation (19.99%) and AC Capitales SAFI S.A. of Peru (10%).

Winner: Best Airport in South America Peru’s intrepid adventurer, Jorge Chávez’s legacy phrase “Higher, always higher’’ has inspired generations of Peruvian pilots. It is

Offering clients and airlines a memorable experience LAP’s mission is to offer passengers and airlines a memorable experience and to position Peru as the best connection point in Latin America. The operator has designed and implemented the citizenship promotion project “Smile. New airs in the airport”.

The project was successfully implemented with the support of 11 companies within the airport community. The Project promotes among all those who form part of, visit and use the airport facilities, the commitment to care for it, based on recognizing the rights and obligations they undertake during their stay.

Not to be outdone, the staff of the airport are raising the brand a mile high by showing their commitment to providing excellent

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service. They have scooped the award for Best Airport Staff in South America for the fourth consecutive year in 2014, in recognition of the outstanding service. In 2001 the company employed 2018 staff and had an outsourced compliment of 435 people. Now the company provides employment for 447 staff and 768 outsourced personnel as a result of the exponential growth during that period.

CEO of LAP, Juan José Salmón believed that the employees should be credited for the many achievements and accolades that the company has garnered over the past 16 years.

LAP offers a work environment that

promotes employee development, both personal and professional. “This approach has enabled us to join in 2016, for the first time, the Great Place to Work (GPTW) ranking as one of the best companies to work in in the country,” said Salmón.

Their Training Plan has six programs at the top level focussing on the Management Committee which provides specific training to chief office managers. They have a Leader School which develops and enhances the skills of the leaders of the company.

In 2016, employees were trained in Business English and a managerial skills workshop.

“CEO of LAP, Juan José Salmón believed that the employees should be credited for the many achievements and accolades that the company has garnered over the past 16 years”

Departure

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Terminal personel

An integrated model Professional Development Did you know? was offered to 2 employees to for sustainability LAP has built their social carry out postgraduate studies. responsibility model on Compliance is compulsory and In 2016 L AP 10 strategic sustainable all employees are trained in trained 71 management priorities .

Occupational Health and employees and This is underpinned by their Safety, mandatory by law, the LAP Academy commitment to provide aviation internal policies or norms, offered 12 courses and commercial services among others. In 2016 LAP to approximately with the highest standards in trained 71 employees and the 300 students efficiency, safety and respect for LAP Academy offered 12 courses our environment. The operator to approximately 300 students. actively seeks opportunities to Committed with the security promote relationships of trust and generate and safety of all of its passengers and visitors, value for their stakeholders.

Lima Airport Partners organizes every Social and environmental responsibility is two years a General Accident Simulacrum, one of the core principles of LAP’s business. according to the regulations established by For the first time in 2014, LAP calculated and the DGAC (a Spanish acronym for General certified its carbon footprint, in accordance Directorate of Civil Aviation), with the with ISO 14064-1. This makes LAP one participation of the Peruvian Fire Department, of the first certified airport operators in Regional Directorate of Health - Air Health, South America. An interdisciplinary team Peruvian Air Force - Air Wing No. 2, Peruvian “ECOMISION” was installed to identify and National Police, among other key institutions.

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implement measures to reduce LAP’s footprint in the up-coming years.

Health and safety targets are also part of the general corporate targets. These include identification of hazard risks in workplaces and the reduction of accident rates. Participation in company health safety training sessions is mandatory for all employees. LAP also audited 63 companies based at the airport for compliance with the statutory regulations.

Capital expenditure has benefited the Peruvian economy Jorge Chávez is one of the fastest growing airports in the region. At the time of the concession, the airport was suffering from a 40-year stint of lack of investment in maintenance and modernization.

The Peruvian Government decided that

over an eight-year period considerable investment in infrastructure and equipment should be carried out. This period is known as the Initial Period. After that period, the company worked hard to position Jorge Chávez as an international hub for the region, not only because of its infrastructure, but also through its service. The airport has a privileged location and makes it a key interconnection point for passengers in the region. LATAM and TACA, two important foreign airlines, have established Jorge Chávez as their hub.

Since its commencement of operations, LAP has contributed $2 billion to the state coffers and capital expenditures of about $390 million have benefited the economy.

The latest financials show that the airport achieved growth of 10.6% between 2001 and 2016 generating economic value of more

Security is important to LAP

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than US$ 316 million. In 2016, income from non-aviation services reached more than US$ 80 million.

Phase 1 of the project saw the expansion of the passenger terminal to 65,528m2 and the installation of seven passenger loading bridges. A new domestic and international concourse as well as a 5,500m2 commercial area (“Peru Plaza”) was constructed.

Phase 2 saw further expansion of the International Concourse by 8,850m 2 ; construction of seven new departure lounges; installation of seven additional PLBs; and opening of four new commercial franchises. The Central Concourse by 5,301m2.

The immigration areas located there were enlarged; and six and four new arrival and departure control positions, respectively, were put in place. The security control area was reconfigured and five new commercial outlets were inaugurated.

The Domestic Concourse was also expanded by 4,146m2 . Five new departure lounges were built there and five new PLBs were installed. Internal remodelling of the Central Tower and reinforcement of the terminal took place making it fully earthquakeresistant. The enlargement of the South Platform by 12,000m2 and construction of an exit taxiway to allow cargo aircraft to reach their parking positions more rapidly in the airport’s south area completed the project.

Happy customers

Government of Peru greenlights airport expansion project LAP has recently signed an amendment to the concession agreement with the Government of

“Phase 1 of the project saw the expansion of the passenger terminal to 65,528m2 and the installation of seven passenger loading bridges”

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Plane ready at platform 1

Peru giving them the greenlight to commence with their major expansion programme which is scheduled for 2018.

The government will provide land for the $1.5 billion expansion programme which will be 100% funded by LAP. The expansion will provide a second runway, a new state-of-theart passenger terminal and other development upgrades required to deal with the increase in traffic.

It is expected that the third phase of the expansion project includes a second runway, more aircraft parking positions, new taxiways, and adequate infrastructure to increase Jorge Chávez International Airport’s operational capacity.

Juan José Salmón pointed out that both the environmental management and good relations with the adjacent community

were key to maximize the positive impact of the airport. Their Environmental Impact Assessment (EIA) commits them to work closer with their neighbours and strive to reduce the emissions and energy consumption resulting from our operations. The operator conducted two meeting days with leading players of the different communities, such as leaders, representatives of associations in the communities and management boards.

JORGE CHAVEZ INTERNATIONAL AIRPORT

 (511) 517-3100  info@lima-airport.com www.lima-airport.com

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