Business Review Europe and Middle East - January 2015 by Business Chief Europe

Januar y 2015

www.businessrevieweurope.eu

XEROX

PHOTO: MARTIN BENNE T T / GLOUCESTER RUGBY

Q&A: Marketing in the Middle East

TExOePcu1tiv0e Gadgets

Gloucester Rugby Stephen Vaughan talks sustainable business and the World Cup 2015

Special Report:

BT SUPPLY CHAIN & CEMEX UAE

EDITOR’S COMMENT

Behold 2015 W I T H T H E F E S T I V E S E A S O N well underway it is time to look ahead

to what 2015 has in store, and for those in the sporting business, the Rugby World Cup comes to UK shores. We kick off this year with an exclusive behind the scenes feature with Gloucester Rugby CEO Stephen Vaughan, who talks about the club’s excitement at hosting four of the tournament’s matches alongside the serious business of running a sports club responsibly to compete on and off the pitch. Another area of excitement for 2015 comes in the world of technology and gadgets. Our top 10 looks at the best gadgets for execs which are available now and set to gain further prominence as the year goes on. In the Middle East, document management giant Xerox is stepping up its marketing activity and gives us an insight into its strategies to attract and retain custom, while weighing up the similarities and differences to marketing in Europe. This month’s company reports section is also full of exciting businesses and their latest developments, featuring BT Trace, Cemex and JLL. Enjoy this month’s read.

Thomas Wadlow Editor thomas.wadlow@wdmgroup.com 3

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METAL FABRICATIONS

CONTENTS

Features

Finance

TOP 10 Executive Gadgets

How to Run a Sports Club: Gloucester Rugby CEO Talks Sustainable Business and the World Cup 2015

18 Marketing Q&A: Marketing in the Middle East with Xerox 5

CONTENTS

58 70

BT Supply Chain

Company Profiles

Unit 45

Cemex UAE

SUPPLY CHAIN

36 BT Supply Chain 48 Arvato 58 Unit 45

JLL

100

AssarelMedet Plc

CONSTRUCTION 70 Cemex UAE 78 JLL

HEALTHCARE

90 Al Zahra Hospital

MINING

Al Zahra Hospital

100 Assarel-Medet

ENERGY 112 Association: COGEN Europe 120 JBK Controls

112

XXXX COGEN Europe XXXX

FINANCE

HOW TO RUN A SPORTS CLUB GLOUCESTER RUGBY CEO TALKS SUSTAINABLE BUSINESS AND THE WORLD CUP 2015 Written by: Tom Wadlow

FINANCE

Stephen Vaughan has overseen a fourth year of profit in a row at English Premiership rugby club Gloucester Rugby, vital in continuing the virtuous circle of success on and off the pitch which has helped it become a host for the world’s third-largest sporting event THERE ARE ALL too many examples of sports clubs enduring severe financial stress amid building enormous piles of debt. English football in particular is awash with well-recognised teams going into administration thanks to irresponsible management and outrageous expenditure on players and salaries. Fans of Southampton, Crystal Palace and Portsmouth have endured the uncertainty of administration, with the latter’s set of supporters having to go through the pain twice in as many years. In the world of rugby too, although on a much smaller scale to football, many English clubs (league and union) are ran alongside 10

January 2015

accumulation of significant amounts of debt as they fight to attract the finest internationals and hit the maximum salary cap. Gloucester Rugby is one of a handful of English Premiership clubs to run as a self-sustaining business. The English Premiership rugby union side has been competitive in the highest tier of domestic rugby for many years and competes strongly in Europe, winning the European Challenge Cup in 2006 and AngloWelsh Cup in 2011, while remaining on a steady financial footing. Sustainable business Founded in 1873, the club has posted four years of profit in a row despite recent upsurges in expenditure. Chief Executive Stephen Vaughan joined Gloucester in 2012, determined to

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Kingsholm

preserve the sustainable nature of the business and indeed accelerate growth. “First of all I am delighted because we are a successful self-sustaining club and run as a solid business,” he said. “We had a big increase in costs last year from bringing in top players like James Hook, Richard Hibbard, John Afoa, Tom Palmer and Greig Laidlaw, and we also put in a totally new coaching set up. “Clearly our costs have gone up dramatically so to be able to bring in the revenue streams and manage the business sensibly off the field to ensure that we’re in no danger as a club, and in fact thriving, is really

important to us and gives us great confidence for the future.” Profits have risen by 68 percent year-on-year to £512,000, strengthened by a burgeoning hospitality and conferencing scene at home ground Kingsholm, which the club has ownership of. Vaughan also brought in 11 new influential sponsors, while improved ticketing systems, access to the ground and cashless payment systems and loyalty cards have improved supporter experience. All of this resulted in Gloucester Rugby reaching £12 million in revenues last year which offset the increased spend, made all the more notable 11

FINANCE given that core ticket revenues flatlined following a ninth-place finish last season. Vaughan added: “The key is to show that self-sustainable clubs can win things and Northampton last year showed it, and I was delighted for them. That gives clubs like us great confidence and the opportunity to say if they can do it why can’t we.” Success on and off the pitch – the virtuous circle For a sports club to be self-sustaining, success on the pitch is vital in driving what the Gloucester CEO calls a virtuous circle. “Even by improving slightly you are

Success on the pitch is vital Photo credit: Martin Bennett Gloucester Rugby

January 2015

“It doesn’t matter how big your core support is, you can’t sustain poor finishes year after year and expect them to stick with you” standing still,” he said. “If you want to guarantee a successful team you have to move at a fair pace. It doesn’t matter how big your core support is, you can’t sustain poor finishes year after year and expect them to stick with you. “The same can be said for sponsors - we must be successful on the field to be commercially successful, which then means we can invest in the team and keep the circle running. We have the infrastructure and our own stadium with some amazing supporters, and the minimum we have to ensure we do is compete financially with the other top clubs with regards to the playing department to allow us to compete on the pitch.” Kingsholm was also an important venue in the 2014 Premiership Rugby Sevens Series, a competition which Gloucester went on to win without

Stephen Vaughan, CEO 13

FINANCE

Kingsholm will be used to host World Cup matches in 2015

“We already have a strong tourist base and what we want to do is show off the whole area at the time of the World Cup” losing a single match, the second year in a row they have lifted the title, and later this year the ground plays host to the most prestigious tournament in the sport. Rugby World Cup 2015 The eyes of the rugby world will descend on England and Wales in the autumn as the third-largest sporting event in the world comes to Britain. “It is brilliant,” Vaughan said. “We are one of only two rugby clubs to host 14

January 2015

games and I am absolutely delighted, it is a real fillip for everyone here.” Gloucester’s 16,500 capacity ground has been chosen to host four group stage matches, which all sold out immediately, and will represent a late season boost for local trades relying on tourism. “It will be fantastic for the area at large,” Vaughan continued. “Hoteliers, bar owners, any business has the chance to engage in new customers. We already have a strong tourist base

M A N A G I N G C U LT U R A L D I V E R S I T Y

and what we want to do is show off the whole area at the time of the World Cup.” Kingsholm’s success was a result of a joint bid between Gloucester Rugby and the city at large, completing a tender document which showed off the facilities, security, access, location, transportation and many other important facets on offer. In turn the club will benefit in a number of ways from making upgrades in preparation for the World Cup, which Vaughan hopes will also spur a legacy of enthusiasm in playing rugby in the area, especially with youngsters. “We will be improving infrastructure and certain facilities with the help of

the World Cup Organisers,” he said. “We have dedicated people meeting weekly with them and we are not daunted – we are very confident that Kingsholm will be capable of putting

FINANCE

GLOUCESTER RUGBY CLUB Full name Founded Region Ground

Gloucester Rugby 1873; 141 years ago Gloucester, England Kingsholm Stadium (Capacity: 16,500) Chairman Ryan Walkinshaw Director of Rugby David Humphreys Coach Laurie Fisher Captain Billy Twelvetrees League Aviva Premiership 2013–14 9th Honours Zurich Championship (1): 2001–02 Anglo-Welsh Cup (5): 1971–72, 1977–78, 1981–82 (shared), 2002–03, 2010–11 C&G League Cup (2): 1997–98, 1998–99 European Challenge Cup (1): 2005–06 National Merit Table ‘A’ (1): 1985–86 Middlesex 7s (1): 2005 Premiership Rugby Sevens Series (2): 2013, 2014 SEASON

LEAGUE

FINAL POSITION

POINTS

1997–1998 1998–1999

Premiership

6th

Premiership

10th

1999–2000

Premiership

3rd

2000–2001

Premiership

7th

2001–2002

Premiership

3rd

2002–2003

Premiership

1st

2003–2004

Premiership

4th

2004–2005

Premiership

6th

2005–2006

Premiership

5th

2006–2007

Premiership

1st

2007–2008

Premiership

1st

2008–2009

Premiership

6th

2009–2010

Premiership

7th

2010–2011

Premiership

3rd

2011–2012

Premiership

9th

2012–2013

Premiership

5th

2013–2014

Premiership

9th

January 2015

Post Sale match dinner

on a great show.” So far more than 50 projects of all sizes have either been completed or are ongoing, with upgrades such as new rugby posts, a re-sized pitch, temporary buildings for drug testing and Wi-Fi installation upgrades among the work required. Business as usual Despite the doubtless excitement, Vaughan refuses to get carried away, and insists that it is business as usual in a bid not to take the eye off the ball

M A N A G I N G C U LT U R A L D I V E R S I T Y

in everyday operations. “We will be able to generate some World Cup specific revenues over the six weeks of the tournament but either side life will be the same,” he said. “We haven’t put in a huge amount of targeting financially for this and I am very much of the opinion that you shouldn’t stop what you are doing normally for a tournament that is here for six weeks – we can’t take our eye off the ball in other areas.” By remaining focussed on the bigger picture, which for Gloucester Rugby

stretches far beyond the staging of this year’s World Cup, Vaughan hopes the club will run sustainably long into the future and turn in yet more consecutive years of solid profit. “I have to make it the DNA of the club,” the CEO concluded.

MARKETING

December 2014

Q&A: Marketing in the Middle East with Xerox Head of Integrated Marketing Dan Smith discusses how marketing in the region compares to other parts of the world while looking ahead to what methods might bring the best return on investment for the coming year E D I T E D B Y: T O M W A D LO W 19

MARKETING MULTI-BILLION DOLLAR DOCUMENT technology and services company Xerox has been pioneering in its industry for more than 100 years and now holds more than 12,000 active patents. In charge of ensuring that its 30-years strong Middle East presence continues to drive company growth is Dan Smith, Head of Integrated Marketing for the region. BRE: Briefly describe your role at Xerox and what the company is doing in the Middle East. DS: I represent the Middle East division, and am in charge of advertising and promotion, pricing, product management and traditional four Ps of marketing. We have an indirect model – we don’t have many Xerox employees on the

ground in the Middle East but we use our partners that are based out there. We have been present in the region for more than 30 years now and have some very long-term partnerships. In one sense this is a very traditional marketing role in terms of strategy and operations, and in another sense it is a little different due to our indirect approach to the marketplace. BRE: What similarities and differences are there in the marketing spheres in Europe and in the Middle East region? I have been working on the MENA region for 12 years now so I’ve seen the development of marketing. There is some convergence in terms of approaches – for instance there wasn’t a huge amount of online activity; it was embryonic for a long time but recently

“Cultural differences doesn’t make marketing harder, it simply makes it different. We take our corporate strategies from Europe and elsewhere and adapt them to be appropriate in the Middle East” – Dan Smith, Head of Integrated Marketing 20 January 2015

MARKETING IN THE MIDDLE EAST WITH XEROX

Xerox Emirates team there has been a rapid take up in the use of online marketing and social media. As an IT-based company there is a lot of similarity to what goes on in the UK and Europe and the basics of marketing in general are the same. As a hardware vendor we look to market our products and services to our channel and we look to offer value added training just like you would see in any other part of the world. There are cultural differences to consider, for example it is important to understand the different sales cycles and conversion rates.

However cultural differences doesnâ&#x20AC;&#x2122;t make marketing harder, it simply makes it different. We take our corporate strategies from Europe and elsewhere and adapt them to be appropriate in the Middle East. The similarities are converging. BRE: Do consumers in the Middle East expect the same from businesses? There is the same level of expectation at the basic level. There is an expectation that the product you deliver works, that 21

MARKETING

Xerox took 25 of their cients to US Open tennis at Flushing Meadows the services around this are efficient and that the employees are polite and focused on what the customer requires. The interesting comparisons come in the enhanced expectations of what customers want. Consumers in the Europe and US tend to be a little more demanding as they know they can demand a range of value-added services from business, but this is starting to happen much much more in the Middle East now. People are demanding a level of 22

January 2015

service, a suggestive approach and an understanding of their own business from the companies they are using. They are moving away from a spec sheet sale to a more consultative approach in the same way a consumer goes into an individual store and asks for guidance. BRE: Does the adage â&#x20AC;&#x2DC;a quality product sells itselfâ&#x20AC;&#x2122; still hold credence? I think a quality product is still a quality product â&#x20AC;&#x201C; this is what you base your

MARKETING IN THE MIDDLE EAST WITH XEROX

whole value proposition around. However, a quality product in the wrong place is like the analogy that there is no point in buying a sun seeker to put in the bath. Our value proposition in the US and Europe has always been seen as a premium product with a fair price, but people are expecting a lot more for that nowadays. In the Middle East where you have third parties carrying out that brand promise you must ensure you have them well equipped and trained so they can carry that out. People do their own research before considering buying something, so by the time you get the chance to interact with a potential customer their decision has almost been made. We must take that into account as marketers. BRE: In light of this, is there a particular area of marketing that is taking off or on trend in the Middle East which we should look out for in 2015? Offering clients in-depth experiences of your business. We carried out some activities which involved a huge push in the services part of our operation, in line with the increasing awareness of consumers that service is part of the

value proposition. Recently we took 25 of our most important clients over to New York where Hilary Clinton was a keynote speaker. We showed them all of our latest technology and then had some fun by taking them to the US Open tennis at Flushing Meadows. Every single one of them without fail reacted incredibly well to what we were showing them and the return on investment we get on that kind of activity is excellent. It sounds like good fun, and it is good fun, but the planning that goes into this is just as thorough as the planning which goes into spending on

Dan Smith, Head of Integrated Marketing 23

MARKETING

“Marketing has moved from the understanding of the customer and their needs, which we still obviously have to do, to helping the customer understand your business” – Dan Smith media. Marketing has moved from the understanding of the customer and their needs, which we still obviously have to do, to helping the customer understand your business. It is a much more collaborative approach. Another trend is that of online interaction which is accelerating at a phenomenal pace. People once thought that businesses like to barter in the Middle East and have that human interaction, but some of these things are breaking down which is offering opportunities for 24

January 2015

Xerox Emirates building marketers and consumers. The world continues to become a smaller place. BRE: What marketing advice would you give to companies looking to extent their offerings into this region? My first piece of advice is to come and see the Middle East. I come and visit the region a lot and there is nothing better than seeing the culture you are about to operate in. Don’t be afraid – this is a young vibrant, fast-moving part of the world with a lot of

MARKETING IN THE MIDDLE EAST WITH XEROX

Xxxxx tremendous things going on and coming up. Ensure that you have local people too. Our offices may be in the UK but we do have an office in Dubai where local people work for us and help us to understand the region; even at a basic language level it is important. This marketplace is not behind or catching up with the US and Europe â&#x20AC;&#x201C; it is its own place with its unique characteristics. Understanding this is key to tapping into marketing opportunities here. 25

A world made simpler by Xerox

TOP 10

TOP10

Executive Gadgets Sergio Burns checks out 10 of the coolest gadgets on the market, from anti-gravity platforms to the latest iPhone, finishing off with a look into the rapidly popularising domain of wearable technology W R I T T E N B Y: S E R G I O B U R N S

TOP 10

Anti-Gravity Platform

Floating hamsters anyone? The Anti-Gravity Platform from Firebox will mystify – and it’s also good fun. The ultimate desktop toy, it will lift anything up to 85g into thin air. It is driven by electromagnets (so keep clear of laptops and computers). It comes with lights and a globe just to get you started. Cost: £85 (€107). www.firebox.com/product/2659/Anti-Gravity-Platform 28

January 2015

TOP 10 EXECUTIVE GADGETS

Ironkey Personal 8GB

How important is YOUR memory stick? The Ironkey is an encrypted, password protected memory stick developed for Homeland Security. It also comes in a case which passes military standards. Guaranteed to protect your data from terrorists, spies, or curious children. And, all for £70 (€89).

Soundsight Smart Headphones

www.ironkey.com

Headphones, essential kit for music aficionados. Soundsight gives you that little bit extra. Record videos up to a spec of 720pHD, or take photos as you move around. This is contemporary interconnectedness writ large – hey Facebook/Twitter friends, look what I saw today while out jogging. The headphones have an 8GB memory, a Bluetooth connection, and a range of 16 to 20k MHz. They come with standard app to download and edit your tunes. Cost: £290 (€371). www.soundsightheadphones.com 29

TOP 10

Satechi 10000 MaH Portable Energy Station Extended Battery Charger Pack

In need of juice on the go, multiple devices to look after? Then this is for you. As a power source the Satechi will supply gas to a whole list of devices. It will happily service the iPhone Six, 5S, 5C, 4S, 4 and 3GS, iPad Air 1, 2, 3, Kindle Fire, Samsung Galaxy S5, S4, S3, S2, Tab 10.1, Blackberry Playbook and HTC One. Impressive? A steal at around £45 (€57). www.satechi.net

January 2015

TOP 10 EXECUTIVE GADGETS

Panono Ball Camera

Invented by Jonas Pfeil, this little gizmo will take your image taking to new heights. It has an amazing 108 megapixel resolution and 36 in-built cameras designed to trigger simultaneously. This happens at the highest point when the Panono is thrown in the air (thanks to an on-board accelerometer). It can also be used on a pole or simply in your hand. Will set you back £450 (€576).

LG Lifeband Touch

This is a smartwatch that also tracks your activity on the go, perfect for the health conscious executive. Connects to your android or iOS smartphone and displays alerts and messages. It also features an altimeter and accelerometer, can count the number of steps you take and measure the height of hills climbed, and distance walked or ran. It also has a heart rate monitor. Will set you back £110 (€140). www.lg.com

www.panono.com 31

TOP 10

Sony Playstation 4

This is the fastest selling console in UK history, shifting 250,000 units in two days, and comes with several free games including the popular Killzone Shadow Fall. PS4 is also a fully integrated entertainment package with Blu-ray and DVD facilitiy, as well as a Playstation app which allows gamers to use smartphones and tablets as a second screen to enhance play. Price: £349 (€447). uk.playstation.com/ps4 32

January 2015

Microsoft Surface Pro 3

Is it a laptop, is it a tablet? Well, actually, it’s both. Quirky? Yes, but it does have a great 12 inch screen. The Pro 3 – leaner and lighter than the Pro 2 – is a tablet that runs Windows 8 with great screen resolution. It also has a snap on, snap off keyboard which gives it that laptop feel. Its performance is impressively fast. Introduced on July 18, 2014, the Pro 3 has a price range of £492 (€629) to £1231 (€1575). www.microsoft.com/surface/engb/products/surface-pro-3

TOP 10 EXECUTIVE GADGETS

iPhone Six Plus

Apple’s new iPhone Six Plus has a sizeable 5.5 inch screen; a departure for Apple and makes this new smartphone a phablet – clumsy word, but adequate. It also signals a challenge to the Samsung Galaxy Note and LG G3, as well as wooing the Asian market. The Six Plus comes with an eight megapixel camera with optical image stabilisation. The

size of the phone makes it difficult to use single-handedly, but there is a reachability button incorporated. The Apple buzzword for the Six Plus is ‘productivity’, and its sleekly designed and slender, business-like features make it an attractive device for busy people. Prices range from £619 (€792) for the 16GB model, £699 (€895) 64GB, and £789 (€1010) 128GB.

www.apple.com/uk/iphone-6/ 33

TOP 10

Google Glass

Google Glass is pure William Gibson cyberpunk! A pair of spectacles with a built-in computer, you can turn it on by simply stroking the frames, or by tilting your head (freaky). Operate GG by, get this, voice. Tell it to take a photo, google, send a message to... very useful if you are on the move. The battery, hidden behind the right ear, does have a short lifespan, while the ‘box’ which provides you with all the data and interconnectedness, hovers neatly just above your right eye. GG is only in the first stages of development, but with this gadget we are glimpsing the future, will these devices replace the smartphone? For a cool £1000 (€1279) you can check it out. www.google.com/glass/start

January 2015

TOP 10 EXECUTIVE GADGETS

BT Supply Chain Brings Enhanced Industry Expectations to the Fore Written by: Matthew Staff Produced by: Craig Daniels

B T S U P P LY C H A I N

One of the UK’s most familiar organisations continues to reinvent its supply chain arm as it looks to extend existing capability and services with external customers

January 2015

T is one of the most recognisable brands in the UK, operating successfully over the years upon a bedrock of core market facing businesses; BT Supply Chain has underpinned each of these, providing valuable experience of how supply chain can enable greater business success. Historically providing the logistical knowhow and efficiencies to help the entire organisation run as effectively and safely as possible, the team of around 850 people has long provided the supply chain planning and logistics which helps to enable BT’s market facing businesses. These are the words of Managing Director, Nicholas Hale, who was brought into his current position to steer BT Supply Chain and BT Cables towards the next stage of development. “Across each area of supply chain operations we support between 40,000 and 50,000 individual orders a day. We are responsible for supply chain planning, logistics, critical spares management and inventory performance amongst many other value-added integrated services such as staging, configuration, cable management, testing and repair, and inventory performance” he explained. “Over the past 18 months, having got that capability to critical mass, we’ve opened our doors to the external market working with target customers that like us have significant engineering field forces. We’re increasingly working with those organisations and providing similar services to them throughout our network, particularly in the UK.”

S U P P LY C H A I N

Transport network

Sustainable supply chain Replicating the internal processes to external markets required and his team to pinpoint efficiencies on a whole new level, subsequently pinpointing the key areas of service offerings that could apply across the entire spectrum of customers. This led to what Nicholas describes as a three-pronged strategy existing as part of an omnichannel supply chain model. “Our strategy can be encompassed under a rather simple statement which is used time and time again: ‘rethink what your supply chain can deliver’,” he said. “The three things which we believe are significant for external customers are working collaboratively to deliver a differentiated customer experience, transforming costs, and ensuring there is a sustained platform for

50,000

Number of orders a day for BT Supply Chain

w w w. b t s u p p l y c h a i n . c o m

B T S U P P LY C H A I N

Key Personnel

Nicholas Hale Managing Director Nicolas joined BT in 2012 as Managing Director Supply Chain with a clear remit to transform the model and impact of supply chain both across BT Group and with external customer. He is responsible for supply chain strategy and operations across BT Group, a scope that includes delivery of a multi-channel supply chain to support BT’s varied B2B and B2C business. He is also Managing Director of BT Cables, a UK based manufacturer and supplier of cable products in various sectors.

January 2015

growth through capacity and capability, but also sustainability.” BT Supply Chain has subsequently made giant strides through “BT Collect”, a term it uses to describe initiates that use its own transport network to collect and transport inbound products, vastly reducing the amount of miles covered throughout the distribution process. Sterlite, a supplier of fibre cable products to BT Group, is one example of where we have been able to utilise the BT Supply Chain capabilities to provide logistics and other related services so that together we deliver additional value across the supply chain. Nicholas continued: “Within performance against the key target metrics, one of the critical aspects of our inventory management continues to be stock dimensioning, ensuring that critical spares and other high value equipment is in the right place to minimise response times to service incidents and also the distance a product needs to travel. “Engineers want spares to be 30 miles away and not 100, so customers get back online quicker while we also minimise our carbon footprint and the cost to serve in the process.” The company has so far reduced inbound response times by 52 percent, while around 30 percent of its shipments from the docks or in the UK are now arriving via its own BT Supply Chain vehicles.

“Our strategy can be encompassed under a rather simple statement which is used time and time again: ‘rethink what your supply chain can deliver’” – Nick Hale, Managing Director, BT Supply Chain and Cables

w w w. b t s u p p l y c h a i n . c o m

Made in Britain. Delivered worldwide. We’ll help you expand your business overseas with a delivery network that reaches 99.6% of the world’s population. As experts at export we offer a full range of service options to 240 countries and territories worldwide. And because our delivery partners are local postal organisations we – literally – know where everyone lives, giving your business a competitive advantage overseas, with high first time delivery rates. Find out how we can help your international business grow.

parcelforce.com/export Parcelforce Worldwide and the Parcelforce Worldwide Globe Logo are trade marks of Royal Mail Group Ltd. © Royal Mail Group Ltd 2014. All rights reserved. Parcelforce Worldwide is a trading name of Royal Mail Group Ltd. Registered in England and Wales, number 4138203, registered office: 100 Victoria Embankment, London, EC4Y 0HQ. Parcelforce Worldwide is a GLS network partner.

B T S U P P LY C H A I N

S U P P LY C H A I N

These same benefits reach to the external market as well, with BT Supply Chain on hand across a wider footprint to meet needs of suppliers quicker, ensuring vast improvements are being made in regard to rapid response times, and right-first-time occurrences. BT benefits For many companies, taking a set of services, regardless of previous successes, to a new market or customer base would come engulfed in marketing and entrepreneurial challenges, but BT Supply Chain arrived on the scene with one readymade trump-card; the scale and breadth of the existing infrastructure and services need to support BT Group business. Alongside BT Supply Chain is also BT Cables, a UK based

SUPPLIER PROFILE

Lutterworth Warehouse

PARCELFORCE WORLDWIDE

As a Great British parcel company and a leading provider of express delivery services, we are proud to work with BT Supply Chain logistics as a partner, delivering their key telecoms components to meet the needs of their business customers and engineers. Our outstanding range of convenient delivery options means that we can provide flexible, secure and express delivery and collection solutions - from time critical early morning deliveries to next day and two day delivery. Our customers trust us to be the face of their brand and we pride ourselves on our reliable service and experienced people to deliver at home and abroad with a personal touch. Website: parcelforce.com/export

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B T S U P P LY C H A I N

S U P P LY C H A I N

manufacturer and supplier of cable products working with external customers across the rail, telecoms and infrastructure sectors. “To help build on each of these assets we are able to leverage many group initiatives that further support what we have set out to deliver, both for internal and external customers. There are many parts of BT which contain hugely valuable experiences and skills, such as continuous improvement and lean, so it would be foolish of us not to benefit from them,” Hale said. “We’re proud of what we’ve established and achieved as a team at BT Supply Chain. Management communities and academies that already exist within BT are also optimised within the BT Supply Chain business, while the company works alongside the Chartered Institute of Logistics and Transport as well to accredit people at various levels to aid their own and the company’s supply chain skills development.

Lutterworth Warehouse

Converged offering Through the established expertise at BT’s disposal and the successful business model that BT Supply Chain has been able to replicate across the company, consumers and external businesses, the necessity of optimising an omnichannel supply chain is being put into practice to great effect. Overseeing all channels, a BT Supply Chain control tower ensures that the service is continually managed in real time, challenged and w w w. b t s u p p l y c h a i n . c o m

Lutterworth Warehouse

January 2015

redesigned as needed to make it as efficient, responsive and flexible as possible. Innovation is also key to this strategy, as Hale explained: “Within London, we are increasingly using public transport and our own feet to move time critical engineering spares and B2C orders around town because it’s quicker. We use a hand carry solution because, for example, the best way from Edgware Road to Canary Wharf is not in a small van, it’s on the underground. “Again, this also reduces the cost base and carbon footprint, and we’ll be rolling that out to seven cities in the UK by the end of the year.” Unique initiatives such as this are indicative of the market understanding that BT Supply Chain has, primarily providing for an increasingly demanding set of customers in all sectors, but particularly

S U P P LY C H A I N

those with an engineering field force and similar challenges to that of BT Group businesses. Hale continued: “Inconvenience’ is increasingly simply not a tolerated word. People want a huge amount of flexibility and options, and with minimised time scales.” Not necessarily constrained to just B2B or B2C customers, it is this realisation that BT Supply Chain addresses in an attempt to converge the two markets as seamlessly as possible. “I would like to be in a situation where we would no longer talk about B2B or B2C but we talk about different customer segments with different nuances of solutions or service requirements,” Hale concluded. “B2B and the supply chain has not always been dynamic enough in general and has not been thought about enough from the customer perspective that B2C always has. “Ultimately, our ambition is to be able to say that anyone who has engaged with and received a service from BT Supply Chain will have felt that it served their needs when expected, at an appropriate level of cost and with an appropriate level of insight. But beyond that we together clearly positively impacted their business strategy and performance by rethinking what the supply chain could deliver.” “Supply chains can’t be passive things and they have not had the credibility and businessbacking that they should in the past. People’s expectations are raised now though and we have a fantastic opportunity ahead.”

Company Information INDUSTRY

Supply Chain HEADQUARTERS

UK FOUNDED

2012 EMPLOYEES

1,000+ REVENUE

£100m+ PRODUCTS/ SERVICES

B2B and B2C Supply Chain

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arvato SCM Group: How

supply chain solutions using

arvato offers innovative, end-to-end supply chain solutions Written by: Abigail Phillips Produced by: Craig Daniels

w to deliver global local partners

s to a global client base

A R VAT O S C M G R O U P

Achim Berg, CEO of arvato AG and member of the Bertelsmann Executive Board

“Our clients enjoy working with us because we deliver results in a way that makes them more successful.” – Philipp Klappe, Executive Vice President

January 2015

or over 50 years, many of the world’s most respected companies and innovative public sector organisations have benefited from working with arvato for their BPO needs. Over the course of its varied history, the company has become a trusted partner to many companies, offering a comprehensive and all-inclusive portfolio of services. From financial solutions, customer relationship management, digital marketing, Print and IT solutions to Supply Chain Management, arvato delivers an end-to-end roster of innovative, individual solutions that help its clients achieve their objectives. “Our clients enjoy working with us because we deliver results in a way that makes them more successful. We operate as an extension of their organisation - driving towards their objectives and respecting their culture. They trust our collaborative, flexible and long-term approach to partnership. As a result, our international client relationships last 10 years on average,” says Executive Vice President, Philipp Klapper. arvato SCM began life as a service provider working solely in the publishing industry. After managing the distribution of books for a number of clients and, in time, the company developed to other industries like automotive and expanded the service portfolio. It all started offering integrated services adding marketing procurement and developing into corporate information management, IT

S U P P LY C H A I N

arvatoâ&#x20AC;&#x2122;s compan: Spirit of solution!

integration and financial services. By the late 90s however, the company recognized that its services spanned a much wider remit than it currently focused on so diversified into the fast growing segments telecommunications, consumer products, healthcare, hightech and entertainment. Since then, arvato overall has grown at a meteoric pace and last year achieved â&#x201A;Ź4.5 billion in revenue. Today, there is really very little the company cannot do when it comes to modern supply chain management on a global scale. The offerings span from contract logistics, solution design, e-commerce and IT solutions, cross border and transport management to industry solutions. arvato SCM offers a complete supply chain

4.5 b Revenue for arvato SCM last year

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The company combines its expertise in business process outsourcing (BPO), financial solutions, customer relationship management, supply chain management, IT solutions and public sector and citizen services to deliver innovative, individual solutions that help its clients to achieve their objectives.

A R VAT O S C M G R O U P solution that has the capability to take any product from the production line to the consumer of the omnichannel world. Investing in innovation One of the company’s unique selling points is its dedication to investing in innovation and technology. “Every year we invest heavily in supply chain technology to ensure we offer better and more relevant solutions to our clients,” says Klapper. In the last year alone the business has fed a lot of money into omni-channel software, automation technology and big data. “Our focus on technology really does set us apart from the competition,” he says. “As the

arvato SCM headquarters

bechtle.com

Bechtle koordiniert alle Logistik- und Serviceaufgaben wie Produktmanagement, Einkauf oder Lager zentral. Von Neckarsulm aus steuert die Logistik den europaweiten Versand. Auf rund 20.000 Quadratmetern lagern ständig mehr als 8.500 Artikel, die nach Bestellung größtenteils am nächsten Tag beim Kunden sind. Im Jahr verlassen das Logistikzentrum so über 1,7 Millionen Pakete.

Schlank, stark, schnell, zentral. Insgesamt bietet Bechtle 56.000 Artikel an. Viele davon werden direkt vom Hersteller geliefert. Von den schlanken Prozessen profitieren die operativen Unternehmenseinhei-

IT’S A SMALL WORLD Berry & Donaldson represents importers and exporters of globally traded commodities in Sea, Air and Road freight logistics, warehousing and Customs clearances.

ten. Sie können sich voll auf ihre Kernkompetenzen konzentrieren und den Kunden günstige Preise und eine hohe Lieferfähigkeit garantieren. Effiziente Prozesse setzen wir gleich mit zufriedenen Kunden. Eine Formel, für die wir einfach alles in Bewegung setzen – heute und morgen.

info@berrydon.co.za • www.berrydon.co.za

January 2015

Automation technology

speed of change is accelerating we need to be very adaptable to technology and move with the times. It is vital for us to offer distinctive services to stay ahead of competition.” Offering global solutions arvato SCM has a global portfolio of clients, operates in more than 20 countries and runs worldwide solutions. As it stands, Europe stays its strongest market, however it is making headway in the USA and China. In the year ahead it plans to increase speed in growth markets, including Turkey, South East Asia and Brazil. Despite operating under one umbrella,

“Every year we invest heavily in supply chain technology to ensure we offer better and more relevant solutions to our clients” – Phillip Klapper, Executive Vice President

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A R VAT O S C M G R O U P

arvato works with local partners and suppliers

January 2015

arvato SCM is acutely aware of the varying cultures, regulations and infrastructure in different countries. With this in mind, the company makes a point of working with local partners and suppliers to drive and support local business. That being said it does have one central IT backbone to ensure consistency across the group. As Klapper explains, â&#x20AC;&#x153;We operate on a

S U P P LY C H A I N

global IT platform. Balance that against local execution and we ensure the same performance, continuous improvement measures and KPIs across the group, but with cultural relevance and empathy as well.” Forward thinking employment Overall arvato has 68,000 employees and takes great pride in offering exciting job roles worldwide. “One thing that attracts employees to the company is global exposure and opportunity,” says Klapper. “Many of our employees enjoy the fact that their role is challenging and they have a lot of responsibility and authority early on in their careers with the company.” “It is our understanding that Gen Y employees look for this over and above financial incentives, so we have been very successful with our recruitment and retention strategies. We have adopted this approach for a long time, while some of our competitors are only just realising the shift,” he says. In the next five years, the company plans to continue on its growth trajectory, while realigning its portfolio. “We will actively remove activities within the business that are becoming cumbersome and conversely, we will invest heavily in growth verticals,” says Klapper. As always, IT and technology will be at the top of the agenda. arvato SCM is an ambitious and smart company; it is forward thinking and innovative, but it will not rest on its laurels. This combination is a winning one.

Company Information INDUSTRY

Supply Chain Management HEADQUARTERS

Slough, UK FOUNDED

Not disclosed EMPLOYEES

64,400 REVENUE

€4.5 billion PRODUCTS/ SERVICES

Supply Chain Management, CRM, IT, Finance

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Unit 45 Holds the

key to container trade Written by: Sam Jermy Produced by: Craig Daniels 59

UNIT 45

The Rotterdam based company is described as an intermodal innovator due to its groundbreaking transport solutions for 45 feet containers, and the business is continuing to experience great success as a result

January 2015

espite Unit 45 being a relatively young company, it has quickly made its mark on the container trade by obtaining numerous seven-figure contracts, such as the €30 million deal with Kazakhstan-based company KTZ Express. After its establishment in December 2002, it set a goal of making 400 dry-box units in 2013 and 600 in 2014. In the event, it has actually manufactured and distributed over 5,000 this year, surpassing all company expectations. From this point it started to develop its rental fleet in 2005, reaching the 2,500th unit in 2008 and the organisation today has an impressive 12,000 in its rental fleet and a presence in every European country, illustrating the sheer magnitude of growth the Unit 45 has experienced. Now it is garnering the interest of multinational corporations such as HP Logistics, Pfizer and Acer; mainly due to the innovative, patented container designs. Jan Koolen, Managing Direct at Unit 45, explained how containers are sold to the end-user having met specific requirements, with the livery often being in that specific company’s colours and décor application. He said: “Unit 45 is becoming ever bigger and that is because we are innovators. For example, between 2003 and 2005 we earned most of our revenue out of the dry-box units, but I can assure you we are now earning more revenue out of the newly developed products. Such as the diesel electric reefer units and curtain-sided units; so

S U P P LY C H A I N

Diesel electric reefer

there is a constant development process.â&#x20AC;? The dry-box units are usually sold after the firm has put some added value to it, whether that be through the livery or by implementing temperature controlled logistics, such as the cooling units. Normally a standard 45ft long dry-box unit is 2.5 metres wide and nine feet six inches high, but already it has some different specifications. Koolen added: â&#x20AC;&#x153;We have a diesel electric reefer unit which means you can run this electrically and by diesel. It has an integrated generator set

Loading the containers

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We a

Discover the world and the benefits of refrigerate

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units are Thermo Kingâ&#x20AC;&#x2122;s dedicated products for intermodal transport. A high performance diesel engine supported by electric standby for shipboard or overnight operations make the SLXe and T-1200 Intermodal exceptionally reliable solutions for autonomous temperature management. Thermo King, itâ&#x20AC;&#x2122;s a great discovery!

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SUPPLIER PROFILE

THERMO KING

We deliver ultimate assurance. Our quality products and services are recognized around the world for reliability, efficiency, and innovation. Our customers have peace of mind that Thermo King will keep them running at maximum capacity to grow their business. Thermo King, a brand of Ingersoll Rand, was founded in 1938 and leads the world in manufacturing and innovating transport temperature control systems for a variety of mobile applications, including trailers, truck bodies, buses, shipboard containers and rail cars. Thermo King currently has nine plants in six countries. Our customers get the same high product quality, whether we manufacture their units in Hastings, Wujiang, or Kolin. We are committed to providing products that are ecologically responsible and high performers. In addition, our people share a common commitment to prosperity through growth and international trade. Our global network reach provides service almost anywhere in the world. We offer Thermo King service at every crossroads and in every port. When the customers canâ&#x20AC;&#x2122;t come to us, we go to them. Thermo King supports a parts and distribution system that can deliver any of 20,000 parts, anywhere in the world, overnight. Even better than fast and efficient response to problems anywhere, is preventing them in the first place. Simulation analysis is part of our design process, so the breakdown points of parts and units are corrected in advance, not discovered in use. Our labs, the most sophisticated in the transport refrigeration industry, perform endurance testing to replicate the severe and extreme conditions in which our products perform. Website: www.thermoking.com

UNIT 45

S U P P LY C H A I N

that is one piece instead of being mounted. We developed a special floral container for the Dutch flower companies to use; it was a little bit wider and longer so it had the same internal dimensions as a trailer, and then they could load the same as other units and trailers. “Although we are dealing in containers, our competition is not necessarily the container business, it is actually road transportation. That is why we use 45ft equipment because 45ft is 13.72 metres, and all trailers on road have a 13.60 metre dimension. So you are able to put the same amount into our 45ft unit, and subsequently our containers lends itself very easily to intermodal transportation.”

“Although we are dealing in containers, our competition is not necessarily the container business, it is actually road transportation” – Jan Koolen, Managing Director

Customer satisfaction Unit 45 is maintains a high level of flexibility towards the differing needs of its customers, and Removing container from road trailer

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TLC The most professional container manufacturer

TLC is the first reefer

container manufacturer in China and the biggest

special container manufacturer in the world. We were established in May 1995 and total 1,800 employees.

W: www.tlc-yz.com E: sales@tonglee-reefer.com

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Palletizer

Singapore (HQ)

UNIT 45

S U P P LY C H A I N

it is therefore attracting a high level of business interest. As well short-sea operators, logistics providers such as the European Container Service in Zeebrugge, road freighters, and nonvessels operators including A2B Online, the organisation is also providing practical logistical solutions for international clients. In partnership with Thermo King, Unit 45 has developed a diesel electric reefer unit with a T1200 Thermo King cooling unit under an 800 litre tank that controls containerised products at a certain designated temperature. Originally, the diesel unit was not able to be larger than 250 litres which presented a problem for the likes of YHF Logistics, KTZE and HP Logistics. It moves freight from Chongqing in China, through a Kazakh winter time that can reach under -40 degrees Celsius, then onto Russia, Belarus and Poland before reaching Germany, so it needed a year-round solution that did not involve refuelling two or three times on the 16 day journey. This is just one example why Unit 45 possesses a range of contracts ranging from €6,000 to €30 million, with most being in the €1-€5milllion bracket.

Unit 45 possesses a range of contracts ranging from

€6,000 to €30 million

Further prosperity All manufacturing and production of Unit 45 containers is completed in China, and depending on specifications it differs between two and six months to get them over to Rotterdam, so

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UNIT 45

On the road

January 2015

advance planning is needed, especially if a client wants its own logo and livery. But Kollen added: â&#x20AC;&#x153;We always have containers on stock in Rotterdam just in case a customer needs instant availability, and those containers are always in our own decors and Unit 45 specification. They are meant for the rental fleet but we could sell them as well. We are working

S U P P LY C H A I N

closely together with our three suppliers in China and we have been doing so for a long time. “We are a very small company with only eight employees. We have one person who does all the new developments and technical things, together with me. We see if there is a market for it, and look into the possibilities with engineering and factories. “We are exploring a passive refrigeration system which means that you have a kind of plate into your container and there is a substance in which you could charge. It is food approved, it is not dangerous at all and you are able to put this container on a certain temperature for a period of 12 to 18 days.” Unit 45 has developed this system together again with Thermo King, the cooling unit manufacturer. It is still in the development phase, but Koolen says if it works out it will be a revelation within the cooling industry. He also expects the temperature-controlled exports to China to provide another revenue in the coming years, as the country’s demand for high value pharmaceuticals and potato and milk products increases. “We do only have a small team, but we are talking to the HP’s, the Acer’s and Pfizer’s of this world; all big companies who are willing to use our type of innovative equipment.” concluded Koolen. On its current trajectory, Unit 45 is set to be a much larger company in the company years as more take advantage of its cutting edge container designs.

Company Information INDUSTRY

Supply Chain HEADQUARTERS

Rotterdam, The Netherlands FOUNDED

2002 EMPLOYEES

8 REVENUE

Not disclosed PRODUCTS/ SERVICES

Container units

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Cemex UAE

Goes Green

Written by: Abigail Phillips Produced by: Richard Durrant

CEMEX UAE

Introducing sustainable cement and green solutions to the construction industry in Dubai and Abu Dhabi

Cemex UAE was involved in the construction of Dubai Airport 72

January 2015

emex UAE is a leading readymix concrete producer in the main urban markets of Dubai and Abu Dhabi. The company, a subsidiary of Cemex International, also manufactures and distributes cement through its state of the art grinding mill in Dubai. Today, the company has a production capacity of 1.6 million tons per year. Since the economic recession in 2007, Cemex UAE has shifted its focus somewhat, moving away from being a ‘just a supplier’ and towards being a supplier plus, meaning it will do more than simply supply its customers with a raw material. “We have been working with our customers to deliver business solutions for the construction industry. We provide alternative solutions, new building technologies, design consultancy and advice regarding sustainable development,” says Marsat Lal Mirpuri, Commercial and Technical Director for Cemex in UAE. As an example, the company has a team of consultants who specialize in LEED development and sustainable construction. They can advise customers on matters of green development and help them obtain LEED certification. Building with sustainability in mind Cemex is the largest readymix, and in the top 5 cement, producer in the world and as such recognizes a need to make its operations greener on a global scale. Cement, by its very nature gives off a lot of C02 so the company has a lot

CONSTRUCTION

Workers at the Dubai Reservoir

of offsetting solutions in place to reduce its net impact. At some of Cemex’ global plants up to 70 percent of its fuel consumption is alternative fuel, while in Germany that number reaches 90 percent. Such a huge emphasis is put on sustainability at the company, that worldwide it has become a strategic target to become the biggest fuel saver in the cement industry. On a global scale, 20 to 30 percent of its Cement production is powered using alternative fuel. However the company doesn’t stop there, but is also a leader in using cement that is environmentally friendly. “We have put quite a significant focus on producing more sustainable materials,” says Mirpuri.

“We provide alternative solutions, new building technologies, design consultancy and advice regarding sustainable development” – Marsat Lal Mirpuri, Managing Director

w w w. c e m e x . c o m / A b o u t U s / U n i t e d A r a b E m i r a t e s . a s p x

Excellence in integrated liquid logistics by setting new benchmarks in road safety Headquartered in the UAE since 1998, Tristar is a fully integrated Liquid Logistics Solutions provider that offers a comprehensive list of services to cater to the needs of the petroleum and chemical industries, both in the region and globally. With operations that span across many continents, Tristar’s core expertise lies in handling hydrocarbons, lubricants,

chemicals and liquid gases. Tristar uses a systematic approach towards conceiving and executing customized solutions. Ably supported by a worldwide network with dedicated facilities to manage road transport, warehousing, operation of fuel farms, turnkey fuel operations, into plane aviation fuel services, ship owning and chartering for clean petroleum products.

info@tristar-group.co www.tristar-group.co

WE KNOW HOW IMPORTANT BEING ON TIME IS TO YOU.

Whatever your deadline, rest assured that TCT will get your cargo there on time. We have the expertise and the experience to handle the most challenging supply and transportation projects. Whatever your shipment, wherever the destination, you can count on us. Tel: +971 4 369 9961 • Fax: +971 4 361 4289 • Email: info@tarwada.ae • www.tarwada.ae

TARWADA CARGO TRANSPORT BY HEAVY TRUCKS LLC

CEMEX UAE “We use waste material from the steel industry and make greener cement with it. It’s sustainable because we are making use of a waste material from another industry. We recommend it to all our clients and aim to use it 50 percent of the time. It doesn’t cost more and it’s more durable. “Part of our strategy has been around commercializing slag; it is more durable, and has less heat of hydration. Traditionally the heat that the cement produces could make concrete crack in this hot climate, however our newly formed concrete reduces the chances for this to occur. Cemex has also developed sustainable ready-mix concrete called ready green In order to encourage others in the construction industry to opt for sustainable solutions the company has developed a third-party approved C02 calculator, which allows developers to see how much C02 savings they will make by choosing sustainable cement. It is LEED approved and allows construction firms to calculate energy and cost savings. “The path to sustainability is about changing people’s mindsets,” says Mirpuri. “The whole industry’s mindset in fact.” World-leading knowledge Being a global company, with a wealth of experience under its belt, Cemex can offer its clients more than cement products. “We can help our customers make significant time and

CONSTRUCTION

Key Personnel

Piotr Rusecki CEO, Cemex UAE Piotr Rusecki joined Cemex in 2003. He has held several managerial positions in Materials, Ready Mix, Aggregates, Pavements, and Infrastructure in Poland. Additionally, he has served as Vice President ERMCO Association. Previously to joining Cemex, Piotr worked as General Director for Unicon Concrete and in Production at Bauma Concrete Prefabrication. Piotr holds a Bachelor of Science Degree in Civil Engineering from Warsaw Technical University, and an MBA from WSPIZ.

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CEMEX MIDDLE EAST

Ferrai World, Yas Island, Abu Dhabi

“Whatever we promise we deliver. A commitment made is a commitment respected no matter what happens. No matter if the world comes to an end we will honor our promise” – Marsat Lal Mirpuri

January 2015

money savings by using different solutions,” says Mirpuri. “We also put our customers in contact with one another and other contractors within the industry. We can help them with design, we can help them to obtain finance for their projects and we can support them from concept to delivery. Having a global knowledge of the industry really makes us stand out from the competition.” Investing in people Cemex UAE has 650 employees from the engineers to drivers and has an extremely good retention record, with some drivers being with the company for in excess of 20-years. “Most of our drivers have been with us for many years. Retention is good because of respect and an open door culture. A driver could walk into our

CEMEX UAE CEOs office; there are no bureaucratic issues that some companies have,” says Mirpuri. The company also offers great training to it employees, and thus career development opportunities. “Training is very extensive regarding the technical aspect of cement & readymix; we also do training from an operational perspective. We have a Global Commercial Academy for all Cemex employees, so they whole company has the same global approach.

CONSTRUCTION

Company Information INDUSTRY

Construction HEADQUARTERS

Dubai, UAE FOUNDED

One step ahead of the competition So what sets Cemex ahead of the competition, in the UAE and on a global scale? “Whatever we promise we deliver. A commitment made is a commitment respected no matter what happens. No matter if the world comes to an end we will honor our promise,” says Mirpuri. “We give our clients global knowledge; no one else can operate globally like us. No one will give you a global network of contractors, we do,” he continues. “Our plan is to keep developing our green products, delivering solutions to the industry and integrating our knowledge and know-how of producing high quality concrete with people in the construction sector. We want to build partnerships to offer world-leading one-stop solutions.” With the company’s track record to go by and its global footprint, we believe this could be very likely.

1995 EMPLOYEES

650 REVENUE

USD 121 million AED 444 million in 2014 PRODUCTS/ SERVICES

Construction

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JLL

Earmarks UAE as Key Growth Location with Portfolio of Sustainable Projects Written by: Tom Wadlow Produced by: Richard Durrant

JLL

J The global real estate services provider is showing it is a good corporate citizen through its work with large regional and international clients, revolved around five core areas of sustainability

January 2015

LL (formerly Jones Lang LaSalle), is strengthening its business in the Middle East and North Africa region by spearheading a number of sustainable real estate projects in the UAE and continuing to operate as a good corporate citizen. Over the past year alone MENA staff numbers have risen from 130 to 180, the business characterised by long-standing relations with established clients which provide repeat customers. Founded more than 250 years ago in the UK, JLL has grown into a global brand comprising 200 offices and 50,000 people all over the world, with presence in 40 Middle East and African countries. The company provides a wide range of services to investors, developers and occupiers in every sector of the real estate market, from Consultancy, Valuations and Leasing, Sales to Property Management, Project Management and Cost Consultancy. Sustainable and Strategic Growth in the UAE JLL has five offices covering its MENA operations, in Dubai, Abu Dhabi, Riyadh, Jeddah and Cairo, with its team made up of 35 nationalities and approximately 90 Arabic speakers. JLLâ&#x20AC;&#x2122;s service offering covers all sectors of the real estate and hospitality services market, including leasing and managing shopping centres and commercial buildings, project management of fit outs and new builds, strategic consulting,

CONSTRUCTION

Providing innovative lighting solutions that achieve both energy and cost savings without compromising quality

valuation advisory and sales and acquisitions. Alan Robertson, CEO of JLL MENA, said: â&#x20AC;&#x153;JLL have had a permanent presence in the region for more than 12 years and the firm has grown significantly throughout that time. While the Middle East represents a small part of the overall global business, it is regarded as a strategically important region for the firm, and is seen as one of the key growth locations for the foreseeable future.â&#x20AC;? In the UAE the company is placing an increasingly strong focus on sustainability; sustainability being central to JLLâ&#x20AC;&#x2122;s ethos worldwide and allowing it to both enhance the w w w. j l l - m e n a . c o m

JLL

“Since commercial buildings account for about 40 percent of all greenhouse gas (GHG) emissions in the developed world, our industry has a key role to play in tackling climate change – Vivienne Thomson, Senior Consultant Upstream Sustainability Services 82

January 2015

environment while delivering economic returns. Vivienne Thomson, Senior Consultant, Upstream Sustainability Services, added: “Sustainability at JLL is about maintaining and expanding our role as a good corporate citizen. We are proud of our reputation for acting with integrity and for the ways our people contribute to the communities in which they live and work.” “Since commercial buildings account for about 40 percent of all greenhouse gas (GHG) emissions in the developed world, our industry has a key role to play in tackling climate change. Sustainability has also created a significant business opportunity; Our Energy and Sustainability Services revenues increased by 16 percent in 2013.” The sustainable ethos of JLL can be split into five core areas: Energy and resources; Client service excellence; Green buildings; Community and supply chain; and Workplace, wellbeing and diversity. Ground-Breaking Projects JLL is showcasing its sustainability commitment through ongoing work in the UAE, including through its work with Majid Al Futtaim Properties to help the real estate giant reach its own sustainable targets. Beyond shopping malls, Majid Al Futtaim Properties develops and manages hotels, communities and offices, and JLL is supporting its long term performance goals. This includes

CONSTRUCTION

XXX

monitoring environmental data performance, producing independent sustainability reports, developing related communications plans, training staff and advising on a range of other sustainability related issues including ISO certification and labour rights best practice. Majid Al Futtaim Properties has become widely recognised for its sustainability leadership within the region, and the long-term nature of the relationship has enabled JLLâ&#x20AC;&#x2122;s Upstream Sustainability Services unit to develop a sophisticated and in-depth knowledge of the company which facilitates a highly bespoke approach.

Majid Al Futtaim Properties has become widely recognised for its sustainability and leadership within the region

w w w. j l l - m e n a . c o m

JLL

With JLLâ&#x20AC;&#x2122;s support, software company Intuit achieved LEED Gold certification 84

January 2015

CONSTRUCTION

In the Business Bay area of Dubai, a partnership with a Korean fund has led to significant sustainable gains at the U Bora Tower, which has seen occupancy rates increase to 75 percent since JLL won instruction to manage the building in 2012. At the time of appointment, the building was operating at 15 percent capacity. Key green initiatives at the site range from motion and photo-sensitive lighting to proposed waterless urinals and waste recycling initiatives working with outside providers. Another area of activity offering short payback advantages is air conditioning and water chilling, controlled by a Building Management System which has led to savings of 15 percent per annum. David Pine-Coffin, Associate Director at JLL, said: “The U Bora Tower is a prime example where we have been able to leverage our experienced teams based in both London and India to apply initiatives that result in a direct saving to the bottom line operating cost.”

Helping to create a sustainable workplace environments

Worldwide Footprint Across the world JLL’s Energy and Sustainability Services (ESS) teams implemented improvements on 1,852 existing buildings, documenting $39 million in energy savings and a reduction of 220,000 metric tons of CO2e in its US-managed portfolio. Smart technology is a key factor in this performance. The IntelliCommandSM programme is a remote building monitoring and w w w. j l l - m e n a . c o m

JLL

Achieving sustainability goals through technology

control system which combines monitoringbased commissioning to optimise building performance and predictive analytics, helping solve root causes and increase reliability. Proctor & Gamble saw average annual energy cost savings of 10 percent since deploying IntelliCommand technology, the initial investment being returned within three months and set to be rolled out to other locations around the world. Thomson added: â&#x20AC;&#x153;Since we manage three billion square feet of space globally for our clients, we can contribute by developing industry-leading strategies, tools and technologies that help clients improve energy efficiency and control associated costs.

We craft solutions that create positive long-term environmental, economic and social change.

A TEAM OF QUALIFIED INSURANCE PROFESSIONALS Nasco Middle East offers a solution-centric approach to insurance broking, coupled with strong technical abilities and a wide market reach.

info@nascodubai.com | www.nascomiddleeast.com

CONSTRUCTION

“For example, as one of the world’s biggest purchasers of light bulbs, JLL has partnered with Philips globally to deliver innovative lighting solutions that achieve both energy and cost savings without compromising quality.” In-house platforms, including OneView Energy and Sustainability Analytics help clients to make sense of enormous volumes of sustainability data. More than 126,000 buildings are on JLL’s numerous platforms, granting vital visibility of sustainable performance. Ensuring suppliers share an aligned vision is equally important, underlined by the fact that JLL handled more than $1.5 billion in client expenditures for the properties that they managed in 2012. The company works with the Ethisphere Institute to develop surveys that gather information on supplier programmes and policies covering ethics, compliance and environmental impacts. The Supplier Risk Index is another useful tool, designed to help organisations identify and manage potential risks in their supply chains. A Good Corporate Citizen Through its wealth of expertise, smart technology and sustainability programming, and close ties with suppliers, JLL is at the forefront of sustainable property management. Such work is implemented by the company’s staff, who have access to a range of training and development opportunities. The company’s

“The U Bora Tower is a prime example where we have been able to leverage of our experienced teams based in both London and India to apply initiatives that result in a direct saving to the bottom line operating cost” – David Pine-Coffin, Associate Director at JLL

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JLL

JLL reception

“We are here to stay and expect to become steadily more established in the region, as we help our clients achieve their various goals in real estate” – Alan Robertson, CEO JLL MENA

January 2015

graduate scheme takes on a large number of Arabic speakers in the MENA region over a two year programme of broad-based training. Named on the Ethisphere Institute’s list of the World’s Most Ethical Companies for the seventh consecutive year, JLL has found that recognition as one of the world’s most ethical companies is helping to attract the most talented employees. “JLL is committed to a corporate culture that embraces and promotes strong principles of business and professional ethics at every level,” Thomson said. “Ethical practices are inherent in our values, mission and strategy, and guide all of our

CONSTRUCTION

Company Information INDUSTRY

Construction HEADQUARTERS

London, UK FOUNDED

1783 EMPLOYEES

53,000+ globally REVENUE

Not disclosed

interactions with clients, customers, vendors and employees. Being a conscientious global citizen is not just good policy, it is good business.” Moving forward this reputation will doubtlessly help JLL to acquire more long-term clients and boost business in the MENA region. Robertson concluded: “We have more than doubled in size in the last five years and we expect that rate of growth to continue over the next few years. We are here to stay and expect to continue to expand in the region, as we help our clients achieve their various goals in real estate.”

PRODUCTS/ SERVICES

Real Estate Services

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Al Zahra Hospital

Looks to Integrate Dubai Health Services and Become a Regional Lead Destination Written by: Tom Wadlow Produced by: Craig Daniels

A L Z A H R A H O S P I TA L

Having been open for nearly two years, the hospital is plugging important gaps in service provision across the UAE, and will be a key part of the emirate’s bid to attract 500,000 medical tourists by 2020 92

January 2015

l Zahra Private Hospital Dubai (AZHD) is at the forefront of medical advancement in the UAE as it works to integrate vital health services and provide all patients the care they need under one state-of-the-art roof. The private healthcare operator, owned by Abu Dhabi-listed GMB, will also be a key partner in the Dubai government’s medical tourism initiative which it hopes will attract half a million visitors by 2020, the year of the World Expo. Facilitating this growth and integration is a team of medical experts from around the world who are able to make use of the hospital’s continually upgrading technology and equipment to deliver the best treatment in the region. Chief Executive Officer Dr Mohaymen

H E A LT H C A R E

Key Personnel

Dr. Mohaymen Abdelghany CEO

Al Zahra Private Hospital building

Abdelghany also believes that a proactive collaboration between public and private sectors will help to lift Dubai to the global medical stage. “Patients should be able to flow seamlessly across the different systems with someone in the background doing all the paperwork and services,” he said. “This is starting to happen and we are working very closely with political authorities and other public hospitals to make this happen. Sometimes the private sector can move faster and we want to make this useful for the people of Dubai.” All under one roof Located on Sheikh Zayed Road in Al Barsha, Al Zahra Hospital is ideally located in the heart of

Highly accomplished Senior Physician & Healthcare Executive with 20+ years of global experience that reflects achievements across the healthcare sector in naval, public and for-profit healthcare organisations. Diverse expertise within clinical, managerial, healthcare quality and technology across MENA, India and USA private hospitals. Played a pivotal part as CEO in leading teams in the design and startup of 5 new hospitals throughout the UAE, Egypt and India.

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No other company in the world is quite like ours. Argenta is dedicated to improving the health of animals worldwide by researching, developing and manufacturing innovative products for both livestock and companion animals. We offer a full range of contract services and intellectual property to the global animal health industry. Our products and services are exported to more than 40 countries, including the United States, Canada, Europe and Japan. Visit our website to find out more about us, and the work we do. T: +64 9 250 3100

F: +64 9 268 1843

enquiries@argentaglobal.com

www.argentaglobal.com

A L Z A H R A H O S P I TA L

Dubai between the emirateâ&#x20AC;&#x2122;s two international airports and is easily accessible by car. So far it has seen around a quarter of a billion dollarsworth of investment. Its team of experts offers specialised services including Anaesthesia, Cardiology, Emergency, Endocrinology, Ear, Nose, Throat (E.N.T), Family Medicine, Gastroenterology and Endoscopy, General Surgery, Internal Medicine, Intensive Care Unit, Obstetrics and Gynaecology, Out-Patient Dietary Clinic, Ophthalmology, Orthopaedics, Pathology, Paediatrics and Neonatology, Physiotherapy, Pulmonology, Radiology, Urology and Andrology. Dr Abdelghany said: â&#x20AC;&#x153;We try to approach our service provision in Dubai to match with the growing needs and demands within Dubai and the

H E A LT H C A R E

Being based in Dubai gives AZHD a window of access to vendors and suppliers of the latest cutting-edge technology and medical equipment

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A L Z A H R A H O S P I TA L

The figure in millions of dirhams invested in upgrading the hospital’s IT systems

AZHD has upgraded its IT, covering vital functions like ERP and HR systems

January 2015

UAE, so we have integrated a lot of fragmented services under one roof. For example we have developed a strong women’s health service programme.” This aims to provide a comprehensive medical service for women, covering areas from maternity and 24-hour midwifery provision to breast cancer screening. “We are treating more and more patients and getting greater exposure every day,” the CEO added. Platform to expand With 120 of the hospital’s 187 beds still to be utilised, there is huge potential for AZHD to expand its services and benefit the lives of more people from Dubai and elsewhere. For instance, a fourth delivery room is being added and all gastroenterology is now available at Al Zahra, with many other areas being invested including treatments for obesity across all ages. “We have a very good infrastructure here with a state of the art building, non-medical and medical equipment, and staff who have helped us integrate a fragmented health sector, and we want to expand our services too as our hospital is not fully utilised yet,” Dr Abdelghany said. “The board are also very supportive and share our vision for expansion.” Being based in Dubai gives AZHD a window of access to vendors and suppliers of the latest cutting-edge technology and medical equipment,

A L Z A H R A H O S P I TA L

H E A LT H C A R E

VIP room

many of which run regional bases nearby. As key players in the hospital’s supply chain, Dr Abdelghany views these relations as strategic partnerships in an ongoing evolution of healthcare technology. He added: “Technology is the enabler of healthcare provision and we must make sure we buy the right equipment and update when needed. Things like electronic medical records, ERP and back office systems, evolve all the time. “We are now completely updating our hospital information system, allowing more flexibility and mobility; there will be less potential for errors as there are more safeguards and this is certainly an investment rather than an expense.” AZHD is investing around 10 million dirhams in upgrading IT, covering vital functions like ERP and HR systems.

VIP room w w w. a z h d . a e

A L Z A H R A H O S P I TA L

We encourage our doctors and nurses to attend different workshops around the world

January 2015

Global Expertise Arguably the hospital’s most-prized asset is its team of 600 doctors, nurses, support and administration staff, a group set to reach 1,000 members in the coming year as services expand in areas like intensive care which requires large numbers of people to look after patients. Many of the hospital’s doctors have experienced backgrounds from the United States and UK, a key pull factor for patients looking for treatment. A large number of nurses come from India and the Middle East, helping to make an extremely diverse workforce comprising 65 nationalities. “Continuous training is key to our success in integrating services and we have continuous medical and continuous nursing education programmes ran in-house and externally,” Dr Abdelghany added. “We also encourage our doctors and nurses to

H E A LT H C A R E

attend different workshops around the world, and some of our employees lead these sessions in the UAE.” Each doctor is given the opportunity to travel and learn about the latest techniques and equipment thanks to AZHD’s investment, Dr Abdelghany stressing the need for them to remain at the forefront of service delivery. This will be vital for when health insurance becomes mandatory in Dubai by 2016, with the hospital already working closely with providers and large companies in anticipation of this increase in demand to come.

Company Information INDUSTRY

Healthcare HEADQUARTERS

Dubai, UAE FOUNDED

Opened February 2013 EMPLOYEES

2020 Health Hotspot The Dubai government is also hugely ambitious in attracting medical tourists form outside of the emirate and UAE more widely. Dr Abdelghany said: “The leadership of Dubai have been ambitious on all fronts and now it is one of the fastest-growing cities on earth and we have to keep up with that. There is a strong medical tourism initiative, and cancer and neuroscience are two areas which we are focusing massively on to get those services available here.” The hospital is at most 15-20 minutes away from any point in Dubai , and thanks to Emirates airlines can be reached by anyone in the Middle East and GCC within four hours. “The government is targeting 500,000 medical tourists by 2020 and this is very much in reach, and we are part of it,” Dr Abdelghany concluded.

600 REVENUE

Not disclosed PRODUCTS/ SERVICES

Hospital and associated healthcare services

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Assarel-Medet flourishing in multiple areas Written by: Sam Jermy Produced by: James Pepper

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ASSAREL-MEDET

The privately owned Bulgarian mining and processing company has not only been achieving success in business, but giving back to the local people through a strong focus on corporate social responsibility

ssarel-Medet Mining and Processing Complex is the first, biggest and leading company for open pit mining and processing of copper ores in Bulgaria, providing around 50 percent of the national production of the vital metal, copper. The company is a main factor for the social and economic development and overall image of the municipality of Panagyurishte and the district of Pazardzhik, in Bulgaria. It has a definite significance for the Bulgarian economy, as one of the leading industrial organisations with an important contribution to the raw materials independence. Now over 1,300 people are working in the company and another 400 are employed in subsidiaries and joint ventures.

Assarel Concentrator Plant

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January 2015

MINING

The Medet Mining and Processing Complex was commissioned on 29 December, 1964, and since 1991 has become a joint-stock company through consolidation. Its main activity is open pit mining and processing of copper and copperpyrite ores, biochemical leaching of copper and the associated trade and engineering activities. Professor Lachezar Tsotsorkov PhD, Chairperson of the Assarel-Medet Supervisory Board, said: “We were the first company in Bulgaria to begin the mining of ores and minerals, and today Assarel-Medet processes about 13 million tonnes of ore per year, ensuring sustainable development, production and thorough utilisation of minerals at the Assarel deposit. “We are ISO certified and work in compliance with the three major international standards for quality management, environment protection and occupational health and safety. We have traditionally been a pioneer in the mining industry with regards to the implementation of new stateof-the-art equipment and new technologies. “The Medet Mine (1964-1994) construction started in 1961 and it was the largest open pit mine in Europe and the third largest in the world for the time. Efficient mining and processing of copper ore with copper grade lower than 0.4 percent was organised here more than 40 years ago for the first time in the world. This is a practice which was later commonly applied in the mining industry, but we were the pioneers.”

Key Personnel

Professor Lachezar Tsotsorkov PhD Prof. Dr. Lachezar Dimitrov Tsotsorkov is Chairman of the Supervisory Board of “Assarel-Medet” - the largest and structural-enterprise in the municipality of Panagyurishte and Pazardzhik. Winner of the highest state distinction “Stara Planina - first degree” and the prize “Manager of the Year 2009”.

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SX-EW Installation

Assarel mine

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MINING

Assarel mine

Proud history, progressive future Today Assarel-Medet has many examples of how it has built on its initial front-running qualities in the mining industry. The company has been successfully implementing a program for removal of previous environmental damages, caused prior to the company’s privatisation, which was funded by the government based on an agreement with the World Bank. It annually invests significant funds in new technologies, environmental projects, human capital development and ensuring the highest standard of occupational safety and health. Since 1999, more than €350 million has been invested in these areas, and the implemented ecological projects account for €40 million. The firm has three treatment plants, one of them was built after its privatisation.

“We were the first company in Bulgaria to begin the mining of ores and minerals, with copper grade lower than 0.4%” – Professor Lachezar Tsotsorkov PhD, Chairperson of the Assarel-Medet Supervisory Board

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VERTIMILL速 an efficient and economical grinding technology

QR code for smartphones

ASSAREL-MEDET

MINING

Assarel-Medet was successfully certified on the voluntary standard for sustainable development of the mineral raw-material industry and received the first certificate for this. It was awarded to the Executive Director at Assarel-Medet, Eng. Delcho Nikolov by Dr Corina Hebestreit, Executive Director of EUROMINES, on the 29 September 2014, during the European mining business forum in Plovdiv. The purpose of the standard is to evaluate companies in ten aspects - growth and efficiency, quality and innovations, health and safety at work, caring for employees, partnership and development of local communities, transparency and accountability, environmental management, emissions and wastes, conservation of biodiversity, energy and climate protection.

SUPPLIER PROFILE

Waste rock conveyor

METSO MINERALS

Metso is a leading process performance provider, with customers in the mining, oil and gas, and aggregates industries. Metsoâ&#x20AC;&#x2122;s cutting-edge services and solutions improve availability and reliability in minerals processing and flow control, providing sustainable process and profit improvements. Metso is listed on the NASDAQ OMX Helsinki, Finland. In 2013, Metsoâ&#x20AC;&#x2122;s net sales totaled EUR 3.8 billion. Metso employs approximately 16,000 industry experts in 50 countries. Expect results. Website: www.metso.com

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BUILD YOUR FUTURE forward thinking. inventive techniques. Lexcel Nig. Ltd is a forward-thinking, multi-disciplinary construction company committed to delivering the best solutions in building and construction within the oil and gas industry. Lexcel is a major player in the Execution of the Multi million Dollar Golf Estate (above right) Construction project in Port Harcourt Nigeria. We offer the following services: Design • Building • Civil Works • Highway Engineering • Dams Pre-Post Construction • Oil & Gas Services With our business model, you get the talent without the overhead, assuring you of responsiveness, flexibility and results.

LEXCEL House: #2 Owhor Street, Off Liveration Stadium Road, PO Box 7415, Port Harcourt, Rivers State, Nigeria Plant Yard: Plot 478 Peter Odili Road, Trans Amadi Industrial Layout, PHC

Tel: +234-84-747122, +234-8033093560 Email: alexn.lexcel@gmail.com Web: www.lexcelgroup-ng.com

ASSAREL-MEDET The achievement in all aspects was verified by an external auditor, as the audit was carried out by “TÜV Rheinland”-Bulgaria. The standard is structured in five levels for achieved results as even the first of them requires full coverage of legal norms. Each next level provides additional company policies, measures and commitments that upgrade the legal requirements and take into account what is the compliance with the best practices in the world. Sustainability and CSR Since the privatisation of the company, Assarel-Medet has won more than 50 awards. The numerous national and international awards obtained are a token of the high

MINING

‘Assarel-Medet has won more than 50 awards. The numerous national and international awards obtained are a token of the high prestige and social trust it has gained’

Outdoor Museum Exposition

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ASAREL MEDET PLC

Water Treatment Plant for mine water

“Assarel-Medet endeavors to ensure a dynamic, successful and sustainable corporate development” – Professor Lachezar Tsotsorkov PhD 110

January 2015

prestige and social trust it has gained. Professor Tsotsorkov said: “Since 1989 the company has built in the municipality of Panagyurishte over 1,000 apartments, two schools, two kindergartens, a stadium, cultural centre, dozens of shops, ski run and ski lift, sports grounds, correction of Luda Yana river, covered market, reconstruction of Tsar Osvoboditel Square and the city park, sewage and street lighting, repair of churches and much more.

ASSAREL-MEDET

MINING

“The company and its shareholders donate funds annually for construction of infrastructure projects and development of health, culture, education, social activities, sports and tourism in the municipality of Panagyurishte. All of this has radically improved the city’s landscape and significantly increased the standard of living in the municipality. “Manifested in a long-term plan, and in accordance with the highest standards and good practices, Assarel-Medet endeavors to ensure a dynamic, successful and sustainable corporate development, focusing upon good solid traditions, initiative, innovations and environmental thinking.” Assarel-Medet JSC is actively involved in international business organisations and associations such as the World Mining Congress, and the European Business Congress. It joined the UN’s Global Compact for Sustainable Development in 2003 and it presented itself as a company which takes care for human rights protection, labour conditions and environment which also gives support in studies dedicated to humankind’s progress. The company illustrates the modern understanding for corporate social responsibility by showing commitment to the dynamic development and life standard improvement into reality in Panagyurishte. With this refreshing outlook, Assarel-Medet is sure to win many hearts and minds on the way to renewed business excellence.

Company Information INDUSTRY

Mining HEADQUARTERS

Bulgaria FOUNDED

1964 EMPLOYEES

1,700 REVENUE

Not disclosed PRODUCTS/ SERVICES

Mining

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COGEN Europe

Promoting CHP as a major energy source in Europe Written by Abigail Phillips Produced by Richard Thomas 113

COGEN EUROPE

C ‘As an association COGEN Europe provides networking opportunities for its members and encourages industry decisionmakers to come to a consensus behind closed doors’

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January 2015

OGEN Europe is the European Association for the Promotion of Cogeneration. Its principal goal is to work towards the wider use of cogeneration in Europe for a sustainable energy future. Cogeneration or Combined Heat and Power (CHP) is the most efficient way to deliver heating, cooling and electricity. It is based on the simultaneous production of electricity and thermal energy, both of which are used. The central and most fundamental principle of cogeneration is that, in order to maximise the many benefits that arise from it, systems should be based on the heat demand of the application. COGEN Europe promotes the widespread development of cogeneration in Europe and worldwide. To achieve this goal, COGEN Europe works at the EU level and with member states to develop sustainable energy policies and remove unnecessary barriers to implementation. COGEN Europe is involved in a wide range of functions such as representing the interests of its members and of the cogeneration sector as a whole, organising the COGEN Europe Annual Conference (Europe’s largest cogeneration event in the annual calendar), participating in European projects, coordinating internal expert Working Groups and producing COGEN Europe publications. The COGEN Europe network covers the whole of the European Union, Central and Eastern Europe, and also includes Japan, Australia and the United States. COGEN Europe’s status is that

ENERGY

Siemens gas turbines

of a Belgian non-for-profit organisation. As an association COGEN Europe provides networking opportunities for its members and encourages industry decision-makers to come to a consensus behind closed doors. It provides a platform for industry leaders to debate and consider their collective position on issues raised by EU policy. Solidarity is essential and COGEN Europe helps to facilitate this.

“We must make use of all of our resources to continue to support and grow the EU economy” – Dr Fiona Riddoch

Interview with Fiona Riddoch, Managing Director “At the moment we are focusing very much on the implementation of the Energy Efficiency Directive (EED), which is Europe’s new legislation explicitly targeting the CHP sector. Otherwise w w w. c o g e n e u ro p e . e u

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COGEN EUROPE

CHP plant, MWM part of Caterpillar

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January 2015

ENERGY

we are participating in discussions on the EU’s 2030 energy and climate policies framework – we are supporting the EU in looking at how energy efficiency can contribute to relieving concerns of security of supply,” says Dr Fiona Riddoch, Managing Director. “Our business is energy efficiency. We are constantly trying to improve the efficiency of products and are always innovating the next generation of CHP. We are always aware of the wider environmental issues of combustion and other emissions and we take full responsibility to work within the EU regulations on emissions of all kinds,” says Riddoch. “Europe is really the centre of excellence for CHP globally” “We have major manufacturers including Rolls Royce and Centrax in the UK, Siemens in Germany and GE in several countries, to name just a few. There are many new companies emerging too, all building around the turbine and engine industrial inheritance of Europe. The major CHP economy in the world is in Europe,” says Riddoch. “The Netherlands is a prime example, as is Denmark, which is a large district heating base. Denmark is exporting its expertise globally so we need to innovate this technology more successfully than anyone else. There is big demand globally, for example in China and Russia, as well as India, with expertise coming

Key Personnel

Fiona Riddoch Managing Director Fiona gained a PhD in Physics from the University of St. Andrews, writing a thesis on photovoltaics, and holds an MBA from Edinburgh University. She has worked in a range of engineering and management roles involving sectors from consumer electronics to wind-turbine components and building-system controls. A large part of her working career was spent with Honeywell Controls Ltd moving from manufacturing to marketing, and business management, in Scotland, Germany and around the world. Fiona pursued an interest in business development and launching new technologies, to work with a number of start-up companies in Scotland in both the technology and energy sectors, before joining COGEN Europe in November 2007 as Managing Director.

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COGEN EUROPE

Siemens gas turbines

“Energy efficiency supports all of Europe’s goals – energy, environment and security of supply” – Dr Fiona Riddoch

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from top European companies and our supply chains. “We are determined to promote and defend our engineering and would very much like to see the EU being successful in growing the CHP industry to its full potential because this can only lead to stronger exports of that technology. The world needs electricity and energy. “CHP accounts for 11 percent of electricity and 15 percent of heat in Europe. It is an asset

ENERGY

Association Information A S S O C I AT I O N TYPE

Energy L O C AT I O N

Brussels, Belgium FOUNDED

1993 KE Y P E OP LE :

Fiona Riddoch, Managing Director NO. OF M E M BE RS

70 plus

to the EU economy. According to Riddoch, it is vital that Europe becomes more efficient, not only for climate change reasons but because the continent is not hugely resource rich. “We must make use of all of our resources to continue to support and grow the EU economy. Energy efficiency supports all of Europe’s goals – energy, environment and security of supply - and CHP has a very exciting role to play in that,” she concludes. w w w. c o g e n e u ro p e . e u

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JBK Controls to grow inte

Qatar, part of the peninsula in the Arab Region, thriving in n JBK Controls WLL, an ISO Certified (ISO 9001-2008, OSHA by a 40 year old Qatari group of companies JBK Group. S the Chairman and owner of the group is a very renowned p related to the Royal family of the State of Qatar. His influen success of JBK Controls to be known as one of top most S Written by: Sam Jermy Produced by: Kiron Chavda

ernational brand

natural gas resources is home to AS 18001-2004 & ISO 14001 â&#x20AC;&#x201C; 2007) Sheikh Khalid Bin Jassim Al Thani, personality in Qatar besides being nce in Qatar is instrumental in the System Integrators in the Country.

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JBK CONTROLS

JBK received a Platnium award for its outstanding and innovative work.

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January 2015

anaged by ambitious entrepreneur, K Mohammed Ghazali, pioneer and Managing Director, JBK Controls started from humble beginnings two decades ago, marketing fire alarm systems to building complexes and residential properties; today it offers turnkey solutions in the entire spectrum of ELV systems. JBK Controls has a fully-fledged warehouse, testing and repair centre, training facility and site offices to cater to various needs of clients. Besides, JBK also offers post-contract and annual maintenance services and at any point of time carries a stock of €15 million worth of products. The firm was recently awarded with a Platinum Award from the Executive Awards held at Baltimore this November 2014, for its outstanding and innovative work on integrated security solutions created for a prestigious government owned project. Ghazali, though being modest about his leadership, is proud of the way the company has grown and greatly values the work of his employees. He said: “What makes us unique in competition is the way all our team members assist clients, its not only getting an order, it’s maintaining a permanent relationship which the ultimate aim”. Rajan Jagdish, Director at JBK Controls, said: “We have a task force of 700 working for us in Qatar and about 175 in our International branches. We have grown exponentially since 2008, almost

TECHNOLOGY

“We have grown exponentially since 2008, almost in tandem with the Qatar’s growth as a country” – Rajan Jagdish, Director, JBK Controls

One of the many buildings that JBK Maintains w w w. j b k c o n t r o l s . c o m

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JBK CONTROLS

“You get much more convenience as a customer when dealing with one single company, as we are completely integrated” – Rajan Jagdish

in tandem with Qatar’s growth as a country, and that is why we doubled our resources to meet demands. We now cater to clients with a 24 hour response time from Commercial, Government and the Education Sectors in Qatar.” As a result of this substantial work, the firm has close to 250 people who focus solely on the maintenance services and is proud to possess a response time of less than 90 minutes. K Mohammed Nazzar, Director of Sales said: “Life & Safety still remains our flagship product, compounded by security systems and the building automation. You get much more convenience as a customer when dealing with one single company,

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IS AN ALERTON PARTNER IN QATAR! Tel: +254 20 2324822 Cell: +254 722 762423 sales@oslabs.co.ke | www.oslabs.co.ke P.O BOX 4924-00100 NAIROBI, 3rd Floor Showbe Plaza Muranga Road/Forest Road (Round About), P O Box 4924 - 00100, Nairobi, Kenya

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+971 43153440

TECHNOLOGY

as we are completely integrated. In an emergency the customer needs information quickly so for them it is a clear advantage of dealing with one company with a single warranty throughout, making the process less complicated.â&#x20AC;? JBK Controls partners with global market leaders like Honeywell, Schneider, Brandrex, Mobotix Netapp, EMC and Cisco products. With the in-house testing facility coupled with extensive in-house training, the manufacturer rarely needs to be contacted to solve technical problems.

90 minutes The response time of JBK

Continuous improvement In terms of expansion within the organisation, JBK reacts as soon as the market does. For example, w w w. j b k c o n t r o l s . c o m

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Khalifa Stadium

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the current global emphasis on energy savings and green efficiency means JBK is working to add green building energy capabilities to its premium product lines. JBK Controls has established itself Internationally after achieving significant success in Qatar through its expertise as a system integrator. With fully operational offices in UAE, Saudi Arabia, Oman & India, JBK Controls is now looking at making itself known in the Western and European markets. Although JBKâ&#x20AC;&#x2122;s foray into the international

TECHNOLOGY

market is in its early stages, its presence can already be felt. Key to further market penetration is the organisation’s ability to diversify within its industry, rather than entering unfamiliar territory. Sirajudeen Ahmed, Director of Corporate Administration, said: “One of our key strengths is the response time and the effectiveness of that response. We ensure complete satisfaction to the end product before sending it out of our premises as we value our credibility. “This is where we take very special care in hiring quality employees. With the rapid technology change, we ensure employees are well trained on each product that we market, right from the sales team to the commissioning team, all our employees are apt about what type of business we cater to. A staff turnover of less than one percent is a winning strength” Concluded Managing Director, K Mohammed Ghazali: “We intend on growing the international side of the business in the next five years. We already have a presence, but we are going to take those businesses to the next level and these are now the core focuses for future business growth. Our aim is to be a preferred partner globally in the regions we participate. “We always want to innovate, give the best offering to customers and bring the latest technology to them with our developing expertise. So that’s where we are heading, and that is why we are making major acquisitions and adding products to our stream.”

Company Information INDUSTRY

Technology HEADQUARTERS

Doha FOUNDED

1976 EMPLOYEES

850 in Middle East REVENUE

Not disclosed PRODUCTS/ SERVICES

System integrators

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T: +44 (0)28 2766 5817 F: +44 (0)28 2766 5887 sales@jmf-ltd.co.uk

www.jmf-ltd.co.uk

69 Frosses Road, Ballymoney, Co. Antrim, BT53 7HN, UK

METAL FABRICATIONS