www.businessrevieweurope.eu
Q&A: Who’s the Boss? FinancialForce.com CEO, Jeremy Roche
Marketing Five of the Best Events to Attend in the Middle East
October 2014
Finance Sinopec’s Addax Petroleum – Stars of Cultural Diversity
The Patent Minefield Behind the Cloud Insight into the complex legal arena that cloud computing companies big and small find themselves in
TOP10: Europe’s Busiest Commercial & Passenger Ports
e d itor ’ s comment
Up in the clouds This month sees a
focus on cloud, and not just in the
sense that our business leader Jeremy Roche has enjoyed a spot of wing-walking. He is CEO of financial cloud services provider FinancialForce.com, and reveals how cloud is very much with him on the ground in all walks of life. CNN and Channel 4 regular Ilya Kazi also knows a thing or two about cloud, the patent attorney offering a glimpse into the complex legal world surrounding the ever-relied upon technology. Elsewhere I find out how Sinopec’s Addax Petroleum is successfully managing its enormous cultural diversity and showing that it is an investment well worth making both in terms of employee engagement and company productivity. Our Top 10 focuses on the busiest commercial and passenger ports in the EU while over in the Middle East, Sheree Hanna runs down five of the hottest business event tickets in town. Enjoy this month’s read.
Thomas Wadlow Editor thomas.wadlow@wdmgroup.com 3
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Contents
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Features
Marketing Five of the Best Events to Attend in the Middle East
Q&A: Who’s the Boss?
Top 10
Life in the Cloud with FinancialForce.com CEO, Jeremy Roche
Busiest Commercial and Passenger Ports in the EU
16
Finance Addax Petroleum and Sinopec Show Managing Cultural Diversity to be a Worthwhile Investment
24
Technology The Patent Minefield Behind the Cloud
40 5
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October 2014
CONTENTS Türk Telekom International
50
86
76
S KA International
Hala Supply Chain Services
120 Eldorado Gold
64
IBM Supply Chain
100 Knapp AB
COMPANY PROFILES We feature some the best EME companies that the region has to offer - look out for Eldorado Gold, page 120 TECHNOLOGY
MINING
50 Türk Telekom International
110 A ssociation: Euromines
SUPPLY CHAIN
120 Eldorado Gold
CONSTRUCTION
76 Hala Supply Chain Services
136 Charcon
100 Knapp AB
Invest KL
Harry Ramsden’s
64 IBM Supply Chain
86 SKA International
148 158
148 Invest KL
FOOD 158 Harry Ramsden’s
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Q & A : W h o ’ s t h e B o ss
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October 2014
FinancialForce.com
CEO Lives Life in the Cloud
Self-confessed gadget junkie Jeremy Roche offers an insight into his business philosophies gained from his ventures as a tech and finance expert, and reveals his newly-found passion in the music world as a DJ W r i t t e n b y: T o m w a d lo w
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Q & A : W h o ’ s t h e B o ss Jeremy Roche, 49, is boss of cloud-based financial applications company FinancialForce.com. The UK-based CEO took time out of his crammed schedule to tell us more about himself and his journey to date. Business Review Europe & Middle East (BREME): Where were you educated? What did you enjoying learning the most/least? JR: William Hulme Grammar, Manchester. Thames Polytechnic, London. I particularly enjoyed History and it’s safe to say I didn’t exactly excel at Chemistry! BREME: What led you into the world of technology as a career? JR: To be honest, I fell into it. I was doing a degree in business with a major in marketing. I was starting to think that a conversion to law would be a good thing, having worked in a lawyer’s office for several summers as work experience. Then I got the opportunity to work for IBM for a year as part of my degree and I just kept going back to technology, with subsequent work at IBM and then into software at a very early stage. 10
October 2014
‘Our apps are pure cloud. We run Fin purely in the cloud. I run my persona BREME: I understand you were in sales for a time in your career, how would you describe working in sales in three words? JR: “A roller-coaster” is that three? When it comes down to it working in sales is a roller-coaster of emotion, and luck, underpinned by innate and learnt skills. When you are up and winning every deal, nothing can stop you. Until you
nancialForce.com al life in the cloud.’ lose one that is and then it all switches until you can turn it round again. There is a great adrenalin rush to closing the deal!
cloud. Whether in work or in personal life, cloud based apps and storage ensure everything is on hand and fully interconnected.
BREME: Now that cloud is a reality, can you imagine life without it? JR: Nope I live, eat and breathe it every day. Our apps are pure cloud. We run FinancialForce.com purely in the cloud. I run my personal life in the
BREME: Does the saying ‘less is more’ hold any credence in your field of work? JR: Less installed software is more productive!
11
Q & A : W h o ’ s t h e B o ss
The Galaxy Gear smart watch: one of the gadgets Roche has been experimenting with BREME: Is your home a technology/ gadget haven? What is your favorite tech gadget or app that you use at home? JR: That depends whether you consider a gadget haven one with gadgets or one that is gadget free? In my case, since I am a self-confessed gadget junkie, my home is full of gadgets I use, as well as boxes of the 12
October 2014
history of my gadgets. My teenage sons even accuse me of gadget addiction so I think I probably have to accept it is true. Apart from a selection of phones and tablets (I usually carry at least two of each in my bag), I’m currently experimenting with smart watches. So far I’ve tried Pebble and Galaxy Gear, neither are perfect, but both far
L i v ing life in the clou d
more functional on the wrist than just a normal watch. My favorite gadget at home is Sonos for music. It’s changed the way I consume music and it means there is music playing through the house most of the time. Linked to spotify as well as itunes, it means I can play whatever I want whenever I want.
BREME: Who has been your biggest influence during your career? JR: I don’t think there is a single ‘who’ really. One of my personal goals is to learn at least one thing every day and the primary place I can learn that is the teams I’m working with. So the biggest influence has to be the teams that have let me learn from them over time.
BREME: Do you believe it is important to keep your home and work life separate? JR: I’m not sure that is really possible any more. I guess it depends on what you do, but it certainly isn’t for me. I try to manage the fact there is little separation, but I don’t think I do as well as I should. Put that down as a weakness?
BREME: What motivates you? JR: Is success too simple an answer? I guess it depends on how you determine success. In my case, I have the firm belief that what we do is all about the people and the interactions between them: People buy from people, sell to people. Services are delivered by people to people - you can’t hide behind the technology.
‘Since I am a selfconfessed gadget junkie, my home is full of gadgets I use, as well as boxes of the history of my gadgets’ 13
Q & A : W h o ’ s t h e B o ss BREME: What was the best and worst piece of advice you ever received? JR: In the late 1980s and I was not long out of college working at IBM and one of the senior people I was working with suggested I tried this new application software business while I waited for the job I wanted at IBM to come up. I never went back to hardware. Is there ever bad advice? Advice is someone’s opinion and therefore, to them it is right. We are responsible for the decisions we make. If I make a wrong decision, whether based on advice or not, I try to learn something from it and try not to make the same mistake again. How about a piece of advice I wish I’d received but never got? Having spent time now working in San Francisco and the Bay Area, I do wish someone had told me to go and do that earlier in my career. BREME: What do you do in your free time? JR: I live in Oxford in the UK and run a business based in San Francisco that is growing more than 80 percent, so that doesn’t leave much ‘free’ time! I 14
October 2014
Roche DJing in a local club travel a lot so when I’m at home I try and spend as much time as I can with my family. I play golf when I can, but I’m never going to be any good. I’ve recently started training for some long distance bike riding I’ve been challenged to do, so if it’s not raining I’ll try and get some miles in. Oh and I’m trying to learn to DJ at the moment for fun too.
‘Listen hard to those you respect and try and learn, but don’t follow advice blindly, think and apply it to your circumstances’ Roche wing-walking BREME: What advice would you give to young entrepreneurs? JR: Start early and never give up. Listen hard to those you respect and try and learn, but don’t follow advice blindly, think and apply it to your circumstances. Don’t ever think you are perfect or invincible, that’s when you’ll stop learning and unless you are incredibly lucky, you will fail.
BREME: What was the biggest mistake you ever made? JR: Not to spend more time internationally earlier in my career. BREME: What would you like your epitaph to be? JR: I haven’t really thought about it to be honest. Maybe something like “He worked hard and played hard”. I think I’d rather leave that to someone else to decide though! 15
finance
Addax Petroleum and Sinopec Show Managing Cultural Diversity to be a Worthwhile Investment After being acquired by China’s state-owned behemoth in 2009 the already culturally diverse Addax set up its PEARL programme to help integrate its African, Western and new Chinese employees, with the scheme now a firm part of the company’s international ethos. Written by: Tom Wadlow
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finance Few will deny the likely correlation between workforce happiness and productivity. According to employee happiness research specialist Happiness Works, a business with contented workers will see a 10 percent drop in absenteeism, a 10 percent reduction in turnover rate and a five percent increase in productivity. The Happiness at Work Survey is based on 12 years of research with the likes of the EU’s statistics office, Eurostat, the UK Office of National Statistics and the OECD, and concludes that happy employees will seriously boost a company’s bottom line. In what seems like a win-win situation for company bosses and workers alike, programmes involving reward schemes, staff outings, internal competitions, exercise classes and the like are commonplace. Perhaps less talked about in the multinational sphere is cultural diversity management, and the benefits to be gained from educating employees from different cultural backgrounds on each other’s value systems, encouraging dialogue and an open approach to difference which 18
October 2014
Caption tothrough Harmony the image Diversity may otherwise have been left quiet and reduced to stereotype. With increasing globalisation more and more businesses will encounter the need to properly integrate diversifying workforces, a move which is likely to pay sizable dividends. From 1,100 to one million With its main service office in Geneva, Switzerland, Addax Petroleum is an international oil and gas exploration and production company with
M anaging C ultural Di v ersit y
Marie-Gabrielle Cajoly strategic focus on Africa, Europe and the Middle East. Bought by Sinopec in 2009 to provide a sound basis for sustainable growth, and for the Chinese giant to strengthen its upstream assets, Addax’s 1,100-employee operation became part of a one million-strong global heavyweight. Communications Director Marie Gabrielle Cajoly outlined the challenge this presented to Addax Petroleum in terms of maintaining its natural identity
of a flexible and culturally diverse and integrated company. “Before we were acquired by Sinopec we used to be an extremely agile exploration and production company,” she said. “We were already on an upward path and had achieved many milestones but the acquisition changed the scale and ambition of the business very quickly and in a fundamental way.” “For Addax Petroleum cultural diversity was nothing new. We already 19
finance had 33 nationalities in Geneva alone but the Chinese culture was new to us, both in terms of employees and shareholders, so we had to get to know and understand it and make adjustments.” “Before we just took cultural diversity as a given. Now we are actively working on how best to manage and capitalise on our diversity – it is helping us integrate the companies and better work together and we are learning all the time.” Following a managerial transition period until August of 2010, cultural
Chinese Culture Workshop
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October 2014
diversity management officially kicked off in January 2011, and has not looked back since. PEARL Standing for People, Energy, Action, Results and Leadership, PEARL was formed with two key objectives – to enhance the understanding of and respect for all cultures encompassed by the company, namely African, Western and Chinese, and to develop a unified business culture across the board. Cajoly, who spent three weeks at Sinopec’s management institute to learn more about Addax Petroleum’s new shareholder, added: “Neither Sinopec nor Addax Petroleum’s new Management had in mind that because the new shareholder was from China everybody had to learn Chinese and Chinese culture. “The will of the company was really to preserve our culturally diverse DNA and therefore the motto was to build positive interaction with all cultures.” The cultural awareness part of the programme is threefold, with Chinese employees enriching their understanding of Western and African cultures, and other workers
M anaging C ultural Di v ersit y to be a W orthwhile I n -
‘Neither Sinopec nor Addax Petroleum’s new Management had in mind that because the new shareholder was from China everybody had to learn Chinese and Chinese culture’ Chinese Culture Workshop
reciprocating the process. Various interactive workshops and conferences are run by third party experts in facilitating dialogue via inventive means such as theatre. In the case of the theatre workshops, employees wrote and played out their own scripts based on their experiences with other of cultural differences, both on what they
appreciated and what they found challenging. Many different sessions are held in all company territories and clearly scheduled throughout the year; African culture is timetabled for September in Geneva for instance. If employees are absent they can register for alternative times. The aim is for everyone to be able to participate. 21
finance
African Culture Workshop
Alongside developing appreciation of the diversity among employees, Addax Petroleum conducted a cultural audit as part of its plan to harness a common business culture across the entire company. Cajoly said: “We wanted to acknowledge the diversity but also build one single common business culture which any employee can relate to. “The audit invited all employees to express their perceptions and understandings as well as misunderstandings of the company 22
October 2014
culture and objectives, the challenges faced and so on. This was done as a 360-degree survey and will be repeated every three years.� As a result a new corporate culture grew based on three core values: Integrity through Action, Harmony through Diversity and Value Creation through Excellence. The bottom line Part of the challenge associated with PEARL was to demonstrate that this cultural diversity management delivers a competitive advantage to Addax
M anaging C ultural Di v ersit y
Petroleum, and feedback to date justifies its extensive investment. As of April this year, 564 employees throughout the company have taken the Chinese culture programme, 337 have been trained on African culture and 431 on Western culture, with extremely high satisfaction recorded through feedback forms in all locations. The cultural audit averaged an 83 percent participation rate. “People were sceptical at first, thinking they had better things to do, but in the end the only major criticism was that it should have happened earlier and that we should be doing more of it,” Cajoly said. “Employees have said it has a direct and positive impact on their day to day work as they better understand their colleagues, going beyond common cultural assumptions.” Cajoly is confident that the programme has had a major impact on the fact that Addax Petroleum’s staff turnover rate in Geneva has dropped from 19 percent to 10 percent between the 2010 postacquisition peak and 2013. The company remains truly multicultural, with 7-10 percent of the workforce being Chinese and more
than 95 percent of staff in operating companies in Nigeria, Cameroon and Gabon being local nationals, including those at management level. Going forward Addax Petroleum is looking to extend PEARL to include exhibitions of art, literature and film, building on the foundation already established. Cajoly concluded: “It gives us an element of competitive advantage, for we are both integrated in local environments and united inside the company. It has enhanced our staff retention, improved government relations, helped maintain partnerships, and we believe ultimately benefitted our bottom line.”
African Culture Workshop
23
TECHNOLOGY
The Patent Behind th
Ilya Kazi, exper attorney for Mathys and S news contributor, provides complex legal arena that cl big and small fin W r i t t e n b y: 24
October 2014
t Minefield he Cloud
rienced patent Squire LLP and regular TV s exclusive insight into the loud computing companies nd themselves in T o m W a d lo w 25
TECHNOLOGY Cloud computing has become the unprecedented technological buzzword of the past few years with good reason. Not only has it saved huge numbers of companies money and time in the way they run their networks and data storage, it has also the potential to greatly assist the drive for sustainable practice as bulky mainframes that devour energy become a thing of the past. But this revolution in computing has brought with it a field of combat surrounding legalities. Who can own what patent, and are legal jurisdictions now irrelevant? It is certainly a confusing scenario for anyone without formidable experience in the game. Hence we turn to Ilya Kazi, vastly experienced patent attorney for Mathys and Squire LLP and regular provider of expert insight on UK’s Channel 4. BR EME: Can you outline the scale of the patent/legal environment surrounding cloud technologies? IK: Cloud computing is not an unusually patent-dense area of technology, but the “minefield” analogy is quite appropriate since 26
October 2014
many patents in this area will not use specific well-known terms such as “cloud computing”, but will describe a system using broader technical terms such as “distributed processing”, “virtualisation”, “distributed storage” or even “scalable computing system”. Therefore, it can be difficult to search effectively to determine the patent landscape and the rights that your competitors may have.
T H E PAT E N T M I N E F I E L D B E H I N D T H E C L O U D
by investors to help protect their position by generating cross-licensing collateral with competitors. BR EME: What about in Europe? IK: There has been very little litigation on cloud computing patents. This may be due in part to the particular difficulties in trying to litigate patents related to a distributed system
APPLE WINS $1BN DAMAGES FROM SAMSUNG
The lack of clarity on IP rights in this area can lead to a patents “arms race” with the big players filing large defensive patent portfolios to use in cross-licensing negotiations. IBM seems to have over 100,000 published patents and applications that contain the term “cloud computing”; Microsoft seems to have more than 4,000. Meanwhile, small start-ups in this area are encouraged to file patents
Back in 2011 the UK’s Channel 4 reported that Apple, the maker of the iPhone, was engaged in a global battle with other mobile phone manufacturers to protect the patented technology used on its smartphones. Ilya Kazi features in the clip as a patent law suit expert.
27
TECHNOLOGY
Damages in the NTP v RIM case ran to tens of millions of dollars in multiple separate European jurisdictions where only part of the allegedly infringing action is taking place. There is also the option in Europe for companies to take advantage of the relatively cost-effective European Opposition procedures to challenge the validity of patents that they believe 28
October 2014
to be of questionable validity. To some extent, this provides a “check� on the quality of European patents issued by the EPO. Also, damages awards are much lower in Europe, so there is a much stronger motivation to reach a negotiated license settlement early in the process.
T H E PAT E N T M I N E F I E L D B E H I N D T H E C L O U D
BR EME: How much money can disputes over cloud technologies involve? IK: Settlements are usually private commercial contracts, so it is difficult to know, but it would probably be fair to speculate that damage awards in the US for a successfully-litigated patent may be similar to those awarded in the NTP v RIM case where damages awards were of the order of tens of millions of dollars and the final settlement involved hundreds of millions of dollars. These patents related to RIM’s Blackberry system, in particular pushnotification email systems. Damage awards (and so settlement amounts) are likely to be much lower in Europe. BR EME: What are patent trolls and are they a problem? IK: There is no clear definition of a patent troll or “non-practising entity” and opinions on patent trolls tend to be a question of perspective. NPEs can assist smaller entities and universities in obtaining returns from their research and technological contributions. On the other hand, entities that act aggressively on the basis of patents of questionable validity have become
increasingly prevalent particularly in the US where the cost and uncertainty of litigation can lead companies to make a commercial decision to pay a licence fee rather than seeking to invalidate a patent through the courts. “Patent trolls” are not necessarily purely patent holding and licensing companies – it has long been the case that companies seek licencing revenues for technologies that they have developed but are not currently implementing. Largely depending
WINNING WITH PATENT PROFITS Ilya Kazi is also a regular on the Richard Quest show on CNN. Here he discusses how patents could decide the winners and losers in the tech sector.
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TECHNOLOGY the commercial reality that smaller companies simply do not have the revenues to be worth pursuing. BR EME: What must businesses in the cloud sector be aware of to avoid getting into legal difficulties? IK: Unfortunately, there is no one short answer for businesses in the cloud sector but creative and strategic IP advice should enable them to find a balance between legal protection and available resources. Taking early advice can reduce their chances of running into difficulties and help them to protect their own position.
on how this is done, this can either be seen as a useful way to get inventive ideas into the public domain or as patent troll behaviour. However, the threat to small businesses from patent trolls is probably over-stated. These entities tend to target larger corporations with their lawsuits and requests for licence fees. They are aware of 30
October 2014
BR EME: Do you see the cloud patent wars continuing? What can be done to ease the volume or seriousness of disputes? IK: Litigation in the area of cloud patents is likely to increase in the coming years. As we have seen in the mobile phone space, as the technical area matures and margins are squeezed, IP becomes more of a battleground. Therefore, it is important for companies not to be complacent so that they are not taken by surprise.
T H E PAT E N T M I N E F I E L D B E H I N D T H E C L O U D
‘...the threat to small businesses from patent trolls is probably overstated. These entities tend to target larger corporations with their lawsuits and requests for licence fees’ Taking pragmatic steps early, such as building your own patent portfolio to provide the potential for crosslicensing, and opposing granted patents that may become troublesome can pay dividends in the longer term. Europe is currently in the process of implementing a pan-European patent system. Such a system may make it easier to obtain and enforce cloud computing patents across Europe since infringement that is spread across multiple European jurisdictions may be enforced under a single patent in a central European court. It remains to be seen whether this is a useful tool for European business
or a ticket for patent trolls to import US-style litigation on cloud computing patents. We have recently been involved in discussions with the UK Patent Office to encourage them to make it easier to enforce a UK national patent where elements of the infringing system are located elsewhere in Europe.
APPLE TOUCHSCREEN PATENT WAR COMES TO THE UK Again we see Ilya appearing on the UK’s Channel 4. Here he gives us some insight into Apple and how it sees the use of its intellectual property and patent portfolio, to repair the damage done to its market share by the rise of Android phones.
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marketing
Five of the Best Events to Attend in the Middle East Business Review Europe and Middle East has selected five events it considers senior executives might just want to ensure they have down in the diary and have booked a place for W r i t t e n b y: Sheree Hanna
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October 2014
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marketing Keeping abreast of latest industry trends, new products, new investment opportunities and new ways of thinking has never been easier with the plethora of industry sector exhibitions and conferences held in the Middle East. There are hundreds of events to choose from across the region covering many sectors including those that are the biggest economy boosters for the area such as oil and gas, banking and finance, and the evergrowing retail market. Here are our five of the best: 1. Middle East Banking Innovation Summit 2014 More than 400 C-level executives are expected to attend this year’s event which has fast become the premier banking technology conference in the GCC. Among them will be IT experts, retail banking specialists and senior finance professionals all eager to learn more of the opportunities that this rapidly growing sector in the Middle East is providing. With the United Arab Emirates (UAE) fast becoming a key international trading and transaction hub and with 34
October 2014
Middle East Banking Innovation Summit 2013
information on this event
the local retail and hospitality sectors booming it is expected that the global Islamic finance industry is set for double-digit growth this year. This not-to-be missed event will cover crucial issues such as how banks and financial institutions meet the challenges of compliance and risk management. Many of them will be investing in flexible technology solutions that move away from the outdated legacy systems.
Speakers include: • Dr Marwan Barakat, Group Chief Economist of Bank Audi • Zubair Ahmed, Vice President, Head of IT & Business Innovation, Emirates Islamic Bank WHERE: Jumeirah Emirates Towers, Dubai WHEN: September 29 & 30 WEBSITE: www.bankinnovation-me.com CONTACT: +9714.4542135
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marketing
2. Abu Dhabi Conference Aimed at both government and private sector leaders the conference highlights the many opportunities that exist for investment in Abu Dhabi’s diverse economy. Representatives from a wide range of sectors will attend including power, water, infrastructure and housing, real estate, tourism, healthcare, education, transport, manufacturing and banking and finance. This annual event provides a real chance for attendees to find out how they can profit from some of the world’s most significant projects and promises access to the most powerful players in the region. 36
October 2014
information on this event WHERE: Venue to be confirmed WHEN: December 8 & 9 2014. WEBSITE: www. theabudhabiconference.com CONTACT: +971 (0) 4 81 80313
F i v e of the B est E v ents to A tten d in the M i d d le E ast
3. Emerging Markets Retail Summit The key objective of the summit is to provide a platform for the key influencers within the sector to discuss a wide range of topics and develop a broader understanding of the many emerging opportunities within the retail market. The conference will focus on expansion strategies and retailing reality in some of the hottest markets of Asia, Middle East, Africa and Latin America. Global retailers will divulge their strategies and innovative approaches to expand successfully in the emerging economies of GCC and beyond. The spotlight will also be fixed on areas such as supermarkets and luxury retailing in this prime event set to attract senior executives and heads of international expansion.
information on this event Speakers include: • Nisreen Shocair, President Virgin Megastore Middle East • Dr Jannie Chan Tay, Executive Vice-Chairman The Hour Glass and President of the Singapore Retailers Association WHERE: Burj Al Arab, Jumeira, Dubai WHEN: November 10 & 11, 2014 WEBSITE: boc-uk. com/conferences/ emerging-markets-retail-summit/ CONTACT: Kat Eletskih
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marketing
4. Middle East Oil & Gas Show and Conference 2015 Organised by the Society of Petroleum Engineers, it will be the 19th annual event and will showcase some of the oil and gas industry’s largest corporations. It will enable attendees to explore new technologies, business opportunities and partnerships and include an exhibition covering 14,800sqm of floorspace. The most established event of its kind featuring products and services from the sector and all areas of the upstream business, this three-day event regularly attracts some 7,000 visitors. 38
October 2014
information on this event Speakers include: • More than 300 quality technical presentations and panel sessions led by vice presidents and CEOs from within the sector. WHERE: Bahrain International Exhibition and Convention Centre WHEN: March 8-11, 2015 WEBSITE: www.meos2015.com CONTACT: +971 4 457 5800
F i v e of the B est E v ents to A tten d in the M i d d le E ast
5. Riyadh Travel Fair Leading travel and tourism companies from the Gulf Region will converge on Riyadh for the fourth annual fair which aims to give an insight into the world of tourist products, services and investments. The fair aims to bring international
manufacturers and suppliers under one roof and allow them to connect with buyers, agents and distributors. The event has become a major travel industry fixture and also welcomes leading officials from the Gulf region and international markets.
information on this event WHERE: Riyadh Four Seasons Hotel, Riyadh, Saudi Arabia WHEN: April 14-17 2015 WEBSITE: http://www. riyadhtravel.net CONTACT: +966 01 466 5064
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TO P 1 0
Top10
Busiest Commercial and Passenger Ports in the EU Eurostat has recently released 2012 figures on maritime port activity in the European Union, detailing the most important hubs for handling goods and people on the move Written by: Tom Wadlow
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top 10
09
Algeciras Spain, commercial
The fastest growing port out of the top commercials, highlighting the progress being seen economically in Spain as a whole. The 74.6 million tonnes of goods represented an increase of 8.5 percent on 2011. Spain’s total goods handling through its ports came in at 422 million tonnes, up five percent.
10
Calais France, passenger
Despite seeing a drop of 7.1 percent in passenger numbers in 2012, the northern France port still accommodated 9,345,000 passengers. It will continue to serve as the most important sea connector to the UK, providing a vital alternative to the Eurotunnel and various flying options.
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October 2014
T op 1 0 busiest commercial an d passenger ports
07
Marseille France, commercial
Despite a drop of 3.1 percent on 2011 levels, Marseille is still the fourth busiest goods handler in the EU and by far the largest in France. Its total of 81.8 million tonnes is more than 20 million tonnes more than Le Havre (59.2 million).
08
Helsinki Finland, passenger
The only port to see a growth out of the top five passenger ports. A three percent increase is passenger numbers resulted in 10,637,000 people using the terminal of the Finnish capital city. There are connections to Stockholm, Tallinn, St. Petersburg, Travem端nde and Rostock. At the height of the summer season, there are 17 departures to Tallinn daily.
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top 10
05
Hamburg Germany, commercial
Hamburg’s 113.5 million tonnes of commercial business shows a very slight drop of 0.7 percent on 2011 levels, but remains easily Germany’s most significant goods handling port. Bremerhaven is Germany’s second busiest at just over half of Hamburg’s activity, dealing with 58.2 million tonnes.
06
Perama Greece, passenger
This suburb of Piraeus, one of the brightest up and coming goods handling ports in the world, saw 11,430,000 passengers come in and out of its doors in 2012. The route to Salamis Island is particularly popular and is a vital tourist connection from the mainland.
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October 2014
T op 1 0 busiest commercial an d passenger ports
03
Antwerp Belgium, commercial
A port of enormous significance for centuries, with its golden age of the 16th century on the back of heavy flooding making it a global heavyweight of its time. Though its tonnage of goods handled in 2012 shows a drop of 2.4 percent on 2011, the total of 164.5 million tonnes is Europe’s second largest.
04
Palouki Salamanis Greece, passenger
With very similar numbers to Perama, this second link in the Greek port scene is equally important and is the main port of Salamis. The island is a big pull for tourists and steeped in historical wonder, known famously as the place where the Ancient Greek fleet defeated the might of Persia in 480 BC.
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T op 1 0 busiest commercial an d passenger ports
02
Dover UK, passenger
The busiest passenger port in Europe despite a 6.5 percent drop in numbers in 2012. This is the main ferrying gateway into mainland Europe from the UK and its connection with Calais is the most popular route. The Commentaries of Julius Caesar mention the “Haven between the Hills” and evidence that the Romans used the port exists today in the form of the “Pharos”, or lighthouse, on the cliffs on the east side of the valley. 47
top 10
01
Rotterdam Netherlands, commercial
Europe’s commercial giant, handling more than double that at Antwerp. At 395.6 million tonnes, 2012 saw business flatline when compared to 2011, although the Netherlands as a whole saw a two percent increase in commercial activity. Rotterdam accounts for almost three quarters of the national whole. Amsterdam, Europe’s sixth busiest port, handles 71.2 million tonnes, up 6.1 percent but only a fraction of what its Dutch counterpart manages. The site is superbly located for easy sea access and welcomes a huge array of companies in its industrial complex. The port stretches out over 40 kilometres and is about 12,500 hectares in size. Rotterdam owes its existence to the place where the small peat river the Rotte flowed into the Nieuwe Maas. The local people and the counts of Holland liked to 48
October 2014
keep their feet dry and wanted to reclaim the peat bogs that were threatening this. They therefore decided to raise the banks of the Nieuwe Maas slightly and dam the Rotte in the 13th century.
T op 1 0 busiest commercial an d passenger ports
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T端rk Telekom International
is Bridging Continents Written by Sheree Hanna Produced by Kiron Chavda
51
T ü r k T e l e k o m I n t e r n ati o n a l
One of the most successful and well respected telecommunication companies in Europe is securing its future by taking advantage of exciting opportunities in emerging markets
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T
ürk Telekom International (TTI) is bridging continents as it rolls out expansion plans to increase its geographical reach and transform itself from being a regional player to a global one. The company, which has its headquarters in Budapest in Hungary, and is a fully-owned subsidiary of the Türk Telekom Group, is responsible for the international wholesale voice and data infrastructure business. TTI has its eye firmly fixed on the emerging Asian and African markets where it is currently working to provide alternative routes and establish strong partnerships with leading players in the Telco business. Cengiz Oztelcan, TTI’s Chief Executive Officer, said: “Historically, one of this company’s success criteria has been is making sure expansion into emerging regions is done properly. We are not in the business of ‘me too’ products and competing on prices but we do take calculated risks and expand into regions many other companies cannot or hesitate to expand into. “This is part of our culture and our DNA, and what this company has done very successfully over the past decade. We very much wish to continue moving into those regions where there are more opportunities.”
T echnolog y
This is why TTI is focusing on the Caspian region and South East Asia, both of which are going through a tremendous growth trajectory and Africa, which has huge potential for TTI’s services and products. Diversified approach Oztelcan explained that it was currently the company’s goal to expand its presence and footprint into those regions using a diversified approach which includes developing new partnerships, participating in other consortium initiatives and projects or indeed through acquisition. He said: “We have a diversified approach into this strategy and vision, but we believe that the future growth will be fuelled and accelerated by the demands generated by the emerging markets.” TTI employs 330 people and has a network that extends from Western Europe to the Middle East and Asia offering three main product lines: data infrastructure, wholesale voice and internet/ data services. It has more than 40,000 kilometres of fibre optic network and a total of 68 points of presence (PoPs) in the major telecommunications hubs of Europe and Asia, offering high reliability services on state-of-the-art network to connect its customers to “difficult to reach” regions. The company has offices in Austria, Romania, Turkey, Russia, Slovakia, Czech Republic, Bulgaria, Ukraine and Hong Kong. It also has subsidiaries in Italy, Croatia, Serbia, Slovenia and Macedonia and
“We are not in the business of ‘me too’ products and competing on prices but we do take calculated risks and expand into regions many other companies cannot or hesitate to expand into” – Cengiz Oztelcan, CEO
40,000 Distance in kilometres of fibre optic cable secured in network hubs across Europe and Asia
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CAMERON GIVES A COMPETITIVE EDGE. FOR RELIABILITY & EFFICIENCY
FLOW EQUIPMENT LEADERSHIP AD01155DRL
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When the World Demands More, We Deliver More. Cameron understands the value proposition for our customers – maximizing uptime means lowering your total cost of ownership. With growing demand for rig efficiency, Cameron is committed to providing superior value through our Total Rig Package Solutions. MORE SOLUTIONS Cameron’s Total Rig Package Solutions combines best-in-class products with comprehensive services to offer a complete suite of rotating and pressure control equipment for the drilling industry. Through our worldwide network of resources, we present complete life cycle support, from conceptual design to a full range of aftermarket services that is supported by Cameron’s global aftermarket network. For reliable rig equipment and far-reaching service, the clear choice is Cameron. MORE OPTIONS Cameron offers a broad range of rig equipment, as well as jackup rig kit packages based on one of five LETOURNEAU™ designs, such as the Super 116E for water depths to 350 ft or the WORKHORSE® for water depths to 400 ft. Built for shallow draft to ultra-harsh environments, these rigs are engineered for reliability and utilize all of Cameron’s high-performance drilling equipment. Additionally, Cameron’s worldwide fabrication license provides more shipyard options for our customers. MORE SUPPORT Cameron and Lamprell have built a robust relationship that strategically supports the customer needs of both parties. Since 2009, Cameron has provided Lamprell with numerous Super 116E kits, many of which are furnished with Cameron’s drilling and pressure control products. And the future is bright. Cameron, through its extensive product and service portfolio, will continue to support Lamprell on future projects to provide best-in-class service, locally and globally. More Solutions. More Options. More Support. We Deliver More, So You Can Do More. For more information, visit www.cameronrigsolutions.com.
supplier profile
gbi inc
Employees: Xxxxx Established: Xxxx Industry: Xxxxxxxxxxxx xxxx xxxx xxx xxxxx xxxxx. Services: Xxxxxxxxxxxx xxxx xxxx xxx xxxxx xxxxx. Ongoing Projects: Xxxxxxxxxxxx xxxx xxxx xxx xxxxx xxxxx Management: Xxxxxxxxxxxx xxxx xxxx xxx xxxxx xxxxx Website: address goes here as the last entry
T ü r k T e l e k o m I n t e r n ati o n a l on top of that has a presence in Egypt and Dubai. It supplies its services and products to some of the best-known names in the industry including: Vodafone, Samsung AT&T, Nokia, Orange, BT, Bharti and Telekom Austria, to name but a few. Transformation strategy TTI’s exciting expansion plans began some two years ago following its acquisition by the Türk Telekom Group. It was then known as Pantel International, but in May 2013 was rebranded again as Türk Telekom International. In order to get the company shipshape for growth, a major transformation programme was initiated which looked at every aspect of the business. Oztelcan explained: “We launched a continuous improvement programme which is not something that kicks off and then has an ending, but becomes a continuous part of our business and our DNA. “We wanted to make sure we aligned our business with several different factors and conditions of the market place to ensure we continue to be a successful company that is admired and respected by our partners, customers and employees.” To this end, all areas of the business from financial and IT systems to sales and marketing processes have been looked at to identify areas where improvements needed to be made and implemented. “A holistic approach has been taken with
T echnolog y
“We have a diversified approach into this strategy and vision, but we believe that the future growth will be fuelled and accelerated by the demands generated by the emerging markets” – Cengiz Oztelcan, CEO
The company supplies services to some of the best-known names in the industry
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Connection at the speed of light Neide Telecom is a distinguished wholesale carrier service provider in Iraq. Neide Telecom mostly focuses on the carrier-to-carrier market segment and offers wide range of innovative services in its service portfolio. Aiming to provide service of the highest quality at reasonable prices for customers and profit for the company.
Services Integrated Optical Service • IP-VPN • Ethernet Services •
IP Transit • Dedicated Internet Access • Private Line – Clear Channel • Web and E-Mail Hosting •
www.neidetelecom.com
T Ü R K T E L E K O M I N T E R N AT I O N A L
TECHNOLOGY
the goal of ensuring our company is above the average standard in our industry,” said Oztelcan. Happy customers In such a highly competitive market, TTI’s most important objective is ensuring customer satisfaction and is constantly endeavouring to ensure it has fundamental solid and robust processes internally. It also seeks to ensure that its employees are satisfied and happy working with the company so in turn they can reflect this in their daily business and client relationships. Now firmly on the expansion trail to Asia and Africa, TTI has established some tried and trusted methods for breaking into new markets which involves its two-step
SUPPLIER PROFILE
Cengiz Oztelcan, CEO, Türk Telekom International
NEIDE TELECOMS
Neide Telecoms home office HQ, is based in Erbil, Kurdistan Region of Iraq. Neide Telecoms is a Government Licensed Telecoms Solutions provider. Neide Telecoms is a Tier-1 International/National Backbone Carrier Services provider. Neide Telecoms is an Internet Service Provider, with International Internet Gateway Connectivity. Neide Telecom is the leading provider of Next Generation advanced carrier services in Iraq. Neide Telecom partners and customers are located in Europe, Middle East and all over Iraq. International, National and Regional Backbone Capacity provider. Website: www.neidetelecom.com
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LEVEL 3 COMMUNICATIONS IS PROUD TO WORK WITH TURK TELECOM INTERNATIONAL In connecting Turkey, the international trade hub, to the world with our global communications network. www.level3.com Thomas.karakoulias@level3.com Emmanuel.arnould@level3.com
Passionate about telecoms
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T ü r k T e l e k o m I n t e r n ati o n a l programme for entering a new country. Chief Sales Officer, Stuart Evers explained: “There are obviously risks going into places such as Africa such as payments and bad debt aside from the economic, political and geographic risks which is why we have a couple of unique initiatives to help us.” The company plans to expand its presence initially through its wholesale voice business before extending its data services and has recently launched a pre-paid voice trading platform which operates slightly differently to other similar services. Pre-paid platform “Our platform allows unused money to be withdrawn on a real time basis so unused credit or unused financial resources are not tied up which has huge advantages for all parties concerned,” Evers said. “We plan to expand our voice business and allow both us and partners to do business in Africa at a more comfortable and risk free level. “For the past two years we have attended the major Telco event Africa.com and our pre-paid platform has received some very positive feedback.” Evers continued: “We are hoping to announce by the end of the year that we have signed up to two large strategic partnerships in South Africa which we are currently negotiating with at board level.” TTI’s geographical strength in Turkey, the east Mediterranean and Middle East
technolog y
Key Personnel
Cengiz Oztelcan CEO • CEO of Türk Telekom International since 2013 June • Chief Marketing and Sales Officer of Türk Telekom International since May 2013 • Chief Marketing and Sales Officer of Pantel International Group since January 2013 • Director of International Investments at Türk Telekom A.S. (2010-2013) • Managing Director of Türk Telekom Euro GmbH (20112013) • Various engineering, business development, sales and marketing roles at Intel Corporation (1999-2010) • Senior Engineer at the Boeing Company (19961999) • MBA degree with focus on Technology Management • B.S. and M.S. degrees in Engineering
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T ü r k T e l e k o m I n t e r n ati o n a l
Key Personnel
Stuart Evers Chief Sales Officer • Chief Sales Officer of Türk Telekom International since 2013 August • Chief Executive Officer of Euroweb Romania (TTI entity in Romania), January 2012 • Chief Operating Officer of Alem, January 2011 – December 2011 • Chief Executive Officer of GTS Czech Republic, June 2008 – December 2010 • Chief Sales Officer of GTS CE, May 2006 – June 2008 • Director International Business of Czech Telecom/Telefonica, April 2002 – April 2006
along with the large Muslim population in East Africa means it is likely its first entry into the continent will be in East Africa. Model connections Evers also explained that the model used for TTI’s new alternative overland route connecting the Gulf with Europe was likely to be emulated for a new overland route into Asia and hoped that at least one and maybe two new routes into Africa would be established in the next two years. He said: “Rather than build the network ourselves we formed a consortium and had a revenue share agreement with all parties concerned so that basically we used existing networks which enabled us to launch in months rather than years. “This has obvious benefits for all involved and essentially there is no competition as everyone is sharing the revenue. So this is the model we are looking to use.” An increasing trend within the industry is the desire to become a one-stop shop for customers and TTI is no exception as it continues to evolve the services and products it can provide for its growing customer base. Evers said: “I would say we are not quite there yet but we do have the product roadmap to get us there in the next 18-24 months.” Global player The company is also mindful of business needs with regard to corporate social
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T echnolog y
responsibility and green initiatives. Oztelcan said: “While we go forward with our growth plans we will also touch on other softer points such as creating other initiatives with our CSR and green strategies and making sure our employees are both active and involved.” While Oztelcan and Evers are both acutely aware of the competitive nature within their industry, they are both confident TTI will continue to move forward apace. “I do believe there will be further consolidation within the telecoms business over the next decade. If you do nothing to move forward in this industry you are doomed. However, I think our strategy of moving into emerging regions and ensuring our services align with businesses in those areas we will continue to expand and ultimately ensure we are a global player within this wholesale industry,” concluded Oztelcan.
Company Information Industry
Technology headquarters
Hungary founded
1995 employees
330 revenue
Not disclosed products/ services
Telecommunications
Operations room
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IBM Supply Chain
Targets new areas to maximise future performance Written by: Sam Jermy Produced by: Craig Daniels
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I B M S u p p ly c h a i n
The illustrious brand has long been synonymous with being a traditional IT company, but now the group is shifting some of its focus to take advantage of new technologies and innovations
TV quiz “Jeopardy” 66
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T
he IBM Service Parts Supply Chain is looking forward to future prosperity in spite of IBM’s strategy to focus on business analytics, mobile and cloud technology. The Service Parts supply chain will continue to provide a full service parts planning and delivery operation. The IBM Service Parts Supply Chain business unit in the Europe Middle East and Africa (EMEA) region currently presides over more than 55 countries, controlling service parts supply chain from its central location in Europe and the wider group continues to be a truly global leader in IT with multi-billion dollar revenues. The International Business Machines Corporation (IBM) has a famous track record of innovations, with the likes of the Mainframe large computer systems and the Power Systems, a Power Architecture-based server line, and its storage brand to name three. Jaap Hazewinkel, who joined the group nearly 25 years ago, is currently the Manager of Planning and delivery in EMEA as well as the Worldwide Service Parts Operation Inventory Manager. He said: “These brands are still strategic to IBM and the company is further innovating. For instance Watson, our intelligent machine, in 2011 beat human experts on the TV quiz “Jeopardy”, and its architecture is now further developed to build machines that excel in business analytics. “We continue to play in the hardware area
S uppl y chain
The service parts operations transferred from Paris to the Netherlands in 1987
but it really is on the high value end. So moving out from that side of things is of course a challenging environment but IBM is investing in new technologies such as cloud, analytics, mobile, social and security and it is up to us to find solutions in smarter ways. That is a real challenge but it is one we relish and we are confident of continuously improving each year.” IBM is still managing the Service Parts Supply Chain for the Intel based server brand that is being sold to Lenovo and for the Lenovo Think brands. These are important functions to the firm, but it is also open to managing and working with other clients who have a service supply chain. The service parts operations transferred from Paris to the Netherlands in 1987 and
“We continue to play in the hardware area….but IBM is investing in new technologies such as cloud, analytics, mobile, social and security and it is up to us to find solutions in smarter ways” – Jaap Hazewinkel
www.ibm.com/software/products/en/category/supply-chain-management
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supplier profile
K314
K314: Manufacturing and Aftermarket Services Founded in 2011, K314 combines the skills and managerial experience in global EMS of the former IBM Vimercate (Italy) plant. K314 proves that a small yet well structured company, through expertise and flexibility can satisfy the needs of those looking for worldwide support from a European EMS provider. Global is all about attitude and experience, not geography. This is a key principle on which K314 is founded. The K314 team is made up of professionals whose knowledge comes from diversified experiences in several countries. This shared experience is a cultural heritage. K314 achieves excellent financial results while delivering the highest possible standards. With locations in Italy and Serbia, K314 offers the best of Europe in capability, logistics and costs. K314 is specialized in low to medium volume and high mix, using the most modern manufacturing processes integrated with the IT of the customer. A specific Aftermarket division carries out repair and refurbish of complex systems, for companies such as IBM and Cisco as well as many others. K314 belongs to a network of companies able to offer Design Service and Test Development support, with customers such as ST Microelectronics benefitting. The newest expansion, by the acquisition of Orpro Vision (formerly the Assembly Division of Orbotech), adds Optical Inspection solutions to this network. With these connections K314 is a skilled enterprise able to support a broad spectrum of needs in the electronics industry. K314: Simplify your life! Website: www.k314.us
I B M S u p p ly c h a i n the main warehouse now resides in Venlo, in the east of the country. The managing business unit remains in Amsterdam where it centrally oversees the entire EMEA region. In Hungary it has a country planning team and repair vendor management, and it has a buffer planning team in India. Reutilisation of parts is one of IBM’s key strengths. Shifting focus In the past decade IBM’s changing strategy has seen it sell its PC brand to Lenovo, printer editions to Ricoh and more recently its retail storage solutions to Toshiba last year. But the amount of countries it serves in regards to maintenance services has continued to increase, with Nigeria and Kenya being recent stock locations added to the EMEA portfolio. The company has also completely consolidated the management of its warehousing and transportation by subcontracting this to Geodis. It is the sole lead logistics provider for IBM by managing logistics costs supporting the finished goods distribution, asset recovery services, as well as service parts logistics worldwide. Laurens Neomagus, who is Global Parts & Logistics Process Owner for MultiVendor Support, said: “We have outsourced warehousing and transportation almost completely to third party suppliers through Geodis. We still have all the applications, they run
S uppl y chain
Key Personnel Jaap Hazewinkel Manager of Planning & Serviceability Worldwide EMEA Inventory Management and Worldwide Service Parts Operation Inventory Manager
After completing his study of Computer Science at the Technical University in Delft, Jaap joined IBM in the area of developing the systems used in managing service parts. After an assigment in Paris, Jaap moved into the operational management of the Service Parts Supply Chain
www.ibm.com/software/products/en/category/supply-chain-management
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I B M S u p p ly c h a i n IBM Supply Chain is also looking for alternative support models using third parties to deliver service on its behalf
Technician
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them or we are integrated into their applications. “We do also support non-IBM brands; if a company was having an IBM machine installed at their premises we would also offer to take up the support of the other machines as well. We are strong in support of networking Hardware, as connectivity is key to our clients’ business. On the maintenance side, a client wants a one-stop-shop. “The support structure can be either in the way we support IBM machines via the IBM network but we are also looking for alternative support models using third parties to deliver the service on our behalf. In these models, inventory can be either in the IBM network or in the third party network. The decision on how to support a specific brand is made in full
S U P P LY C H A I N
Key Personnel Laurens Neomagus Global Parts & Logistics Process Owner for Multi-Vendor Support
conjunction with sales and offering, service planning and global parts procurement. “Not only technology but also healthcare, automotive and mobile are areas we want to grow into. But we want to grow without the additional cost so we do our best to find the most cost effective solutions.” Having a global organisation that is able to be globally accountable for performance is one of the key strengths IBM has. Maintenance revenue growth is largely in the non-IBM machine support today and that is where IBM really focuses right now. IBM supports complete infrastructures for clients that don’t want to manage the service parts themselves. Neomagus added: “If you are looking for a player that can support customers on a global
Global Process Owner for Multi-vendor Spare parts support, working for IBM nearly 15 years. During these years he worked in different supply chain management roles within planning and inventory management. In the last two years he made the shift to growing the support of Multi-vendor business. In 1994 he graduated from the study Business Logistics at Hogeschool Venlo and finished the study Business Administration at the University of Nijmegen in 1997. Throughout the last couple of years he has been active in logistic discussions with other companies and supporting students to complete their master thesis from the University of Twente
www.ibm.com/software/products/en/category/supply-chain-management
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I B M S u p p ly c h a i n
Cloud services are the future
“The cloud is not creating a challenge, it makes life easier from a logistics viewpoint... Having full tolerance cloud computing technology on our side is a definite benefit” – Jaap Hazewinkel
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reach and understands the spare parts needs of customers in each of those countries, then IBM has a lot of expertise in that area.” Technological future The environment which companies such as IBM operate in will change dramatically because of the technological advancements that are currently afoot. Currently IBM knows all customers’ locations it may have to support 24/7 are spread over a country; this will change with the evolvement of cloud technology that will result in a concentration of hardware in a couple of big data centres. “Customers won’t have their own infrastructure anymore and that may significantly affect how we are organised in five years’ time.” Hazewinkel said. “For example, a mainframe may have a parts issue and to get it back to being fully fault
S uppl y chain
tolerant, the client requires the part as soon as possible, but you are not allowed to bring the machine down until 2300 hrs Saturday evening as it will affect their business. So you can only take it down at that point, fix it and bring it back up to being operational again. “The cloud is not creating a challenge, it makes life easier from a logistics viewpoint. We do have challenges in the international environment in terms of regulations, import/exports controls and so on. But having full tolerance cloud computing technology on our side is a definite benefit.” In the near future IBM Supply Chain believes there will be a lot of focus on spare parts and in order to get a business up and running each company needs to invest for these kind of requirements. Hazewinkel and Neomagus agree the key is to collaborating and making partnerships. New innovations for IBM include the commodity-based lifecycle forecasting which involves spare part usage and intelligent calculations. It determines where in the lifecycle a machine is and then plans how the demand of the part is likely to evolve over the next two years and in case of Last Time Buys over the remainder of the life cycle, possibly resulting in less inventory and a more proactive approach. Now it seems IBM are well placed to imprint its synonymous brand into new realms, just as it has with more traditional components for more than a century.
Company Information Industry
Supply Chain headquarters
Amsterdam, Netherlands founded
1911 em ploy ees
431.212 (IBM Annual Report 2013) revenue
$99,751 mio USD (IBM Annual Report 2013) products/ services
IT Services, spare part services
www.ibm.com/software/products/en/category/supply-chain-management
75
Hala Supply Chain Services to
Strengthen Saudi Core as Growth Hits Double Digits Year-on-Year
Written by: Tom Wadlow Produced by: Craig Daniels
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H a l a S u p p ly C h a i n S e r v i c e s
The customised solutions provider is adding a state of the art warehouse to its Kingdomwide network and developing allencompassing monitoring systems as it looks to build on its numerous successes across a range of sectors from Oil & Gas to FMCG
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H
ala Supply Chain Services strives for continuous improvement across its range of industries in Saudi Arabia, as demonstrated by its commitment to building a new 36,000 square-metre warehouse at its flagship hub in Jeddah. Having been named 15th fastest-growing company in the Kingdom in 2009 and currently achieving double digit growth yearon-year, it is looking to build on impressive work with big name clients including SABIC, Saudi Aramco, Burberry and MG Cars. Hala SCS prides itself on adding true value to businesses by offering a complete supply chain package, the demand for which prompted its shareholders to form this specialist subsidiary in 2003. This value is to be further enhanced by the development of a comprehensive IT solution
Hala’s warehouse service offering for Foodstuff and Pharmaceuticals comply with all the stringent quality requirements and certifications
that facilitates enhanced visibility across entire supply chains, combining existing clearance, transport management and warehouse systems. Chief Executive Officer Pieter Spaarwater added: “We want to make companies see their supply chains and logistics functions as a competitive advantage rather than -a cost centre. We do this through building collaborative partnerships and customised solutions to suit individual client needs.” Bolstering Jeddah Hala SCS warehouse capacity includes 15 warehouses across 12 localities in Saudi Arabia, with the company carrying out clearance and forwarding work from airports, sea ports and dry ports, its main hubs comprising Riyadh, Dammam and, most importantly, Jeddah on the
“We want to make companies see their supply chains and logistics functions as more of a competitive advantage rather than just a cost centre” – Pieter Spaarwater, CEO
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H a l a S u p p ly C h a i n S e r v i c e s
Hala’s documentation storage solutions
Hala serves the complete supply chain for the automotive industry to final destination anywhere
Red Sea where the new warehouse is earmarked. “With the site secured and the design phase underway, construction will be complete by the end of the year,” Spaarwater said. “The site will house products from our main industries including oil and gas, automotive, FMCG, pharmaceuticals, energy/mining, documents and dangerous goods, including frozen and temperature controlled facilities. “This is another example of how Hala SCS adds value: we help clients to select strategic sites and facilitate the outsourcing of the design process, depending on the products being housed.” Hala SCS has also acquired an 83,000 square-metre plot in Dammam which is set for a similar development once the new Jeddah warehouse becomes operational. Spaarwater added that Riyadh will eventually host a new warehouse as well. Such improvements will allow the business to expand greatly on its existing capabilities. Currently it has access to 2,500 vehicles which take anywhere between 5,500 and 7,500 loads each month. Portside, the company clears 200,000 tonnes of product annually, ably assisted by constructive partnerships with UTi and Hellmann Worldwide Logistics that help to extend its international reach.
in the Kingdom of Saudi Arabia
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October 2014
Track record Showcasing the recent growth success is
S uppl y C hain
Hala has a strong management team
a portfolio of recent work spanning many sectors which includes some big clients. SABIC (Saudi Arabia Basic Industries Corporation), one of the largest companies in the Kingdom of Saudi Arabia, enlisted the services of Hala SCS around 18 months ago for its downstream initiative involving the manufacturing of rubber and plastic car components. The company carried out the clearance work and set up the facility in quick time, a key factor for the government who instigated the scheme. It also distributes the products across the Kingdom. In oil and gas, Hala SCS assisted Saudi Aramco in a petroleum research centre project. “This involved setting up a compound for the staff supporting the initiative, a site containing around 400 villas which we had to supply the kiting and fitments within tight
300 Number of permanent staff employed at the company
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H a l a S u p p ly C h a i n S e r v i c e s
Hala’s warehouse management system is based on real time and web based transparency to clients
time constraints,” Spaarwater added. “We covered everything inside the villas, from light fixtures and mirrors to furniture and cutlery, and all this was achieved within a strict temperature controlled environment.” Further afield and in the retail arena, the company manages the route to market of Burberry products from the UK into Saudi Arabia, a customised agreement struck roughly 18 months ago. Spaarwater continued: “From point of order in the UK to final store delivery it takes us a week which is quite an achievement considering the strict rules and regulations at customs in the Kingdom.
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S uppl y C hain
“The products come in via air and it is very process-driven with timelines associated to every specific step within the journey. It has been a major success for us and showcases our drive for excellence in service efficiency.” In the automotive space, Hala SCS manages the supply chain for six fully assembled models from MG Cars into the Kingdom, along with assisting crucial after sale service by provisioning spare parts. The company is also clearing, storing and delivering Kumho Tyres products at a strike rate in excess of 95 percent. Process, People and Technology Already boasting an impressive track record, Hala SCS views continuous improvement with enormous importance, with process, people and technology at the heart of its mission statement. On the technology side, improving supply chain visibility by integrating existing clearance, transport management and warehouse systems into one umbrella solution is a priority. “This is something we are looking to continuously improve, especially on generating enhanced visibility to the client,” Spaarwater said. “It is one of IT’s ongoing projects and within the next year we will launch an optimised visibility solution.” The system’s individual components already offer a large degree of visibility, with the company having been appointed by Descartes to operate its Roadshow route optimisation package.
2,500
Number of vehicles the company has at its disposal “This involved setting up a compound for the staff supporting the initiative, a site containing around 400 villas which we had to supply the kiting and fitments within tight time constraints” – Pieter Spaarwater, CEO
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Pieter Spaarwater, CEO
“From point of order in the UK to final store delivery takes us a week which quite an achievement considering the strict rules and regulations at customs in the Kingdom” – Pieter Spaarwater, CEO
84
October 2014
Hala Reception area
Looking after its people, who ultimately make use of the technology and drive the processes, is also crucial. Hala SCS employs 300 permanent staff with seasonal temporary workers fluctuating through the year, and gauging both employee and customer feedback is something Spaarwater actively pursues. He said: “We have an annual cultural audit which is carried out by independent consultants and our aim is to cultivate a positive ownership culture. This is supported by wide-ranging training opportunities for staff as a major component of human capital investment. We have on-the-job, internal classroom training and externally facilitated training, and our top performers are sponsored to attend
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Company Information Industry
Supply Chain headquarters
Kingdom of Saudi Arabia founded
2003 employees
300+
internationally-recognised courses.” The company is also bringing in expertise to help the workforce adapt to lean six sigma principles. Hala SCS, while proudly holding platinum status in regards to its employment of Saudi nationals, is an extremely diverse organisation. “Our environment is a microcosm of the cultures and nationalities within Saudi Arabia,” Spaarwater added. “In my team of reportees alone, I have a Belgian, South African, Indian, Pakistani, Jordanian and a Saudi national.” Such diversity could well be translated into the company’s geographical remit in the coming years, for once it has consolidated its core Saudi operations the horizons may widen to incorporate other GCC countries.
revenue
$90 million products/ services
Logistics, Warehousing, Forwarding, Clearance
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SKA International Group
Continues to raise the business profile of the toughest environments Written by: Tom Wadlow Produced by: Craig Daniels
87
SKA I n t e r n ati o n a l g r o u p
Despite press coverage depicting the likes of Iraq and Somalia as notorious hotbeds of instability, the company is proving that commercial potential in such places can be extracted by offering vital fuel supply and logistics operations where many would turn and run
727 Freighter
88
October 2014
S
KA International Group is an expert in doing big business in difficult places, underlined by its $80-100 million investment in a state-of-the-art fuel storage facility 20km upstream from the Iraqi coast, testament to more than 10 years’ experience of operating in the war-stricken country. Having excelled in supplying and transporting fuel and equipment during the major US occupation years, the Dubai-based company, with more than 700 employees and turnover in excess of $500 million, is increasingly looking to oil and gas opportunities in Iraq and other countries across the Middle East and Africa with challenging circumstances. SKA has significant ongoing investments in Somalia and Uganda, and is raising the profile of the Ras Al Khaimah International Airport in the UAE with a 10 year agreement, where it has built and operates an Aviation Fuel Storage Facility. SKA’s capabilities include a wide range of fuel
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SKA Bedford Trucks in Mogadishu
supply chain management services, aviation services, ground logistics, life support, facility construction, and security services. Working as a good corporate citizen, and helping to develop business, people and communities while supporting charitable initiatives, lies at the heart of what CEO and President, and 100 percent owner Mike Douglas is vying to achieve. “Despite the negative coverage of the countries we are in there is huge potential for development,� he said. “We are already changing that negative impression and a big part of what we do is give back to the communities we do business in.
Key Personnel
Mike Douglas CEO and President
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Providing Turn-key Rental Power Providing Turn-key Rental Power SolutionsTurn-key to the OilRental & GasPower Industry Providing Providing to Turn-key Power Solutions the Oil Rental & Gas Industry Solutions to to the the Oil Oil & & Gas Gas Industry Industry Solutions Whether you need temporary power for the operation of oilfields, the construction of platforms, early temporary production,power planned maintenance loadtest of main power Whether you need for or theemergency operation of oilfields, theor construction of systems, Aggreko has the solution. platforms, early production, planned maintenance of main Whether you need temporary power or foremergency the operation of oilfields,or theloadtest construction ofpower systems, Aggreko has the solution. Whether you need temporary power foremergency the operation of oilfields, or theloadtest construction of We offer full project planning, installation and commissioning, and 24/7 service maintenance. platforms, early production, planned or maintenance of main power platforms, early production, planned or emergency maintenance loadtest of main power systems, Aggreko has the solution. We offer full project planning, installation and commissioning, andor24/7 service maintenance. Aggreko, Power Specialists systems, Aggreko has the solution. in Oil & Gas We offer full project planning, installation and commissioning, and 24/7 service maintenance. Aggreko, Power Specialists in Oil & Gas Middle East Ltd. installation WeAggreko offer full project planning, and commissioning, and 24/7 service maintenance. PO Box 16875, Dubai, UAE Aggreko, Power in Oil Aggreko Middle EastSpecialists Ltd. T: +9714 808 6100 F: +9714 883 1825 Aggreko, Power Specialists in Oil PO Box 16875, Dubai, UAE Aggreko Middle East Ltd. T: +9714 808 6100 F: +9714 883 1825 UAE PO Abu BoxDhabi, 16875, UAEDubai, UAE Aggreko MiddleDubai, East Ltd. +971 (0)4 8086100 +971 (0)2 5549494 T: +9714 808 6100 F: +9714 883 1825 PO Box 16875, Dubai, UAEDammam, Dubai, UAE Abu Dhabi, UAE Kuwait City, Kuwait KSA +971 (0)4 +971 (0)2 5549494 T: +9714 808 6100 F: +9714 883 1825 +966 8086100 (0)13 8580301 +965 23983648
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06/02/2 06/02/2014
SKA I n t e r n ati o n a l
supplier profile
AGGREKO
Since its foundation over 50 years ago, Aggreko has grown to become the world’s leading provider of rental power and temperature control solutions. With over 5,700 employees operating from over 194 locations, Aggreko provides 24/7 availability and service support. Aggreko offers the highest levels of performance and customer service and is truly a global force in temporary power generation. Aggreko in the Middle East Since opening its first regional office in Sharjah in 1991, Aggreko today offers round-the-clock service support and equipment availability in the Middle East through a network of twelve locations in eight countries; UAE, Oman, Qatar, Kuwait, Bahrain, Saudi Arabia, Turkey and Iraq. Practical Solutions More than products, Aggreko has significant experience in providing power generators, electrical testing and temperature control services, offering total power and cooling solutions. Its equipment allows the flexibility of creative and novel solutions to suit customer needs - solutions that work not just on paper, but in practice. This means offering 24-hour back-up 365 days a year and making full use of a global network of depots to ensure that the equipment is on-site in the shortest possible time. The considerable success of Aggreko is due not only to the services provided, but the way in which those services are provided. The accomplishments are a result of the application of vision and creativity to customers and giving them ideas and solutions that improves their performance – every time. By working with Aggreko, our customers can focus on their core activities, secure in the knowledge their power supply is in the hands of an expert organisation. Website: me.aggreko.com
2014 12:55 12:55
SKA I n t e r n ati o n a l
Off loading cargo
80,000 Planned number of tonnes of fuel storage available at the Port of Khor Al Zubair 92
October 2014
“The company can continue to grow significantly in the next three to five years.� Khor Al Zubair Iraq represents arguably the greatest challenges but also the greatest amount of activity for SKA, which operates under nine companies across six Middle Eastern and African countries. Its current flagship investment lies at the Port of Khor Al Zubair, the first privately-owned fuel storage facility in Iraq, with a 20,000 tonne capacity, set to rise to 80,000 once phases two and three are completed. The expansion, which will take total spend to upwards of $80 million, will allow SKA to deliver
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The company’s aim is to handle third party imported products
more fuel to power vital industries in the future. “We have encountered some significant challenges but we are very active, supplying fuel and importing refined products, and keeping power stations operational in what is a very difficult time,” Douglas added. “The expansion will give us more capacity and will allow us to bring in bigger vessels which have lower freight premiums. Our plan is not only to handle our own fuel through the terminal but to handle third party imported products also.” SKA also has a testing lab at the site where Intertek conducts international fuel certifications, giving peace of mind to customers in the knowledge that their fuel is of the highest
“The expansion will give us more capacity and will allow us to bring in bigger vessels which have lower freight premiums” – Mike Douglas
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. C on tr ol . T op te ch .
SKA I n t e r n ati o n a l g r o u p
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standard, something which has been problematic in Iraq in the past. Investing in Iraq This project is representative of a shift towards focusing on the oil and gas markets in the country following a number of huge and varied projects based around the US military. SKA handled most of the logistics freight for the US government in a six-year contract and carried out an enormous 180,000-hectare crop spraying scheme in 2006; this while being the key fuel supply chain operator. It now has a fleet of 500 trucks in Iraq moving all kinds of fuel and equipment, and is working with global oil and gas companies including BP and Lukoil. The company’s local knowledge and experience is central to its success. “Security is a major issue in a lot of our regions,” Douglas said. “But 11 years in Iraq has given us the experience to manage our way through a lot of the problems. We have a thorough security plan in place and an extensive evacuation procedure should the need ever arise. “Our experience and knowledge of what happens on the ground is our greatest asset – we can foresee issues before they come to us.” The resoluteness of SKA has played an important part in convincing businesses to invest in Iraq, and Douglas, himself having served in the armed forces, is an active figure at the Iraq British Business Council. This body works tirelessly to
500 Number of trucks in Iraq moving all kinds of fuel and equipment “11 years in Iraq has given us the experience to manage our way through a lot of the problems” – Mike Douglas
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ENGINEER.PROCURE.CONSTRUCT.MANAGE
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ENGINEERING & CONSTRUCTION SOLUTIONS FOR STORAGE INDUSTRY
Chemie-Tech is a professional Industrial solutions provider, offering high quality Engineering, Procurement Construction & Project Management services to Oil & Gas, Petrochemical & Process, Power & Water Industries. The sphere of activity is focused in providing expertise and turnkey solutions to clients throughout Middle East, Australasia, Africa and North America. With Global Operations and technical expertise to respond to the complex challenges of the Bulk Liquid Storage Tank Terminal/Depots Installation, Offsite, Utilities, Pipeline, Process Plants (Refinery & Petrochemical), Topside Facilities, Fuel Ethanol Plants, Bio Diesel Plants or Used Oil Recycling Plants, Chemie-Tech delivers Quality Projects.
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SKA I n t e r n ati o n a l G r o u p
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bring in investment to the country and SKA is a founding member. Ras Al Khaimah Closer to its Dubai headquarters, the company is working to improve the commercial profile of Ras Al Khaimah International Airport. A $10 million aviation fuel storage facility, recently commissioned, is the first step in attracting both cargo and passenger carriers to the airport. Douglas believes the incentive of a competitive fuel and handling package will draw in investment where before it may not have been attractive. “As the UAE rapidly expands there is a lot of congestion at Dubai International, but currently at Ras Al Khaimah there is a very low level of activity,” he said. “We are injecting some fresh ideas and the large amount of hotel developments going on also shows the tourism potential.” Somalia, Uganda and beyond Aviation is also a crucial part of SKA’s work in Africa, not least in Uganda and Somalia, arguably the most unstable nation on the continent. Here SKA has several contracts with the United Nations (UN) mainly based around life support and fuel supply, and continues to provide supply chain services to Mogadishu airport having given it a new lease of life between 2010 and 2013. SKA has operated helicopters as well as its own fixed-wing aircrafts and truck fleet in Somalia,
SKA has operated helicopters as well as its own fixed-wing aircrafts and truck fleet in Somalia
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SKA I n t e r n ati o n a l
The company invests significantly in training
“We pride ourselves on having local staff and taking good care of them, giving opportunities they otherwise wouldn’t have” – Mike Douglas
98
October 2014
with a significant focus now being turned towards oil and gas operations. Douglas added: “We have been on the ground for coming up four years and have developed a unique capability in terms of being able to do business. “There is a big opportunity here for oil and gas and a lot of mineral resources which are yet to be explored. We are long-term investors, here for the long haul.” In Uganda, the company is set to begin building a 20,000-tonne fuel storage facility just outside Kampala, with operations looking to commence in 2015. The site is strategically placed on the rail and road networks from Mombasa, facilitating increased import of refined goods. SKA is also about to retain its air operating certificate, an important step on continuing work
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here and for other UN projects in the likes of the DRC, South Sudan and Central African Republic. Building up communities An ultimate end for Douglas is to revitalise the societies in which the company works, with a big part of this revolving around employing and developing local people in the business. SKA employs more than 700 people, a mixture of former armed forces personnel, commerciallyfocused personnel, as well as local nationals. “We pride ourselves on having local staff and taking good care of them, giving opportunities they otherwise wouldn’t have,” Douglas added. “We invest a lot in training and sending people abroad to become qualified – I want a loyal group to take us forward.” The company also invests heavily in the charitable sector, for example in Iraq where it supports many events run by the Amar International Charitable Foundation. By continuing to improve its own offering, SKA International Group can keep on driving commercial growth in the world’s most challenging environments where help is needed the most, ultimately uplifting the lives of communities that have endured years of hardship. Douglas concluded: “Despite the negative media headlines there is a huge amount of opportunity in African and Middle Eastern countries. The message I want to give is that we are here to stay.”
Company Information Industry
Supply Chain & Energy headquarters
Dubai, UAE founded
2003 employees
700+ revenue
Not Disclosed products/ services
Logistics
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Knapp AB:
Driving Warehousing Innovation Written by: Joel Levy Produced by: Craig Daniels
101
KNAPP AB
Its class-leading solutions saw Swedish company Moving AB acquired by KNAPP in 2008, and the company has continued to set the industry standard since
Racking system 102
October 2014
K
NAPP AB continues to build on its strong position in the Scandinavian market and enhance its reputation as an innovative warehousing industry leader. Based on its forward-thinking spirit and skilled, motivated workforce, Managing Director Benny Thögersen is confident the company will continue to strengthen and expand, with a clear strategy to double turnover as part of its 2020 growth plan. “Back in 2008, KNAPP was not very well recognised on the Scandinavian market. Nowadays all the major players in our industries know us,” he said. The Swedish company, formerly Moving AB, was acquired in 2008 by KNAPP, which was attracted to the former’s innovative systems and conveyor programme, as well as its Scandinavian customer-base built over a 39-year history. Thögersen said: “Leading up to the acquisition, Moving had a quite aggressive business plan. In the late ‘90s through 2000s we entered the system integration market and delivered some very large projects, one of the flagships of which was Clas Ohlson: a £40-£50m installation. “We had some Class 15 mini-load installations in Scandinavia as well as the UK and one in the US. So we had a period of growth where we became the challenger in the market.” As KNAPP AB, the company has gone from challenger to established player, providing a crucial role within the group, based on four pillars.
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Class O Sortering
It is a production entity for pallet and light-good conveyors; producer in Sweden of designs and solutions for small-medium complexity (SMC) systems; component sales provider; and runs a strong customer service team which promptly supplies spare parts and other services to clients where required.
Delivery shoot
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KNAPP AB
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Though KNAPP AB is responsible for local acquisitions for KNAPP’s large-scale integrated projects, The MD sees SMC work as a crucial part of the business. He said: “We see a gap in the market for these smaller scale, less complex projects: £100,000 to £2 million, a field that the really large players are not eager to take projects in. But sometimes it is better to take those. Within the KNAPP group we aim to be a fast-moving, agile, responsive company with very short delivery times to quote and execute this kind of project. “Delivery time is so important, because customers can get a return on investment quickly, meaning they get better savings. The decision processes within the company are much faster than a few years ago.” Market-leading technology For years, Moving set the market standard for conveyor systems, and that it continues to do so is all the more important with the major international players now present in Scandinavia. Two of the company’s invented pick solutionsthe A-frame auto-picking dispenser; and the OSR shuttle-based technology for storage and retrieval- have revolutionised infralogistics, and proven invaluable to its large customer-bases in the pharma, fashion and e-commerce sectors. Thögersen explained: “By using OSR as a backbone in the system you can fulfil many different operations, not only picking but also
Key Personnel
Benny Thögersen Managing Director
“Delivery time is so important, because customers can get a return on investment quickly, meaning they get better savings. The decision processes within the company are much faster than a few years ago” – Benny Thögersen, Managing Director
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KNAPP AB
“We are also very strong in the spare part logistics; serving the customers including Mekonomen and MECA” – Benny Thögersen
106
October 2014
value-added services, dispatch sorting and highly efficient return handling. With this shuttle-based technology, we can simplify the concept and the solution itself. It creates very robust and flexible solutions. “For example, if we have a change in order or SKU structure, you don’t have to make any major rearrangements. We could cope with that situation by having one type of technical solution for doing the job. “We have evolved this technology over 12 or 13 years and can now really gain on the flexibility and speed of the shuttle to create systems with very low complexity but are at the same time robust.” Pharma Pharma is a sector in which KNAPP particularly excels, establishing itself as a class-leader with its warehousing innovations. It has installations at all the major market players in Scandinavia, and last year installed a picking and handling system for food retailer ICA’s store-in-store pharmacy facilities. Also a leader in fashion, ecommerce, and multichannel business, KNAPP AB’s knowledge and solutions make it well placed to handle larger and integrated projects. KNAPP AB enjoys an outstanding reputation in retail, serving high-profile clients such as Clas Ohlson, having worked with the hardware chain since 2,000. Thögersen said: “The installation there is, I
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Robot palletizing
think, the largest warehouse in Scandinavia by volume. We have 23 pallet-stacker cranes there, 16 mini-loads and a comprehensive palette and light goods conveyance system. We have a very close relationship, and in partnership have more or less developed their infralogistics. “We are also very strong in the spare part logistics; serving the customers including Mekonomen and ECA.� Vision technology True to form, the company also leads in vision
Racking systems
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KNAPP AB
OSR Shuttle
“It is important to have trust and belief in your employees. I have applied an ‘outside-in’ way of thinking where we are driven by and adapt to the market and the customers” – Benny Thögersen
108
October 2014
technology, where its approach is to build quality into the process itself, rather than running checks after a task is completed, eliminating error. This technology identifies products in real-time, using barcode or visual recognition, ensuring the correct items are picked. Thögersen said: “The A-frame ejects the products to a central belt which transports it to tote, and when the products are dropping in you also have the vision system, which takes pictures in real-time and recognises all the products. So you know the customer’s products are there and can say with 100 percent accuracy that you have the correct product.”
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Staff This attention to detail and commitment to accuracy is mirrored by the mentality of KNAPP AB’s 70-strong workforce, and instilling an even greater sense of pride in performance has been key to Thögersen’s improvement strategy since his appointment in 2013. Having gained extensive supply chain experience in various roles, the new MD set to enhancing the working environment and opportunities for KNAPP AB’s 75 staff, applying a style of leadership based on his passion for sports management. “It is important to have trust and belief in your employees,” he said. “I have applied an ‘outsidein’ way of thinking where we are driven by and adapt to the market and the customers.” Customer service has been a focus area, with the service technician personnel increased fivefold and further growth planned. “If things go in the right direction we will double that team in three years,” Thögersen said. “In trying to be an agile company, we get very motivated, committed people, and this is something we have improved in the last couple of years. Noone has quit the company in the last year; in fact three or four key people have actually returned.” As it continues to innovate, motivate and set the standard as a flexible, responsive company, attracting and retaining the industry’s best talent, KNAPP AB can be confident that its ambitious goals are well within reach.
Company Information Industry
Supply Chain headquarters
Astorp, Sweden founded
1969 employees
75 revenue
Not disclosed products/ services
Warehousing
w w w. k n a p p - m o v i n g . s e
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European Association of Metal Ores & Industrial M
Self-promotion helps Euromi capitalise on continental prom Written by: Matthew Staff Produced by: James Pepper
f Mining Industries, Minerals
ines mise
111
E u r o m in e s
Conference field trip, Aitik mine, Sweden
“We should be doing exploration and mining and processing and supplying to the people that need those raw materials� – Mark Rachovides, President
112
October 2014
U
nder the Presidency of Mark Rachovides, The European Association of Mining Industries, Metal Ores & Industrial Minerals (Euromines) is striving to lay to bed assertions of the past to encourage its members about the potential of the future. Mining in Europe, and indeed across the world, has often come in for criticism but through a strong focus on external industry collaboration and internal optimism, the association is well on its way to changing industry standards and consequently, public perceptions. Existing as a not-for-profit organisation in its current form since 1996, Euromines represents more than 40 different metals and minerals, more than 100 companies and about 350,000 jobs across its member states, and
M inin g
Key Personnel
Mark Rachovides President
Rachovides is positive that Europe can become a partner of choice within the mining industry. “The important thing through what we do is to point out where mining fits in the value chain and to get away from those old stereotypes,” he said. “We need a balanced, responsible approach to keep the value chains in the EU because it won’t contribute to our renaissance or our future if part of the value chain is being sourced outside when we have the ability to do it here. “We should be doing exploration and mining and processing and supplying to the people that need those raw materials. We can do the whole thing and that should make us the partner of choice because we should be showing ourselves as the leaders in terms of sustainable use of our resources.
Mark Rachovides is a consultant to Eldorado Gold Corporation and until recently was Chairman of Deva Gold, Eldorado’s subsidiary in Romania. He was formerly an Executive Director of European Goldfields which was acquired by Eldorado in early 2012. Rachovides is a well-known specialist in South East Europe and Chairman of the Euromines Gold Group.
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E u r o m in e s
Vykleky quarry in the Czech Republic after rehabilitation
“Europe is surprisingly underexplored and underinvested for exploration” – Mark Rachovides
114
October 2014
“That’s what we want to achieve; to set the standard that’s higher than everyone else.” Present virtues Manufacturing in Europe currently accounts for 75 percent of the EU’s exports and many of these manufactured products depend on raw materials. It is figures like these which the Association aims to make clearer to the business world moving forward.
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“Europe is surprisingly underexplored and underinvested for exploration, but in terms of technology, we’re very advanced, so we are increasingly developing the ability to mine more complex deposits and have more automated machinery,” Rachovides said. “We ultimately look to a future of stateof-the-art modern mining in Europe.” The Association is therefore striving, through affiliations with organisations and
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Wealth Creation by Mineral Extraction in Europe, organised by Euromines on 3rd December 2013 in Brussels
Xxxxxxxxxx Vykleky quarry in the Czech Republic before rehabilitation
E u r o m in e s
M inin g
conferences at high profile events, to start getting that positive industry message across. This can only come with a collaborative and integrated drive among its members too though, and Rachovides is adamant that all are responsible in that push and none are burying their heads in the sand. “Most of our members need and do talk more about our good stewardship and the added value that we bring across the spectrum of our activities,” he added. “A lot of the criticisms are the sins of our past and we need to talk more about the virtues of our present and our future. “Our performance today in Europe speaks for itself. We have excellent health and safety records, very low numbers of fatalities and rank very highly in terms of productivity. We invent a lot of technologies used worldwide because we are constructive, responsible, intelligent people.” Globally competitive Structured through a series of committees, comprising a decision-making steering committee, a think-tank policy committee, and some more specialised sector committees – environment, health and safety, emission training standards, communication, gold mining and magnesia production – Euromines is set up to be the recognised representative for mining in Europe; a voice and point of reference in relation to the European institutions, and a sounding board for members regarding
Key Personnel
Corina Hebestreit Director Dr. Hebestreit is the Director of Euromines. She has 20 years of experience in the mining sector, from primary raw materials to marketing of end products. Over the years she has built an extensive network in the industry and academia.
Johannes Dreilsma Deputy Director of Euromines
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E u r o m in e s
Wealth Creation by Mineral Extraction in Europe
EU mining sector can boast a wealth of deposit opportunities
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policy matters and technical issues. The main goal as a consequence of these ongoing discussions, forums, collaborations with global organisations and monitoring of international trends, is to ensure that the EU maintains and builds upon its position as a responsible and balanced source of minerals. Complementing the effective stewardship, innovation and people that the EU mining sector can boast is also a wealth of deposit opportunities where the industry can expand its footprint, and this is what Euromines will be smoothing the pathway towards
M inin g
Association Information A SSOC I A T I O N TY P E
Mining LOC A T I O N
Brussels founded
1996 No. of M e m b ers
N/A
over the coming months and years. “There is certainly a lot of money in Europe and we also have a tremendous amount of intellectual capital and industrial capital in terms of making and inventing things,” Rachovides concluded. “If you look at our competitive positioning, we are heavily regulated, have a large population, not a lot of land mass, but still manage to compete in an international market on a company-by-company basis successfully. “We’ve dealt with the questions of the past and can now be innovative and adopt competitive solutions to problems of the future.” w w w. e u r o m i n e s . o r g
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Eldorado Gold:
Operating Successfully in Emerging Jurisdictions CEO Paul Wright discusses the company’s two Turkish assets – Kisladag and Efemcukuru – and explains what the future holds for the gold mining company Written by: Robert Spence Produced by: James Pepper
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ldorado Gold Corporation is a 750,000 ounce gold producer with mining, development and exploration operations in Turkey, China, Greece, Romania and Brazil. The Canadian-based company owns and operates seven mines and is developing six projects. The Company’s success to date is based on a low-cost strategy, a highly skilled and dedicated workforce, safe and responsible operations, and long-term partnerships with the communities
MINING
Underground at Efemcukuru mine
where it operates. It’s a disciplined approach that makes for a pragmatic culture; a culture that is honest, forthright and preservers to find solutions. It’s an approach that is shared across Eldorado Gold’s diverse global operations. This ethos has seen Eldorado double production, increase its resources and reserves, and maintain cash operating costs in the lowest quartile of the global cost curve over the past five years. Eldorado’s pipeline of of high-quality,
‘The Canadianbased company owns and operates seven mines and is developing six projects.’
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CUSTOMER FOCUS
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Eldorado Gold
MINING
long-lived projects has the potential to make the Company a 1.5 million ounce gold producer. Eldorado Gold is now working to develop its assets, particularly those in Greece, that will become a major component to its capital growth. Assets in place Eldorado Gold’s success is exemplified by its two Turkish mining assets – the Kisladag and Efemcukuru gold mines. Although the country hasn’t traditionally been a top location for mining investment, Eldorado saw Turkey’s potential. “We elected to go into jurisdictions that aren’t typically viewed as mainstream countries for gold mining,” said Eldorado Gold CEO Paul Wright. “Greece and Turkey have a long history, an ancient history, of gold mining and are very
supplier profile
Kisladag Gold Mine
Joy Global
Joy Global Inc. is a worldwide leader in high-productivity mining solutions. Through its market-leading Surface and Underground Business Segments, Joy Global manufactures and markets original equipment and aftermarket parts and services for the mining industries. Joy Global’s products and related services are used extensively for the mining of coal, copper, iron ore, oil sands, gold and other mineral resources. Website: www.joyglobal.com
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Industry leader in supplying high quality wear resistant parts and customer service to the global mining industry.
Eldorado Gold
MINING
prospective. That’s our target. “Turkey has been incredibly successful for us. It’s a very good country to operate in because you have a rule of law, strong work ethic, and a healthy degree of pragmatism. Plus, there’s a rich mining tradition.” The company’s most successful gold mine to date is the Kisladag project in Turkey. As the first open-pit heap leach mine in Europe, the mine produces over 300,000 ounces of gold per year, and is the largest gold producing mine in the country. “It’s been a very successful, predictable, low cost operation for us. It’s the cornerstone of the company,” Wright added. The mine, which began production in 2006,
New mine fleet at Kisladag
Working on Kisladag Leach Pad w w w. e l d o r a d o g o l d . c o m
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Eldorado Gold
Trucking ore from the Kisladag open pit
“We’re currently going through an expansion so we’ll be looking at increasing annual production from 12.5 million tonnes to 20 million tonnes” – Paul Wright, CEO
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was first discovered by Eldorado using traditional grass roots techniques including satellite imagery followed up by geochemical sampling, drilling and then various stages of engineering, permitting and construction. Wright added: “We’re currently going through an expansion so we’ll be looking at increasing annual production from 12.5 million tonnes to 20 million tonnes. The expansion will bring the mine life to 16 years.” Eldorado is looking to add a parallel crushing circuit and expanding the ADR plant to provide for the additional capacity. Located in Western Turkey, the Efemcukuru mine is a high grade, underground gold operation. While one of the smaller mines for Eldorado, the project is currently processing over 400,000 tonnes per year. “It’s an impressive operation not only because of the ore body and the operating performance, but also because the project is only 30 kilometres away from a city of 3 million people,” said Wright. “We put an immense amount of effort and resources to build an operation in a manner that is as low impact as possible.” Eldorado consulted extensively with local communities on mine design and process flowsheet. “We made various investment decisions that you normally wouldn’t see with a mine this size. It was designed to reduce visual and environmental impacts, including moving crushers underground. It’s nicely tucked away in the hillsides.”
MINING
Efemcukuru mine site at night
Developing future assets Along with its Turkish mines, Eldorado Gold is developing additional long-lived assets. According to Wright, the company has projects in place that will provide major growth capital for years to come. “We’ve been very deliberate in building a company through exploration and careful
Kisladag gold bars
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EFTA is one of the leading suppliers for oil and lubricants through the distributorship of OPET. EFTA gives solutions to our customers for performance, reliability and direct service for perpetual production and efficiency with professionals trained staff, environmentally friendly distribution modern tools and automation system which provides reliability to mines, quarries, large construction sites and the shipping of petroleum products to satisfied the requirements for various investments.
T: +90 312 4263427 M: +90 506 7019095 F: +90 312 4263428 E: eftapet@gmail.com W: www.eftagrup.com.tr
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Eldorado Gold
MINING
acquisition. We’re building a portfolio of extremely high quality, long-lived assets.” The company is currently focused on the development of two projects in Greece: Olympias and Skouries. “The Olympias mine was a pre-existing polymetallic mine producing silver, lead, zinc and gold,” said Wright. “We’re currently developing it in three phases.” The first phase is a rehabilitation project, where Eldorado is cleaning up 2.4 million tonnes of preexisting surface tailings. “We’re half way through the cleanup where we are treating the tailings by running them through a refurbished processing plant,” added Wright. The second phase will include the reactivation of the mine. “We’re in the process of rehabilitating and redeveloping the underground mine and we’ll be looking at processing ore through the existing, refurbished mill using a flotation process to produce three concentrates: lead-silver, zinc and gold-bearing pyrite-arsenopyrite” said Wright. “We’re looking at an initial run rate of approximately 400,000 tonnes per year from the underground mine.” The third and final stage will be doubling the throughput of the underground mine, including a new plant facility, which will be roughly eight kilometres from the mine. “We’re in the process of driving an eight km tunnel to connect the new plant location with the
Main access portal at Olympias
Olympias site
‘The Olympias mine was a pre-existing polymetallic mine producing silver, lead, zinc and gold’ – Paul Wright, CEO
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Olympias tunnel development
bottom of the underground mine,” said Wright. “That tunnel is currently 1.6 kilometres complete. “Although this is a number of years out, you’ll see us removing all of the infrastructure around the Olympias mine site, reclaiming almost all areas, including dismantling the current processing plant.” Another exciting project for Eldorado Gold is its Skouries asset in northern Greece. The highgrade gold-copper porphyry deposit will operate in two phases with the initial phase consisting of a small, open pit mine. The production of the mine, which is expected to commence in late 2016, will be roughly 8 million tonnes per year.
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MINING
“The project will be followed by 20 plus years at 4 million tonnes per year with the underground aspect” said Wright. “We’re in full construction now,” The mine will also include a simple metallurgical process that will produce a clean copper-gold concentrate via flotation as well as doré form a gravity circuit. Long-term Partnerships Eldorado has built a strong track record as a responsible producer that delivers on its commitments. Operating with integrity is one of Eldorado’s top priorities and it implements
Skouries mineralisation
Skouries main adit
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Noise sampling at Kisladag
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world-class technical, environmental and safety practices at all its assets. The Company recognises that its success is contingent on building and maintaining long-lasting relationships with its stakeholders. “Around the world communities continue to be resistant to mining projects and developments. Based on our experiences, we’ve learnt to be open and transparent and engaged in the society from the moment you’ve stepped foot in their community. From the very beginning, companies need to develop rapport and trust that responsible mining can be beneficial to society.” “You have to take a holistic view, recognise your impacts and develop ways to manage and
MINING
Company Information Industry
Gold mining headquarters
Vancouver, Canada founded
1992 employees
Over 7,000 Planting trees at Kislada revenue
mitigate these from project inception through to reclamation, closure and life after,” said Wright. “There’s no point in hiding from that reality. Most people expect you to be open and have dialogue.” For Eldorado, integrity means being honest, straightforward and accountable. This is achieved through transparent practices such as conducting local mine tours or having community groups test the operations themselves for environmental compliance. Wright concluded: “We spent a lot of time in teahouses in Turkey answering all types of questions about our operations. Without a doubt, it was this engagement that was fundamental to our success in the country”.
US$ 1,124 million products/ services
Gold, Silver, Lead, Zinc, Iron Ore
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Charcon:
Building made Faster, Smarter and Safer Written by: Joel Levy Produced by: Richard Durrant
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Charcon
Charcon is setting the standard in an ever-expanding offsite industry, offering efficient, effective structural solutions for a wide range of project specifications
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harcon Construction Solutions is leading the way in the growing UK offsite construction industry with a comprehensive range of innovative structural products and solutions. With a wide selection of prefabricated products for roofing, flooring, foundations, lift and stair cores, structural frames and hydro, the company has won work on several large projects in recent years, and with an impressive portfolio lined up going into 2015, looks set to go from strength-to-strength.
Justifiably ambitious Managing Director Andrew Dix is confident that Charcon will come to be recognised as the number one in its industry, setting the standard for lean construction. In doing so, he expects the company to continue growing with new factories and an expanded workforce buying into the mentality that has already made the company a leading light in its sector. This ambition is already being seen in its Morpeth facility, where Charcon has recently expanded both its product range and manufacturing capability with a significant investment into its T-beam range.
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Aggregate Industries Charcon’s partnership with Aggregate Industries in 2009 represented a collaborative
CONSTRUCTION
Construction team on-site
strategy that Dix, former MD of Aggregate, says took full advantage of both companies’ strengths, with start-up Charcon seeking a foothold in a struggling industry during the recession and Aggregate confronting the challenge of corporate entrepreneurship. Since the joint venture agreement, Charcon Construction Solutions has continued to provide quality cross-sector precast concrete solutions, appropriate to the specific and varied needs of residential, school, healthcare,
‘Charcon has recently expanded both its product range and manufacturing capability, with a significant investment into its T-beam range’
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www.springvale.com
Insulation products from the experts... At Springvale we recognise that insulation products must not just perform thermally but also provide exceptional green credentials. Springvale Platinum EPS is not only a modern material but is also one of the most environmentally friendly solutions available. Together with it’s long life qualities Platinum EPS provides a constant performance for the lifetime of the building into which it is installed.
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FLOORS
WALLS
ROOFS
Beamshield Plus Floorshield Gridshield Grooveshield Pipeshield
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Roofshield Hydroshield Roofshield V & S Platinum Warmsark Platinum Warmsqueez
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For free expert advice on how Springvale products can combine to help you achieve SAP 2012 call our technical help line on 0845 769 7452
supplier profile
Springvale
AIMC4, Noble Park, Epsom. With kind permission from Crest Nicholson.
Housebuilding, along with energy conservation and our carbon footprint have become hot topics in the media in recent years. Springvale EPS has lead the way in promoting the fabric first approach to house design, incorporating vital increased insulation into the most important possession in any persons lifeâ&#x20AC;Ś their home. From installed systems to retrofit systems Springvale has a proven range of products perfect for this vital role. For many years expanded polystyrene (EPS) was seen as the poor relation to PIR, XPS and fibrous materials but Springvale through extensive testing and development has proven that no other material has the flexibility, robustness, economy and builder friendly credentials of EPS. More stringent building regulations have brought insulation systems into closer focus and the introduction of Springvaleâ&#x20AC;&#x2122;s Platinum products has been perfect in its timing. Beamshield Plus was successfully showcased in the AIMC4 project for Crest Nicholson and is now used extensively to achieve fabric insulation targets within Part L1A and SAP 2012 and every level of the Code for Sustainable Homes. Beamshield Plus has also proven to be of help with the ever-increasing concern over health and safety on building sites. The advantage of using EPS over the concrete blocks it is replacing is a material handling success story and is certain to be a major driver to the use of EPS infill systems in the future.. In walls Platinum Ecobead gives a waste free, fast and economical solution to fully filled cavity walls. The Ecobead advantage over installed solutions is now widely appreciated and the unsurpassed continuity of the thermal envelope will prove to become even more important in years to come. Website: www.springvale.com
Charcon office and commercial buildings. Its extensive services include the supply and installation of precast stairs, landings and bespoke builds, and via its network of offices nationwide, the company is able to offer highprofile schemes complimented by focused project management, tailored to the client’s specific construction requirements and budget. Residential Build
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Projects Though it has effectively delivered numerous smaller systems, Charcon’s high-profile projects include works at the Olympic Park for the 2012 Games, where it provided precast concrete for seating and stairs at the Velodrome. Another £600,000 project at Gravesend Station during Christmas last year showcased perfectly the company’s ability to work in tough conditions and the suitability of precast solutions for quick turnaround times. Over 72 cold and windy hours, three crews installed a complete precast concrete platform, allowing the station to quickly return to full operation. Charcon’s expertise in designing, planning and installing specialist precast were tested to their limit to guarantee the platform was installed as-designed on-schedule, with the crews working back-to-back 24 hours a day. That the project was delivered so quickly is testament to the months of careful planning and offsite installation which proceeded it; an approach that typifies the company’s attention to detail.
CONSTRUCTION
Another fine example of this was seen with Charcon’s skilled work at the £70m Kingston Heights Barge Dock residential development last year. Here the company installed a platform of four concrete heavy load transfer beams to support construction of a new restaurant and accommodation within the development. Time was a key factor due to the barge dock’s location in a public park, and that the work was completed in a few short hours, causing minimal disruption to locals was an important factor that Charcon certainly delivered on. Health and safety Though speed is a defining factor of Charcon’s work, so too is safety. As President of the British Precast Concrete Federation, Dix has made it a priority to promote health and
Key Personnel
Andrew Dix Managing Director From box culverts and bespoke rail platforms, right through to bespoke precast designs. Whatever the specification, Charcon bring innovation, quality and performance to any project
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safety standards in the construction industry, and passionately applies this ethos to the wellbeing of the 550 workers Charcon employs across its seven production facilities. Moving construction away from the potential hazards of the on-site location and into the controlled factory conditions eliminates the most common cause of injury and fatally - fall from height. Nowhere is this more relevant than roofing work, and it is an area where the companyâ&#x20AC;&#x2122;s innovative MODUROOF solution is helping negate the problem. Built off-site at ground level in the factory before being lifted into position on- site by crane, MODUROOF dramatically reduces workers from these dangerous situations which
CONSTRUCTION
can be made even more treacherous by factors exclusive to an on-site setting, such as poor weather conditions and other site activities. The controlled factory environment additionally reduces the risk of injury from repetitive lifting and use of heavy tools in the less predictable on-site environment. The company is also committed to offering its employees training opportunities to improve their skills and the ability to progress through the ranks. Dix is a firm believer in the promotion of young and local talent, and described how Charcon has recently taken on three apprentices. As a company, it is keen to play an active role in combating the looming skills gap in the UK construction industry, at the same time as
Charcon is commited to offering training opportunities to its employees
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Charcon
Kingston Site view
championing the benefits of offsite construction as a member of the organisations Build Offsite and the British Precast Association.
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Better living Of course it is not just the staff that gain from Charconâ&#x20AC;&#x2122;s approach to construction, but also its customers. With Integrated Solutions, many elements of Charconâ&#x20AC;&#x2122;s products and services are designed, supplied and installed as a high performance structural shell. Besides offering thermal performance to code level 6 and passive standards, the system offers time and cost certainty, minimal waste and architectural design flexibility.
CONSTRUCTION
With Integrated Solutions, the company’s vision is to create an enhanced living environment which offers better, fresher interior conditions all year round. This is achieved through the quality of the builds, which achieve excellent thermal and acoustic performance, outstanding air tightness and attractive exterior finishes.
Company Information Industry
Construction headquarters
Suppliers Fundamentally important to Charcon’s success has been the long-term positive relationships built up with suppliers local to its production facilities, including Marshalls, Titan Cement and Breeden. Working closely with trusted partners has been beneficial both to the company and the areas’ industry, with Charcon prepared to pay more to keep the supply chain as local as possible and avoid excess roadmiles that damage the environment. It is an appropriate strategy for a company which takes its environmental responsibilities seriously and manufactures highly sustainable products in energyefficient facilities, with an emphasis on the use of recycled and reclaimed materials. With the manner in which the company invests in young talent, and the dedication and positive attitude of its workforce complementing an innovative spirit, responsible ethos and class-leading products, the MD’s ambitions for the future look set to be realised sooner rather than later.
Wiltshire founded
Not disclosed employees
550 revenue
Not disclosed products/ services
Offsite construction products and solutions
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Invest KL:
Greater Kuala Lumpur - The Regional Headquarters for Multinational Companies in Asia Written by: Sam Jermy Produced by: James Pepper
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I n v e s t KL
Iconic KL Financial Services hub is a boon to engineering and construction firms
Greater Kuala Lumpur, the business capital of Malaysia, is fast becoming one of the worldâ&#x20AC;&#x2122;s top destinations for investors and multinationals, with InvestKL being the driving force behind this concerted effort 150
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enowned for its world-class infrastructure, Greater Kuala Lumpur serves as the preferred regional hub for investors to base their businesses and supervise activities along the value chain, with its investor-friendly business environment coupled with attractive tax activities. InvestKL is mandated by the Malaysian Government to attract and facilitate large global multinational companies to set up their regional business, innovation and talent hubs in Greater Kuala Lumpur and strategically grow their business in Asia. Greater Kuala Lumpurâ&#x20AC;&#x2122;s formulas for success come from its many advantages, which include its business-friendly policies, well-developed infrastructure, quality of life and robust talent pool.
technolog y
Malaysia was ranked the most popular emerging market destination beyond BRIC countries and ranked 12th in global competitiveness. It was also ranked sixth for Ease of Doing Business; World Bank’s report on Ease of Doing Business, 2014. Greater Kuala Lumpur was also ranked the 2nd most competitive city and the most livable city in South East Asia. At the same time, it was ranked the second best work culture. And yet, it remains a very affordable city, ranked 115th for worldwide cost of living (#1 = most expensive) Zainal Amanshah, Chief Executive Officer (CEO) of InvestKL Corporation, said: “Greater Kuala Lumpur has attracted an array of investors from across the globe, with North American and European companies in particular. Companies from Asia such as Japan, Singapore and China also chose Greater Kuala Lumpur as their regional base due to its strategic location and business advantages.” Leading firms with a presence in Malaysia include French firm Colas Rail; Linde, A Forbes 2000 listed industrial gas and engineering company from Germany and Darden which is the first and largest commercial scale lobster farmer, and AECOM- a global provider of professional technical and management support services to a broad range of markets, including transportation, facilities, environmental, energy, water and government.
Key Personnel
Zainal Amanshah CEO Zainal Amanshah was appointed Chief Executive Officer of InvestKL in 2011. With more than 22 years of experience in the private sector, Zainal has held senior positions in multinationals, Malaysian companies and startups. Prior to joining InvestKL, he was the Group CEO of REDtone, a Malaysian public listed telecommunications provider. He was also one of the company’s founders. In the course of his career, Zainal has familiarised himself with many industries such as banking, insurance, oil & gas, automotive and manufacturing. He is also well versed with the public sector especially with regards to foreign investment.
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INVEST KL
The agency intends to focus on investments in the six sectors
InvestKL facilitated AECOM to set up its Centre of Excellence (CoE) in Greater Kuala Lumpur, via the Technology Specialist in Specific Domain Expertise (TeSSDE) programme. In addition, Turner Construction Co, a multinational construction firm, has been in Asia since 1965 when it managed the construction of Hong Kongâ&#x20AC;&#x2122;s Mei Foo Sun Chuen, one of the worldâ&#x20AC;&#x2122;s largest residential developments at that time. Since then, it has placed its fingerprint on a number of iconic developments dotted throughout the Asia-Pacific region. In Greater Kuala Lumpur, it is now doing infrastructure work on the Tun Razak Exchange,
technolog y
involved in the construction of the Warisan Tower and the Warisan Merdeka Mall, the Four Seasons Place KL and working on Tradewinds Square, Menara Tun Razak and the Etiqa office tower, a 38-storey office tower in Greater Kuala Lumpur. With more than a handful of projects in Malaysia, Turner’s decision to set up an office in Greater Kuala Lumpur was based on more than just the potential of the Malaysian market. “Our decision was guided by three factors, including the potential the Malaysia market offers not only in Greater Kuala Lumpur but throughout the peninsula,” Jack Cummiskey, vice-president and regional manager, Asia Turner International Malaysia Sdn Bhd. said of its work in the Asian markets. “In addition, we have found a very business friendly environment which supports our overall growth strategies for the region. In turn, KLIA offers the best access to the South-East Asia region making Greater Kuala Lumpur a natural choice for our regional headquarters,” Cummiskey said. Leading ASEAN economy A proven investment destination for multinational corporations, Greater Kuala Lumpur is positioned on the dynamic growth in Asia. Greater Kuala Lumpur is home to major multinationals including BMW, British American Tobacco, Shell and many others. Greater Kuala Lumpur is also at the centre
InvestKL - Greater Kuala Lumpur Corporate Video
“Greater Kuala Lumpur has attracted an array of investors from across the globe, with North American and European companies in particular” – Zainal Amanshah, CEO
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GKL at a glance : • Population: 7.2 million • 150,000 graduates annually • 39 public universities • 37 international schools • Formula One host since 1999 • 15 world class golf courses • 18 museums and art galleries • 1,990 weekly flights to 103 cities • 21 million TEUs (20ft Equivalent Unit) Port Handling in 2012
The KL118 Tower, scheduled for completion in 2019, will add Xxxxxxxxxx new heights to Kuala Lumpur’s already iconic skyline
I n v e s t KL
construction
of high growth Asian markets; robust trade and domestic demand with a huge market potential of 4.4 billion people and there is a strong foreign direct investment with $12 billion in 2013, an increase of 25 percent from 2012. The vicinity is one of the most cost competitive places on earth with high-skill and high-value talent at economical rates. With world class infrastructure consisting of highly efficient road, rail, sea and air connectivity, all the sectors are set to flourish and become the top 20 livable cities in the world by 2020.
Datuk Seri Michael K C Yam Chairman Manager He had an illustrious career spanning 30 years in the construction, real estate and corporate sectors with the last 12 years until 2008 helming two different award winning public listed property companies.
Planning for growth Greater Kuala Lumpur already contributes 30 percent of Malaysia’s gross national income, totalling $60 billion. Its contribution will be a lot more in 2020 when population will have grown 40 percent to 10 million, as is forecast. “That is good news, but it also
“The challenges associated with upgrading or initiating new urban infrastructure projects over the next six years are business opportunities for global engineering and construction companies” – Zainal Amanshah, CEO
Key Personnel
During his stewardship of these two companies and prior to that in top management positions with various organisations, he was actively involved in the development and management of hotels, resorts, shopping malls, golf estates, international schools and various mixed developments, not only in Malaysia but also in Australia, UK and South Africa.
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I n v e s t KL
The Mass Rapid Transit first line, Sungai Buloh to Kajang, is under construction, planned for completion in 2017. Pictured is a rendering of a new MRT station to be built
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poses a challenge in terms of how to prepare for that,â&#x20AC;? said Amanshah. â&#x20AC;&#x153;However, challenges can be opportunities in disguise. And the challenges associated with upgrading or initiating new urban infrastructure projects over the next six years are business opportunities for global engineering and construction companies. â&#x20AC;&#x153;This is particularly true for E&C players that win contracts to play a role in implementing key projects and remain in Greater Kuala Lumpur after those projects are completed to service
technolog y
other projects taking shape elsewhere in Asia.” AECOM, a leading global engineering design firm with an already significant operation in Greater Kuala Lumpur, predicts continued growth in construction and infrastructure spending in Asia. Infrastructure was behind 37 percent of total construction spending of $32 billion in 2013 in Asia, according to AECOM’s Asia Construction Outlook 2014 report. These trends are good news for Malaysia, and Greater Kuala Lumpur particularly, where several major public infrastructure projects are now under way or soon will be as part of the region’s National Key Economic Area (NKEA) status, and for engineering and construction firms that are in Greater Kuala Lumpur now or are considering opening operations there. These projects include: High-speed rail service between Kuala Lumpur and Singapore, which would reduce the 350 kilometre journey to 90 minutes; An integrated Urban Mass Rapid Transit System incorporating light rail and monorail, bus, taxi and terminal components; River Cleaning and Beautification with a view to making the Klang River a central ingredient in Greater Kuala Lumpur’s revitalization programme. In summary, Greater Kuala Lumpur is Malaysia’s primary facilitator of trade, most economically vibrant and commercially important region. The city intends to become a world-class metropolis and one of the world’s top investments destinations.
Company Information Industry
Government entity headquarters
Kuala Lumpur, Malaysia founded
2011 employees
40 revenue
Not disclosed products/ services
Invest KL is tasked to attract 100 of the world’s largest multinationals to invest in the Greater Kuala Lumpur area by 2020
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Harry Ramsdenâ&#x20AC;&#x2122;s
Brings Loyal Customers Back with Three-Pronged Expansion Strategy The iconic fish and chip brand has spent the past three years renovating its offering and development plans and is now ready to reach the highest levels in its 87-year history Written by: Matthew Staff Produced by: Kiron Chavda
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H a r ry R a m s d e n ’ s
“I’m still overwhelmed by the affinity that the brand has with its customers; millions of pounds into marketing can’t buy you that” – Joe Teixeira, CEO Harry Ramsdens
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arry Ramsden’s has undergone somewhat of an overhaul over the past three years and is now surpassing the already high expectations of Chief Executive Officer (CEO), Joe Teixeira as the company drives forward its company stores, franchising and licensing arms. Having been in the hospitality industry for more than 25 years, Teixeira was well aware of the iconic status of Harry Ramsden’s in the UK but has been taken aback by the level of affinity that its loyal customers still has with the brand, paving the way for such a rapid regeneration. “When I was given the challenge of turning Harry Ramsden’s around I saw an iconic
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Bournemouth restraurant interior
brand that had lost its way and knew it was a great opportunity,” he said. “Three years on and I’m still overwhelmed by the affinity that the brand has with its customers; millions of pounds into marketing can’t buy you that.” Leveraging the value of a strong customer base is one thing, but Teixeira has been sure to repay the faith through the company’s expansion plans, encouraging not only an increase in visitor numbers, but also a change in attitude to bring shareholders back on side to encourage investment into its franchising efforts.
Joe Teixeira, CEO Harry Ramsden’s
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Interior of Harry Ramsden’s restaurant
“Once we believed we had the right proposition in place, it was then a case of convincing the shareholders to invest in the business to allow it to grow properly” – Joe Teixeira
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Franchising The main driver behind a franchising strategy is the ability to react to market needs quickly and effectively, with Teixeira identifying a gap in the market for a branded, ethical fish and chip organisation. “We always knew that franchising was the best strategy to take us forward,” the CEO explained. “Opening a lot of new company stores requires a lot of fast capital expenditure, but if you have capable and experienced franchisees, you then have someone who you know will absolutely care for your brand because it’s their hard cash going into it. “It is the fastest growth to market without diluting the proposition, we’ve hit at the right time of the economic cycle and there is a lot of interest in our business.” The goal is to have 250 sites in place by 2019, and the company is already well on track, having development agreements across Scotland, Yorkshire, West Sussex and the North East of England for 150 sites. The only challenge in that respect now comes from selecting the right people to partner with as the pace accelerates; an example of which can be seen in the company’s recently secured agreement with Welcome Break MSA to develop up to 26 outlets. “I’m trying to avoid handing out single franchisees because it’s very difficult to manage 500 different partners.” Teixeira
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The serving counter at a Harry Ramsden’s restaurant
said. “We now look towards franchisees that can open between five and 20 sites within a specific allocated space.” Merging the industry knowhow of Harry Ramsden’s with the local expertise of selected partners is also supported by a unique, award winning training package offered to encourage standardisation and consistency across all its stores.
Exterior of restaurant
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H a r ry R a m s d e n ’ s
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Organisation growth Complementing its franchising expansion is also the ongoing development of its traditional fish and chip shops, of which there are now more than 10,000, with Teixeira aiming for 10 percent of a saturated and competitive market place. One surprising addition though, has been the inception of its own licensed products hitting UK shelves, as Teixeira explained: “We entered into a partnership with Birdseye on developing a frozen fish retail product and it was so well received by our customers it took us by surprise. “We’re now going to extend that agreement while also ramping up other areas, including – and I could never have dreamt that Harry Ramsden’s could command such a product a chicken product in the retail environment. “It punches above its weight and when Tesco conducted their research it was on par with a brand leader. It is our target to have £100 million sales within five years and we’re already 30 percent towards that.”
Harry Ramsdens aims to have 250 sites in place by 2019
Turbocharged investment Recent successes have come ahead of schedule in a lot of respects, but Teixeira has emphasised from the start the need to remain flexible in what is an ever-changing industry. “The first stage we went through over the first 18 months was fixing what we had and resolving property issues in terms of the right sites and right investments,” Teixeira said. “Once we w w w. h a r r y r a m s d e n s . c o . u k
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“We have a plan and five year vision but it needs to be updated and flexible enough to react to the market and the customer. What they want is what we do” – Joe Teixeira
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believed we had the right proposition in place, it was then a case of convincing the shareholders to invest in the business to allow it to grow properly and we went about refurbishing the jewels in the crown at our key seaside resorts.” The overriding ethos throughout all stages of development has been in establishing value for money within the business, meaning the best proposition for the price of the product, rather than simply the cheapest offering. This, alongside a more convenient strategy in terms of store location has conspired to achieve excellent returns on investment within the first year of expenditure at some sites, and within two years for most others; all of which
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has encouraged the shareholders to accelerate growth even quicker moving forward. Market leader The immediate positivity to come from Harry Ramsden’s development over the past three years is testament to its customers who continue to embrace the new proposition and provide helpful indicators on upcoming trends and taste preferences. “We have a plan and five year vision but it needs to be updated and flexible enough to react to the market and the customer. What they want is what we do,” Teixeira said. “We want to make sure that what we do is consistently above the quality of our competitors and that the customers walk away understanding why they’ve paid for that experience in terms of value.” In turn, Teixeira knows that Harry Ramsden’s’ notoriety in the UK will make any internal success a success for the industry in general, as the company strives to raise the general level of standards. He concluded: “If Harry Ramsden’s is the market leader, it can only be good for the industry in my opinion. We have gone on a journey that the owners began in 1928. It lost its way in the past couple of decades and is coming back to dominate and our ambition is to be recognised around the world, commercially successful, employing thousands of people and having a positive impact on the economy.”
Company Information Industry
Food and Drink headquarters
London founded
1928 employees
471 Full and Part Time employees revenue
£14 million products/ services
Fish and Chips
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Quality service like no other. Based in Ballymoney, Northern Ireland, JMF is a major sub-contractor to the manufacturing business throughout UK and Ireland. Investment over the years on high technology equipment has kept JMF at the front as a sub contractor. JMF’s ability to finish product and deliver to your door using our own transport fleet makes us your best choice. Plasma Cutting • Laser Cutting • Press Brakes • Welding • Punching • Fabricating • Powder Coating • Delivery
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www.jmf-ltd.co.uk
69 Frosses Road, Ballymoney, Co. Antrim, BT53 7HN, UK
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