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Special Report on Manufacturing
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The road to prosperity goes through manufacturing By Special Reports Team
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anufacturing—or the business of making things—is a path many nations have trod to prosperity. For more than six decades, Ghana has sought to travel the same road to affluence, with dissatisfying results. Still convinced of the manufacturing route to economic development, the current administration has been making efforts to rev up the sector. Visible progress has been chalked up, but the country is still a long way from fulfilling its aspirations. Since 2017 the government has taken steps to increase investment in manufacturing. Under the One District, One Factory (1D1F) programme, whose goal is to ensure every district in Ghana gets a factory to add value to commodities produced in the district, the state has sponsored the establishment of scores of new factories and the expansion of capacity in some existing ones. According to the Ministry of Trade and Industry, 104 factories (both new and expansion projects) have been built and operationalised since the 1D1F programme was launched four years ago, with 150 more under construction. The Ministry estimates that the factories, which range from agroprocessors to a ceramic plant and a steel mill, support about 150,000 direct and indirect jobs. The 1D1F programme is a component of the government's Ten-Point Industrial Transformation Agenda that also includes policies to revive financially depressed manufacturing firms, establish industrial parks and special
economic zones, and improve the general business environment. Besides promoting new factories, the government has helped some struggling yet viable manufacturing firms obtain subsidised credit from banks to revive their operations or fund new investments. One of them, Intravenous Infusions, which makes and sells intravenous fluids to hospitals, has acquired new equipment to scale up and plans to venture into vaccine production in a few years. Manufacturers have also enjoyed a more stable and encouraging macroeconomic environment in the past four years, as evidenced by lower inflation and cedi depreciation rates, which businesses require to help keep their costs under control. Given also the improved reliability of energy supply, it is no accident that real manufacturing output growth more than doubled from an average annual rate of 3 percent in 2014–2016 to 6.6 percent in 2017–2019. The history of economic development suggests that Ghana is justified to pursue manufacturing as a rapid route to prosperity. Today's rich countries—and increasingly well-off ones like China—almost without exception grew rich by making things in factories and over time innovating the processes involved in order to raise national productivity and output. This is the model that the government seeks to follow. Manufacturing provides significant economic benefits. Not only is it a promising
source of productivity growth, which is good for wages and national income growth, but also manufacturing facilitates job creation and economic diversification. And as the World Bank said in a 2019 report, "More diverse economies have more dynamic private sectors and are better able to move into activities with expanding global demand and to participate in global value chains. Economic diversification also helps reduce vulnerability to external shocks that can undermine prospects for longerterm economic growth." For the country to realise these benefits, however, there is a great amount of work to do and a long road to travel. Despite the undeniable progress in the current industrialisation effort, there are many formidable constraints hindering the competitiveness and success of manufacturing firms. These include low access to finance, especially for small businesses; weak infrastructure; a poorly regulated land market; inefficiencies in legal and other public services; and recurring macroeconomic volatility. That
is why despite the buzz about the recently launched regional single market, the African Continental Free Trade Area (AfCFTA), many local businesses fret that they may succumb to competition from other African producers. “The AfCFTA is an opportunity but also a source of competition,” says Nana Osei Bonsu, chief executive of the Private Enterprise Federation, a leading business advocacy organisation. “The question is, can we compete with Morocco, Algeria, South Africa, Nigeria and others? Do local businesses have the requisite tools to be able to compete with those coming from AfCFTA?” In response to such fears, the government has outlined a plan to assist Ghanaian industries and exporters to improve their competitiveness so as to penetrate the single market. Many public-private discussions have been taking place as the plan is put into operation. How well it accomplishes its goals in the coming years will be an important gauge of the success of the government’s industrialisation agenda.
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Burgeoning auto manufacturing a success story of ambitious industrial drive By Patrick Paintsil
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overnment has pulled yet another industrial masterstroke with its automotive policy which is geared towards positioning Ghana as a fully integrated and competitive industrial hub for the assembling of vehicles and spare parts in West Africa. The nation’s automobile industry is witnessing a renewed momentum currently with a number of top global carmakers setting up plants to assemble some of their brands and components locally, a wave of change that makes the domestic car market a significant element of government’s attempt to aggressively transform the economy through industrialisation. The well-thought-through Ghana Automotive Development Programme (GADP), which offers incentives to attract investment into the automotive sector, has gained the buy-in of stakeholders and has already begun to drive transformation across the domestic automotive value chain. “When the government of Ghana announced the policy to encourage the assembling of vehicles in Ghana, Stellantis Group expressed commitment to support it. This is going to be an exciting time for Ghana and our company together in 2022,” said Asad Nazir, Chief Executive Officer of Silver Star Auto, the sole local distributor for Peugeot, when he announced the company’s decision to assemble
the Peugeot 3008 SUV and the newly-introduced Landtrek pickup range of vehicles in Ghana within the next six months. Peugeot is only the newest addition to the list of carmakers building local assembly plants following the introduction of the new auto policy. Nissan, Toyota, Suzuki and Renault have already followed German carmaker Volkswagen (VW) in moving into local assembly of vehicles, and at the core of their motivations is the new auto policy. VW’s plant, based in Accra, has the capacity to assemble 5,000 units annually and will make Tiguan, Teramont, Passat, Polo and Amarok models, initially through its local partner Universal Motors. The German carmaker’s investment in Ghana makes the country the fifth to host a VW plant in sub-Saharan Africa, joining South Africa, Kenya, Nigeria and Rwanda. Ghana’s automotive development programme was born of the conviction that vehicle assembly and automotive components manufacturing could be positioned as a strategic anchor industry to provide opportunities for higher value addition and highly skilled employment. The specific goals of the policy include improving Ghana’s balance of payments through competitive import substitution and export market development, creating sustainable jobs across the automotive value chain, and positioning the nation as the
automotive hub of the sub-region. A thriving automotive sector is likely to generate highly skilled jobs in automotive assembly and the manufacture of components and parts, with spillover effects on other sectors of the economy. According to the government, the automotive policy adds to a raft of measures to create an enabling environment for investments to drive socio-economic transformation. “This [strategy] will help to diversify the nation’s industrial landscape and economy through value-added production, reduce its import bill, and shift from the overreliance on traditional exports,” says Deputy Trade and Industry Minister Michael Okyere Baafi. According to Statista, motor
cars and transport vehicles were the leading commodities imported into Ghana in 2019, as they registered the highest value. This makes Ghana’s automotive policy opportune, because aside saving the economy potential billions of import dollars, the country’s growing middle class can have access to affordable new vehicles in the local market to reduce the heavy reliance on used vehicles, which create environmental and safety issues. Suffice to say that the wave of transformation across the automotive value chain is one success story of the government’s ambitious quest to reposition the Ghanaian economy for sustainable growth through industrialisation.
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Silver Star presents its elegant Peugeot line-up
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he Peugeot model of vehicles have a very highquality offering, with vehicles that are fuel-efficient, economical, and are built with enhanced safety features. These vehicles meet the expectations of today’s knowledgeable, demanding and discerning customers, who can expect to have a superior customer experience at Silver Star Auto. The new Peugeot models marketed in Ghana include Peugeot 5008, 3008 and 2008 SUVs; Peugeot 508 and 301 saloon; Peugeot Pick-Up; and the all new Peugeot Landtrek 4x4 Pick-Up. The Peugeot vehicles offer a unique blend of style, comfort and road handling. The spectacular state-of-the-art Peugeot i-Cockpit® gives new meaning to being in the driver’s seat. It offers a more intuitive and intense driving experience, with a compact steering wheel, 12.3” head-up display and central capacitive touchscreen console, with ergonomic piano keys to top it all off. The new Peugeot 3008 also offers a number of driving aids and other high-tech equipment, as well as seamless triple play connectivity. With over 120 years of automotive experience, the new Peugeot 301 saloon car comes in 1.2L (82hp) M/T or 1.6L (115hp) A/T with Bluetooth and USB Connectivity, large boot volume of 640L, rear park assists and a stylish design. Visit Silver Star Auto for our new 7-Seat Peugeot 5008 SUV with 1.6L (165hp), 6 speed A/T with a new Peugeot i-Cockpit, compact multi-function
steering wheel with cruise control and speed limiter, 8-inch touchscreen and triple connectivity, and 7 independent seats with retraceable and removable row 3 seats. The Peugeot Pick-Up comes with 2.5L Turbo Diesel (115hp) engine, roof and roll bars, side step boards and bucket liner as standard, LED Daytime running lights with rear park assists. It also has a central locking with remote key plus 4 electric windows and a spacious cabin with comfortable rear seating. The new Peugeot Landtrek marks the revival of the Peugeot Pick-up and includes all the brand’s best strengths. This new Pick-Up truck completes a range of commercial vehicles from the Peugeot brand, which has been renowned for its robustness and its adaptation to customer uses across the African continent for nearly a century. It enables Peugeot to make a strong comeback on the African market, where the brand has a very strong heritage fuelled by its numerous racing victories, and it personifies the DNA of legendary models such as the 404 wagon and the 504 Pick-Up truck. The brand is becoming increasingly global with the new Peugeot Landtrek, which is entering the One Ton PickUp segment with the goal of becoming a new reference in a market that represents around 300,000 annual sales units in the Middle East Africa region. The new Peugeot Landtrek is available in three body styles: double and single cab as well
as a chassis cab suitable for different conversions. It has the most accommodating body in its category and an adaptability that is unique in the segment. It offers flawless crossing performance and meets both professional and family needs, with a payload that can exceed one tonne and a towing capacity of up to 3.5 tons. When designing the new Peugeot Landtrek, particular attention was paid to reliability, robustness and ease of repair, which are among the main expectations of commercial vehicle customers.
It comes with 1.9L (150hp) engine, 4x4 cruise control and speed limiter, 2 independent seats with central armrest, Radio MP3, Bluetooth, USB with 4 speakers, heavy duty elliptic leaf spring and rear suspension. The guarantee is 5 years or 100,000 km, and the maintenance interval has been extended to 10,000 km with a view to optimising reliability and running costs, key elements for professionals and buyers of commercial vehicles.
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either related or unrelated, and in SMEs to bring them to a competitive level. So, the industrialisation policy should look at how foreign direct investment impacts on the local development of our SME sector. B24: Are there some government policies which are undermining domestic manufacturing, and what should be done about them?
Interview: Nana Osei-Bonsu,
Chief Executive Officer, Private Enterprise Federation The seasoned private sector advocate shares his thoughts on the state of the manufacturing sector and Ghana’s industrialisation policies. B24: How would you describe the present state of Ghana’s manufacturing sector? NOB: Nothing to write home about, because manufacturing should be the lead to provide wealth and jobs to the nation. But our manufacturing doesn’t create products. We have research institutions like CSIR and other businesses that are not creating the potential business products. The manufacturing sector needs to be empowered. And by empowerment, I mean the technical skills, the infrastructure, the factories that are sustained, and the delivery of low-cost money. So, with manufacturing, the resources and the infrastructure as well as the cost of power that go into boosting the sector are the four things that we need. Once you put these together, then you should be able to produce a product that you can go and market. Unfortunately, our manufacturing sector is not at the level where it should be. So, if we are going to succeed at
manufacturing, then we should make sure that we have low-cost infrastructure available, lowcost money, low-cost power, and then the technical skills and competencies that would be utilised to create the products that we need. B24: What is your assessment of the strengths and weaknesses of the government’s industrialisation policies? NOB: We have to look at the industrialisation policy in its entirety. We have had this oneway investment attraction for foreigners to come in and invest in Ghana. How does that enrich the resource mobilisation of our local businesses? For most of our Foreign Direct Investments (FDIs), we provide tax incentives. I think that any tax incentives should go to an FDI that has a partnership with a local company. Secondly, we should not allow them to repatriate 100 percent of their profits. They should reinvest a percentage. We want them to invest at least 25 percent of the profit into sectors,
NOB: I wouldn’t say undermining, but we should re-examine investment policies that allow foreign investors to come into the country to invest and repatriate all their profit. For example, let’s say Kempinski invests in Ghana in the hotel system and makes a huge sum of money within five years. Before they repatriate some of their profits, we should require them to invest 25 percent of that profit in SMEs and some local sectors in the tourism industry. This is one of the areas that we have to be able to tackle to make sure that we have the benefit of the foreign investment that flows in, and the investors also benefit as well. B24: Generally, what reforms would you like to see towards creating viable and competitive home-grown industrial enterprises? NOB: The investment policy should be reviewed in totality. Also, creating home-grown industrial enterprises means we have to help our firms with the technical resources, the capacity building, and the competencies. For example, people set up businesses to make starch but without the capacity to grow the business to the level where they can now export quality cassava flour or convert starch into something else. So, you have to look at their capacities and their limitations. Sometimes the government gives money to businesses, such as when Covid-19 came, but it’s not always money. Let us use the money to acquire knowledge and technical skills, and these become very necessary tools to move the company from one level to another. B24: Does the African Continental Free Trade Area (AfCFTA) have the potential to transform Ghanaian industry, and what is needed to tap this potential? NOB: AfCFTA is an opportunity but also a source of competition.
The question is, can we compete with Morocco, Algeria, South Africa, Nigeria and others? Do local businesses have the requisite tools to be able to compete with those coming from AfCFTA? What support are we giving to businesses in those sectors where we are creating unrestricted access under AfCFTA? So, AfCFTA is an opportunity and at the same time a threat. That is why we have to support the local industries instead of living them to fight it on their own? B24: Does the Ghanaian tax system support or hinder manufacturing growth? In what ways? NOB: The Ghanaian tax system should be reviewed in its entirety. Private Enterprise Federation has done a three-year study that shows that unless we change our tax code and create a tiered tax system, doing business would continue to be difficult for our locals. We should create a segmented tax system so that those at the lower level pay certain sums at certain percentages and those at the higher level pay an equivalent percentage that is commensurate with the profits that they make. Also, given that majority of our businesses, about 92 percent, are SMEs, the GRA should engage the business associations and find a common ground to interpret the tax laws as it is known. Apart from the interpretation, the tax schedules are not conducive because, as I said, different countries within the AfCTA are now converting into the segmented tax system. We should be in that position as well. Unless we do that, we would be found wanting at the later stage when it might be too late to do it. B24: What is PEF’s view on the Development Bank Ghana (DBG) initiative? NOB: I am against in totality the development bank initiative. When you go and borrow money to set up this development bank that is just like the universal banks in the system, then they become competitors. Let’s not forget that this development bank we talk about doesn’t take deposits from the parties. When this development bank goes into the short-term credit system, then what is the difference between it and the normal universal banks? So, let’s not go and borrow to come and invest in risky investments when we could look within.
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Business with impact: Coca-Cola provides safe and affordable water to underprivileged communities
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s the world continues to find a remedy to the COVID-19 pandemic, The Coca-Cola System is making safe water readily available to disadvantaged communities to promote effective handwashing and related hygiene protocols. On Wednesday, March 18, 2020, under the Replenish Africa Initiative, RAIN, The Coca-Cola System, with implementation support from Plan International, a global humanitarian and development organisation, handed over 27 boreholes and 90 handwashing stations to 3 districts in the Volta, Eastern and Central Regions of Ghana to provide clean and affordable water to over 19,000 inhabitants of these communities. The ceremony to hand over the equipment was held in the Afadzato South district of the Volta Region and brought together officials from The CocaCola Bottling Company of Ghana (TCCBCG), Plan International, and the Afadzato South District Assembly. A few inhabitants of the community were also present to witness this life-enhancing
intervention. Handing over the facilities on behalf of The Coca-Cola System, Mr. Bethel Yeboah, Public Affairs and Communications Manager (PAC) of TCCBCG, emphasised Coca-Cola’s commitment to reaching out to communities and called on community leaders to support in the management of these facilities. The Afadzato South District Chief Executive (DCE), Mr. James Etornam Flofu, expressed his appreciation to The Coca-Cola System for the kind gesture and assured the company the facilities will be well managed to meet the need for which they were constructed. To ensure the effective management of the water facilities and to promote good hygiene behaviour, more than 300 residents in the beneficiary regions have been trained to oversee this mandate. Additionally, in line with CocaCola’s effort of empowering women, 114 have been trained to take up leadership roles in the management of water and sanitation.
The economic lives of the people in these regions have been meaningfully enhanced by setting up 45 savings groups with a total membership of 1,469, of which 1,039 are women and 430 are men. Through this savings initiative, contributors
have become empowered to handle unforeseen expenses and adequately manage their income. The Coca-Cola System is devoted to impacting the communities it serves and will not relent on its mandate.
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Voltic helps gifted children to sip on success C
oca-Cola Beverages Africa subsidiary Voltic is sowing the seeds of a brighter future for gifted children in a partnership with NGO Joy2theWorld. Joy2theWorld is located at Medie, off the Accra-Nsawam Highway, and provides education for 300 brilliant but needy children, from nursery school to junior high. Their mission is to end the cycle of poverty through education. As a neighbour to the school, Voltic is providing drinking water as part of its water for schools programme. “Having Voltic support us this way is such a relief because it takes away a significant portion of the cost of running the academy,” said Kathleen Gibbs, Director of Education at Joy2the World. The NGO also addresses social welfare issues affecting the health of the community, particularly children. CCBA is a proud industry leader in developing increasingly sustainable ways to manufacture, distribute and sell its products.
“Our aim is to create greater shared opportunity for the business and the communities we serve across the valuechain. Opportunity is more than just money, it’s about a better future for people and their communities everywhere on the African continent,” said Worlasi Seddoh Bedu-Mensah, Voltic’s Public Affairs, Communication and Sustainability Manager. Reliable access to good, safe water is essential to life, nature, and the health of communities. Across the world, approximately 1.9 billion people live in potentially water-scarce areas. Globally, over 80 percent of the wastewater generated by society flows back into the environment without being treated or reused. By 2050, the global water demand will have increased by 30 percent. “As the first ingredient in most of our beverages, safe, clean water is also critical to the longterm success of our business. A number of African countries are water-stressed, and in this context, we take our water stewardship responsibilities very
seriously,” said Bedu-Mensah. “CCBA, together with The Coca-Cola Company, is a leader in using water responsibly in our operations and giving it back. We continue to manage water resources through country projects that reduce water use in our operations, protect local water resources and provide safe, clean drinking water to communities in need. “As part of the world’s leading beverage company, we have a responsibility to use water as respectfully and efficiently as possible. We’re continuously looking for new ways to reduce water use in our operations,
while treating our wastewater to the highest standards,” BeduMensah added. “We will continue to further improve water access for communities and nature, aligning our water stewardship priorities with The Coca-Cola Company’s 2030 Water Stewardship strategy, which involves: regenerative operations—reducing local shared water challenges; healthy watersheds—improving watershed health and supply chain sustainability; and resilient communities—enhancing community water resilience, focusing on women and girls.”
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Full cream ahead for Coca-Cola Beverages Africa’s US$26m dairy bottling plant
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US$26m investment in (CCBA) first dairy factory is in full flow and pumping out a total of 22,000 bottles per hour at Voltic Ghana Limited, as the bottler accelerates its evolution towards becoming a total beverage company. Voltic (GH) Limited, a subsidiary of CCBA, has commenced production of CCBA’s new Hollandia dairy line, which includes tasty and nutritious evaporated full cream milk, enriched with Vitamin B12 and calcium, as well as plain sweetened or strawberry yoghurt. The evaporated milk range is available in 97g, 215g and 323g pack sizes. The expanded offering continues the company’s investment in a growing portfolio beyond sparkling soft drinks, including tea, coffee, juices, value-added dairy and purified water — being made available to more people in more places. Construction began in 2018 and the facility now employs 25 permanent and 40 casual staff. The move into value-added dairy has also taken off in Uganda, where CCBA offers
Climb Up flavoured milk. Climb Up is available in a variety of immediate consumption sizes, with 125ml and 250ml proving the most popular, especially with the youth and contributing 75 percent of the volume. Strawberry and Vanilla dominate the flavoured milk market, commanding an 80 percent share of volume. The company recently unveiled a new Minute Maid Fruity Boost Mango drink, formulated to support the “Buy Uganda, Build Uganda” agenda. The fruit and dairy blend was the first product off a brand new US$15 million production line
installed this year to produce drinks from raw materials made in Uganda. CCBA CEO Jacques Vermeulen said that by investing in the manufacturing and distribution of different drinks, CCBA was increasing local sourcing of raw materials and providing its employees with new skills. “This is part of our larger strategy to grow sustainably, by creating shared opportunities on our journey to becoming a total beverage company,” Vermeulen said. “People everywhere want new beverages and experiences throughout their day, and as
a franchised bottler of The Coca-Cola Company, CCBA is innovating to give people more of what they want while actively encouraging informed choices and balanced lifestyles. In some cases, that means adding vitamins and minerals or rethinking our recipes to reduce sugar while keeping the great tastes people love. In others, it means finding new, exciting flavours.” Vermeulen further said: “The introduction of Hollandia and Climb Up value-added dairy products in Ghana and Uganda is part of that journey and we are very excited about the potential of this category in Africa.”
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Pharmanova Limited—the gold standard in pharmaceutical care and production
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he 5th of May, 2005 is the date when Pharmanova Limited was born in Ghana. It was established by Mr. Dhananjay Tripathi, and under his able leadership and visionary approach, the company has been providing gold standard healthcare in this country of gold (Ghana) for more than 16 years now. Since 2005, the company has been manufacturing as well as importing affordable but efficacious pharmaceutical products for distribution throughout Ghana and countries in the West Africa sub-region. Milestones achieved During this remarkable 16year journey, the company has achieved various milestones as mentioned below: 2009 – First company to locally manufacture Multivitamin, B-Complex, Folic Acid & Chlorpheniramine in Blister Pack. 2010 – First to locally manufacture Cardiac Products like Lisinopril + Hydrochlorothiazide and later extended to other products like Losartan + Hydrochlorothiazide, Ramipril, etc. 2011 – The company started exporting products to countries like Benin & Togo. 2012 – Pharmanova launched its flagship product for Malaria (Artemether + Lumefantrine) 2013 – Became the first company to launch Sevoflurane in the entire West Africa. 2014 – Pharmanova started business in Burkina Faso on a very large scale 2015 – The company extended
its operations to Ivory Coast 2016 – Pharmanova launched polyvalent anti-snake venom (ASV) specific for 10 different species of poisonous snakes in Africa 2017 – Received the award from the Vice President for “Outstanding Contribution to the Pharmaceutical Industry in Ghana” and also the award for “Best Growing Company of the Year” The launch of Atlantic Lifesciences In 2017, the shareholders and directors of Pharmanova Ltd. decided to embark on an importsubstitution strategy to promote local employment with the motto of “Made in Ghana”. Thereby, all Infusions, Eye, Ear & Nasal Drops, Inhalation Anesthetics which the company was hitherto importing into the country would be produced locally. This vision was actualized through the establishment of Atlantic Lifesciences Ltd. in March 2021. With financial support and encouragement from Exim Bank Ghana, Atlantic Lifesciences, the sterile pharmaceutical plant, using the latest German technology, was started at Larpleku in the NingoPrampram District Assembly under the Government’s flagship programme of 1D1F. We have started commercial production for Infusion and are currently validating the process for the Eye, Ear & Nasal Drops. Local manufacturing of vaccines at Atlantic Lifesciences Additionally, we have been the
major importer of Anti-Snake Venom and Anti-Rabies into the country and the West Africa subregion, and as part of that vision of import-substitution strategy, Atlantic Lifesciences Ltd. has received a loan facility from our Bank to establish a Bulk Fill n’ Finish of Biological Products such as anti-snake, anti-rabies, anti-tetanus, anti-gangrene, antidiphtheria, and anti-scorpion sera, and also for various childhood vaccines in addition to Covid-19 vaccine on the adjoining land to the Infusion Plant. The civil work for this facility has been completed and the complete line for vial Fill n’ Finish has been ordered for installation and validation. It is our intention to get this up and running by the first quarter of 2022. The line includes vials washing machine, De-pyrogenation Tunnel, Lyophilizer (Freeze Drying) and Packing Machinery, Clean Room Partitioning & Air Handling Units (AHU/HVAC), Building Management System (BMS) and Environmental Management System (EMS). All utilities are now in place. Focus on Quality Control & Quality Assurance At Atlantic Lifesciences, we have constructed a Quality Control department equipped with ultramodern Analytical instruments, namely: 3 HPLCs with Autosamplers, Atomic Emission Spectroscopy, Atomic Gas Chromatography, online & offline TOC, Air & Liquid Particle Counters, UV and PDA, 3 Walk-in Stability Chambers, UV Spectrophotometer, IR
Spectrophotometer Digital Polarimeter and Bacteria Endotoxin Test (BET) in the microbiology Lab, etc. & all other relevant lab equipment required as per current Good Laboratory Practices There is the Quality Assurance department with responsibility for spearheading the quality management system in the face of current good manufacturing practice, (cGMP), while the Microbiology department also parades state-of-the-art installations like Bacteriological Incubator TI 800G, Muffle Furnace TM 30G, Horizontal Laminar Flow unit for microbiology and HPHV Autoclave. The huge capacity at Atlantic Lifesciences The Fill and Finish line for the vaccine shall have a capacity of 70,000 vials per day, giving an output of 1.75 million vials per month of 25 days. We have an upcoming greenfield project for Bulk Fill n’ Finish vaccine with a capacity of producing 10 million vials per month. Conference room & other allied facilities We are also constructing a 100-seater conference room for receiving tertiary students from various related disciplines. This will also be used to support academic programmes in addition to organizing seminars for neglected tropical diseases such as the management and treatment of snakebites.
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