PREMIER FMCG: quality and excellence in food manufacturing
SUBWAY: a story of growth & innovation in a land down under
GALIPO FOODS: the key drivers behind their success
MELBOURNE WATER: sustainability for a resilient future REMEDY DRINKS AUSTRALIA: the brand behind the global kombucha revolution GRINDING SOLUTIONS: innovating mineral processing in the mining industry
MALVERN KANDEMWA Director of Strategic Partnerships
HOWARD BARCLAY
Chief Project Director
EMILY SMITH
Senior Project Director
EDWARD KAYS
Project Director
JAMES HENNESSEY
Project Director
SAMUEL JOHNSON Social Media Manager
MIKE ASHLEY Head of Finance & Accounts
ANN QUINN Head of Production
MICHELLE DUNCAN Editor in Chief
TOM JENKINS
Graphic Design
Welcome to the July issue of Business Times Magazine!
As we bask in the warmth of summer, it’s a perfect time to reflect on the transformative power of leadership and innovation in shaping our world. This month, we bring you a compelling collection of stories that highlight the visionaries and trailblazers who are driving momentous change in their respective fields.
Our cover story delves into the inspiring journey of Thasunda Brown Duckett, President and CEO of TIAA. We explore how she is steering the organisation toward greater financial inclusion and technological innovation. Under her leadership, TIAA is not just expanding its services but also redefining what it means to provide secure retirement solutions and investment options for millions.
In this issue, we also feature an in-depth profile of Dr Nerina Di Lorenzo, Managing Director at Melbourne Water Corporation Australia. Her strategic initiatives and focus on sustainability are revolutionising water management in the region, setting new standards for environmental stewardship.
We turn the spotlight on Sebastian Galipo, Founder and Managing Director of Galipo Foods Company From humble beginnings to a market leader in the foodservice industry, Sebastian’s enterprising spirit and innovative approach have driven remarkable growth and success. His story is a testament to the power of resilience and vision in building a thriving business.
Our exploration of technology transformation continues with insights into the advancements at Grinding Solutions Ltd, led by Chair Nick Wilshaw. We examine how innovative technology and strategic partnerships are integral to their success, pushing the boundaries of innovation in the mining and minerals industry.
In our ongoing commitment to highlight impactful leadership, we present a detailed look at Shane Bracken, Country Director for Australia, and New Zealand at Subway. His efforts in infrastructure upgrades and strategic partnerships are ensuring that Subway stays a favourite in the fast-food industry while adapting to changing consumer demands.
As always, we strive to bring you stories that not only inform but also inspire. We hope this issue offers valuable insights and sparks innovative ideas for your own journey. Whether you are a seasoned professional or an aspiring leader, there is something here for everyone.
Enjoy reading, and may this summer be a season of growth and discovery for all of us.
If you have a business story you wish to share in Business Times Magazine, please contact our Head of Production via production@ business-timesmedia.com
Thasunda Brown Duckett serves as the President and Chief Executive Officer of TIAA, a premier provider of secure retirement and outcome-focused investment solutions for millions of individuals and thousands of institutions. She leads a company dedicated to financial inclusion and oppor-
tunity; values she has championed throughout her illustrious career. Under her leadership, TIAA is broadening its mission beyond higher education to encompass all Americans saving for retirement.
Thasunda Brown Duckett, often referred to as “T,” has a rich professional background characterised by significant
accomplishments in the financial services industry. Before joining TIAA in 2021, she held several key positions, including serving as the CEO of Chase Consumer Banking, a division of JP Morgan. In this role, she managed a network of over 5,000 branches, contributing to the financial well-being of millions of customers. Duckett is widely recognized for her efforts to promote financial inclusion, literacy, and empowerment, particularly among underserved communities.
Her leadership, financial acumen, and commitment to inclusion have propelled her to this historic milestone—becoming the first woman to oversee TIAA’s $1.3 trillion in assets under management and only the third African American woman to lead a Fortune 500 company full time. Duckett also holds numerous board positions, including NIKE, Inc., Brex Inc., Robert F. Kennedy Human Rights, Sesame Workshop, the National Medal of Honor Museum, the Economic Club of New York, the University of Houston Board of Visitors, and the Dean’s Advisory Board for Baylor University’s Hankamer School of Business. Additionally, she is a member of the Executive Leadership Council CEO Advisory Board, Delta Sigma Theta Sorority, Inc., and Jack and Jill of America, Inc. Furthermore, Duckett has been appointed to the President’s Board of Advisors on Historically Black Colleges and Universities (HBCUs), the Executive Committee of The Business Council, and the Committee for Economic Development. She also serves on the board of the Business Roundtable.
TIAA was founded in 1918 by Andrew Carnegie, originally established as the Teachers Insurance and Annuity Association of America-College Retirement Equities Fund, is a prominent financial services organisation dedicated to providing secure retirement solutions and investment options for individuals and institutions. Initially focused on the academic sector, TIAA’s mission was to ensure that educators could retire with financial security. This mission resonat-
ed deeply within the academic community, leading to steady growth and an expanding client base. With a history spanning over a century, TIAA has grown to become a leading provider of financial products and services, renowned for its commitment to financial inclusion, innovation, and sustainability.
In the mid-20th century, TIAA introduced the College Retirement Equities Fund (CREF), the first variable annuity. This innovation allowed TIAA to offer participants the opportunity to invest in equities, thereby potentially increasing their retirement savings. Over the decades, TIAA expanded its services to include a broader range of financial products and solutions, addressing the diverse needs of its clients. Under Duckett’s leadership, TIAA has intensified its focus on financial wellness and inclusion. They launched numerous educational programs and outreach initiatives to improve financial literacy among its clients. These programs aim to equip
individuals with the knowledge and tools needed to make sound financial decisions. The organisation continues to develop innovative financial products that cater to the evolving needs of its diverse client base. This includes introducing new retirement planning tools and investment options that provide greater flexibility and security.
Duckett has spearheaded TIAA’s efforts to leverage technology for improved client experiences and operational efficiency. The development of user-friendly digital platforms that provide clients with easy access to their accounts, financial planning tools, and educational resources. These platforms are designed to enhance client engagement and streamline service delivery. The use of advanced data analytics to gain insights into client behaviours and preferences. This enables TIAA to offer more personalised and effective financial advice and services. Moreso, integration of automation and artificial intelligence (AI) into its operations to improve efficiency, reduce costs, and enhance the accuracy of its financial services.
TIAA has undertaken significant infrastructure upgrades to support its growth and enhance service delivery. This includes upgrading IT infrastructure to improve system reliability, security, and performance. This ensures that TIAA can efficiently manage the increasing volume of transactions and client interactions. The company has established strategic partnerships with technology companies to develop innovative solutions that enhance client experiences and operational efficiency. This includes the integra-
tion of innovative fintech solutions into TIAA’s service offerings.
TIAA, under the leadership of Thasunda Brown Duckett, continues to uphold its mission of financial inclusion and opportunity while adapting to the evolving needs of its clients. With a robust portfolio of retirement, investment, banking, and insurance services, TIAA serves a diverse clientele across various sectors. The organisation’s commitment to innovation, technology transformation, and sustainability positions it for long-term success and growth. Through strategic partnerships and a focus on financial wellness, TIAA remains a trusted partner for millions of individuals and institutions striving for financial security and prosperity.
FIND
Apple Inc. has long been a symbol of innovation, technological advancement, and global business acumen. Over the past three decades, Apple’s journey in China has been one of remarkable growth, strategic manoeuvring, and significant impact on both the company and the country.
Apple’s entry into China dates to the early 1990s, a time when the Chinese market was just beginning to open to foreign companies. Initially, Apple’s presence was modest, with the company setting up a few sales offices to distribute its products. However, the early years were marked by
challenges, including a lack of brand recognition, competition from local and other international brands, and limited infrastructure. Total business and sales of the App Store ecosystem in China will reach nearly 4 trillion yuan ($570 billion) in 2022 alone, according to a study by economists at Analysis Group. Between 2019 and 2022, the size of China’s App Store ecosystem has doubled, and the revenue of small developers has increased by 59% between 2020 and 2022. In addition, 23% of new developers and entrepreneurs joining the App Store in 2022 will come from China.
A turning point for Apple in China came with its strategic decision to shift manufacturing operations to the region. In the early 2000s, Apple partnered with Foxconn, a Taiwanese multinational electronics contract manufacturer with extensive operations in China. This partnership allowed Apple to use Foxconn’s manufacturing ability and China’s large, skilled labour force to scale production rapidly. Foxconn’s factories in cities like Shenzhen became the epicentre of Apple’s production, assembling millions of devices such as
iPhones, iPads, and MacBooks. This move not only drastically reduced production costs but also enabled Apple to meet the growing global demand for its products. The efficiencies gained through these manufacturing partnerships were instrumental in Apple’s rise to become one of the world’s most valuable companies.
As Apple solidified its manufacturing base, the company began to focus on expanding its market presence in China. In 2008, Apple opened its first retail store in Beijing, marking the start of a significant retail expansion. The sleek design and customer-centric
approach of Apple stores quickly resonated with Chinese consumers, creating a strong brand presence.
The launch of the iPhone in China in 2009 was a notable change. The iPhone’s innovative features and premium branding appealed to the burgeoning middle class and tech-savvy youth, propelling Apple to new heights in the Chinese market. Next models saw unprecedented demand, making China one of Apple’s largest and most important markets.
China’s regulatory environment has been a complex terrain for Apple to navigate. The Chinese government imposes strict regulations on foreign businesses, especially in technology and communications. Apple had to ensure compliance with local laws related to data storage, privacy, and cybersecurity, which often required modifications to its products and services.
Moreover, Apple faced intense competition from local smartphone manufacturers like Hua-
wei, Xiaomi, and Oppo. These companies offered high-quality devices at lower prices, challenging Apple’s market share. To stay competitive, Apple invested in localization efforts, adapting its marketing strategies and product offerings to cater to Chinese consumers’ preferences.
Apple recognized the importance of innovation to keep its competitive edge. The company set up multiple research and development (R&D) centres in China, focusing on areas such as artificial intelligence, machine learning, and hardware engineering. These
R&D centres not only contributed to product innovation but also fostered collaboration with local universities and research institutions. In 2016, Apple announced a $1 billion investment in Didi Chuxing, China’s largest ride-hailing service. This investment was strategic, aimed at gaining insights into the Chinese transportation market and exploring future opportunities in autonomous driving and mobility services.
Apple’s operations in China have had a profound economic impact. The company’s extensive supply chain and manufacturing
activities have created millions of jobs, contributing significantly to local economies. Foxconn’s factories, for instance, employ hundreds of thousands of workers, many of whom have benefited from the economic opportunities provided by Apple’s demand for skilled labour. Apple has also made substantial investments in corporate social responsibility (CSR) initiatives in China. The company has focused on improving labour conditions, promoting environmental sustainability, and supporting education and community development programs. Apple’s commitment to using renewable energy in its supply chain and reducing its carbon footprint aligns with China’s broader environmental goals.
Despite its successes, Apple’s journey in China has not been without challenges and controversies. Labor practices at Foxconn and other suppliers have come under scrutiny, with reports of poor working conditions, excessive working hours, and worker suicides. In response, Apple implemented rigorous supplier responsibility programs, including audits, worker training, and improvements in labour standards. Intellectual property (IP) protection has been another critical issue. Apple has faced many legal battles over patent infringements and counterfeit products in China. The company’s efforts to protect its IP have involved close cooperation with Chinese authorities and continuous legal actions against infringers.
As Apple looks to the future, China will continue to play a pivotal role in its global strategy. The Chinese market is one of the largest for Apple products, and the company’s investments in local innovation and partnerships are likely to deepen. However, Apple will need to navigate ongoing geopolitical tensions between the United States and China, which could affect its operations and market access. Emerging technologies such as 5G, artificial intelligence, and augmented reality present new opportunities for Apple in China. The company’s ability to innovate and adapt to changing consumer preferences will be crucial in keeping its leadership position. Additionally, Apple’s commitment to sustainability and social responsibility will continue to be vital in aligning with China’s development goals and regulatory requirements.
AI’S USE IN THE AEC/O INDUSTRY HAS THE POTENTIAL TO INCREASE SUSTAINABILITY, EFFICIENCY, AND DECISION-MAKING, SAYS NEMETSCHEK GROUP
From ChatGPT to the realm of robotics, AI appears to be everywhere.
In the time-honoured tradition that follows the introduction of any new major technological leap – from the printing press back in the 15th century, right up to the democratisation of the internet – conversations on the topic swing from the benefits AI will deliver to concerns over the risks that it poses. As we have also seen in the past, once the dust has settled, AI will find its
niche, whether it’s noticeable at the front end or hidden away at the back end of the services and technologies that we use in the future. There’s no doubt that bad actors will use AI to their advantage, but events like the AI Safety Summit hosted in the UK last November will unite governments and the technology industry in a joint mission to create guardrails to ensure that, where possible, AI is used to benefit society, rather than compromise it.
Even at this early stage of AI’s evolution, there’s no doubt that the AEC/O industry should be excited about the opportunities that AI presents. The technology has a role to play in helping the industry cut its carbon emissions and raw material waste through the implement of better ways of designing and constructing buildings. The good news is that AI – tailored for the
construction sector – already exists, although its usage remains somewhat discreet. While it is less tangible and visible than in architecture or interior design, AI nonetheless represents a significant innovation for the construction industry; and, as the technology evolves and finds more applications where it can add value to our profession, it will become an invaluable part of our essential toolkit.
It is important that we are receptive to AI, despite any initial reser-
vations or concerns we may have. Solutions supplemented with AI will emerge as formidable allies in addressing the crucial challenges the industry faces. They will be essential in redefining our standards of efficiency, especially in meeting the challenges of ecological transition, precision and profitability throughout project lifecycles.
Those are all commendable ambitions, and AI can help the industry meet them.
Although the industry is still in the midst of a digital transition, data already plays an essential role. In fact, data processing – automated through AI-integrated tools – can revolutionise the planning and design phases of construction projects. Aggregating information from multiple sources and stakeholders (architects, urban planners, project managers, etc) – which is always complex and prone to error or confusion – becomes smoother when supplemented with AI.
Furthermore, the digital model derived from Building Information Modelling (BIM) becomes more precise and detailed, reducing reliance on numerous – and sometimes very specific – third-party solutions. AI also intervenes to provide more accuracy by analysing data history heterogeneously and in real-time, thus avoiding manual inaccuracies. As a result, AI ensures
the integrity of initial design models while establishing a mechanism for continuous improvement. Such an approach significantly reduces the costly and time-consuming risks associated with human error.
Another major asset for the sector is the contextual analysis that AI can provide professionals. It leads to the overall design of a building, considering environmental factors such as local climate models. Those insights guide professionals in making proactive decisions when anticipating future challenges.
AI facilitates real-time monitoring of construction progress by measuring it against the planned schedule. This approach immediately identifies programming issues or potential delays, enabling offsite managers to make informed decisions to meet deadlines. During renovation and modernisation processes, AI offers intelligent simulations, reducing the time and costs associated with these projects, even for older buildings.
While traditional buildings may lack complete historical data, AI has the capability to leverage 3D scanning and panoramic technologies to create new BIM models. This digitisation process modernises older structures to align with current design and sustainability standards.
AI will become an essential complement to the digital twin. It can already predict maintenance needs and automate malfunction detection through IoT sensors. This enables remote inspections and lifecycle analyses, increasing a building’s efficiency while reducing operating costs. Perhaps more importantly, AI’s use in digital twins is pertinent in an era where sustainability is paramount, as AI algorithms can analyse real-time data from IoT sensors to identify inefficiencies in energy use.
It can also facilitate the smart search of structured and unstructured data. Therefore, AI-enhanced digital twins can also optimise other operational aspects – like space utilisation and occupant comfort – analysing patterns and environmental variables to create an optimal work environment. In this context, AI transforms the renovation and retrofitting process by enabling intelligent simulations that generate multiple design possibilities in seconds.
Whether the objective is sustainability or optimised lighting, AI-based models can visualise various scenarios, reducing both the time and cost associated with these projects. The rapid advancements in AI are undeniably catalysing a transformative shift across the AEC/O industry. When used in conjunction with digital twins, AI is a powerful tool that enhances capabilities across planning, design, construction and operations. By way of practical example, a user can take a photo of a part of a building or an asset and search across the whole dataset for information relevant to the area they are interested in.
AI has quickly become a powerful tool enhancing planning, design, construction and operation capabilities. It becomes the cornerstone of intelligent data-driven decision-making, which is essential for an industry aiming for innovation, sustainability and operational excellence. With so much focus on the environment – from governments, corporates and consumers alike – and the AEC/O industry under immense pressure to address the damage it does to the environment, it’s imperative that it embraces technology like AI to become an even more responsible corporate citizen.
Project by: Malvern Kandemwa
Words by: Michelle Duncan
Melbourne Water has a long and storied history dating back to the mid-19th century. Established to manage Melbourne’s water supply and sewerage systems, the organisation has evolved to address the growing and changing needs of the city and its surrounding regions. Over the decades, Melbourne Water has expanded its scope to include stormwater management, flood protection, and the ecological health of waterways. Its vision is to enhance life and liveability by providing world-class water services and managing the natural water environment sustainably. The mis-
sion is to manage water resources in a way that balances social, economic, and environmental outcomes for the benefit of the community.
Dr Nerina Di Lorenzo is the Managing Director of Melbourne Water Corporation. She leads Melbourne Water’s vision of enhancing life and liveability for the greater Melbourne region, encompassing the provision of water supply, sewerage, drainage, waterway health and catchment management services. Prior to her appointment in 2021, she was the Executive General Manager of Service Delivery at Melbourne Water. Dr Di Lorenzo has over 21 years of experience in senior leadership roles, including as CEO of Moreland City Council for five years. She brings a strong focus on deliver-
ing strategy and performance improvement focussed on customer and stakeholder outcomes, along with extensive experience in Asset Management, Infrastructure Operations, Project Delivery and Business Improvement. Melbourne Water is responsible for managing and protecting the city’s major water resources, providing essential services such as water supply, sewerage, drainage, and waterways management. Under Dr Lorenzo leadership, Melbourne Water has made significant advancements in sustainable water management, infrastructure development, and community engagement. Her leadership style is characterised by a commitment to innovation, strategic planning, and stakeholder collaboration.
Infrastructure upgrades are a fundamental aspect of Melbourne Water’s strategic initiatives to enhance operational effectiveness, improve service delivery, and ensure the long-term reliability of water and sewage systems. The authority invests in upgrading treatment plants, pipeline networks, pump stations, and flood mitigation infrastructure to maintain infrastructure resilience and
meet the increasing demands of a growing population.
Melbourne Water’s recent completion of an innovative upgrade at the Western Treatment Plant marks a significant milestone in the authority’s commitment to environmental sustainability and operational excellence. The Western Treatment Plant, located in Werribee, plays a crucial role in treating sewage and wastewater to protect public health and the environment. The completion of
this upgrade project underscores Melbourne Water’s dedication to enhancing treatment processes, reducing environmental impact, and embracing innovative solutions to meet the evolving demands of its operations.
Quality Site Welding is a one stop shop when it comes to manufacturing and installation. QSW has the capacity to manufacture and install piping, process equipment, materials handling equipment, Access platforms, walkways and structural steel and services customers in the Water, Waste Water, Quarry and Mining Industries.
Quality Site Welding pride ourselves on being the engineering solution specialists for all mechanical, piping, structural and installation requirements. Challenge Us!
The upgrade at the Western Treatment Plant introduces innovative technologies and processes that aim to improve treatment efficiency, increase ability, and enhance environmental outcomes. By implementing innovative solutions, (03) 5623 1393
Melbourne Water reinforces its position as a leader in sustainable water management practices and underscores its commitment to delivering high-quality water services while minimising its ecological footprint.
MELBOURNE WATER REINFORCES ITS POSITION AS A LEADER IN SUSTAINABLE WATER...
The new Nutrient Removal Plant at the Western Treatment Plant in Werribee will provide an extra 140ML of treated water per day which is equivalent to 56 Olympic-sized swimming pools. While the Western Treatment Plant has two existing nutrient removal plants - this new addition is more energy
efficient and built with the latest advanced monitoring and controls. The added capacity will support Melbourne Water in meeting the needs of Melbourne’s expanding population, now and into the future, ensuring that Melbourne continues to be one of the world’s most liveable cities. The completion of this upgrade at the Western Treatment Plant is a significant achievement for Melbourne Water, reflecting the authority’s ongoing efforts to invest in modern infrastructure, adopt innovative technologies, and ensure the long-term resilience of its operations. This innovative upgrade not only helps the plant’s operational efficiency but also contributes to broader environmental sustainability goals and the protection of natural ecosystems in the Melbourne region.
Across all its operations Melbourne Water places a strong emphasis on safety across all its operations to ensure the well-being of its employees, contractors, and the community. The authority recognizes that maintaining a safe working environment is essential for operational effectiveness, public trust, and regulatory compliance. Recent interventions to improve safety protocols have included on-going comprehensive training, conducting rigorous risk assessments, promoting incident reporting, implementing safety procedures, ensuring proper use of PPE, and maintaining emergency preparedness. By ingraining a culture of safety, Melbourne Water continues to uphold the highest safety standards in all aspects of its operations.
Embracing technology transformation is a key strategic priority for Melbourne Water as the authority looks to use advancements in digital solutions, data analytics, automation, and smart infrastructure to enhance operational efficiency, resource optimization, and customer service. Technology plays a crucial role in improving decision-making processes, checking water quality, predicting system performance, and responding proactively to potential risks and challenges. Furthermore, embracing smart infrastructure technologies, such as Internet of Things (IoT) sensors and real-time monitoring systems, enables Melbourne Water to collect and analyse data from its assets in real time. This data-driven approach enhances asset maintenance, reduces downtime, and improves overall system performance, leading to cost savings and operational efficiencies. Incorporating remote monitoring capabilities allows Melbourne Water to remotely check critical infrastructure, detect anomalies, and preemptively address issues before they escalate. By remotely monitoring water systems, treat-
ment plants, and distribution networks, the authority can ensure reliability, optimise processes, and minimise risks associated with system failures. With increased reliance on digital technologies, cybersecurity has become a critical aspect of Melbourne Water’s operations. Robust cybersecurity measures are in place to protect the infrastructure and data from cyber threats, ensuring the integrity and reliability of water services.
Furthermore, Melbourne Water has undertaken extensive process optimization initiatives to streamline operations and reduce costs. Key areas of focus include lean management principles to eliminate waste and improve process efficiency across all operations. Also, workflow automation by automating routine tasks and workflows using digital tools, freeing up staff to focus on more strategic activities. Establishing clear performance metrics and key performance indicators (KPIs) has been crucial in monitoring and improving operational performance. Regular performance reviews and data-driven insights help in identifying areas for improvement and ensuring accountability.
BY REMOTELY MONITORING WATER SYSTEMS, TREATMENT PLANTS, AND DISTRIBUTION NETWORKS, THE AUTHORITY CAN ENSURE RELIABILITY, OPTIMISE PROCESSES AND MINIMISE RISKS ASSOCIATED WITH SYSTEM FAILURES.
Strategic partnerships have been a cornerstone of Melbourne Water’s success, playing a pivotal role in enhancing its capabilities, expanding its service reach, and promoting innovation. Under the leadership of Dr Lorenzo, Melbourne Water has forged many strategic alliances with public and private entities, government bodies, research institutions, and community organisations. These partnerships are integral to the company’s operations, infrastructure development, and overall strategic objectives.
Public-Private Partnerships (PPPs) have been crucial in funding and implementing large-scale infrastructure projects. These partnerships combine the strengths and resources of both public and private sectors, leading to efficient project delivery and innovation. These partnerships bring together the expertise and resources of both public and private sectors to:
Treatment Plant Upgrades: Fund and implement large-scale infrastructure projects, such as new treatment plants and pipeline expansions. Melbourne Water has collaborated with private sector companies to upgrade and expand treatment plants, such as the Eastern Treatment Plant and Western Treatment Plant. These upgrades have increased capacity, improved water quality, and introduced advanced technologies for more efficient operations.
Pipeline Projects: PPPs have enabled the construction and maintenance of extensive pipeline networks, ensuring a reliable and efficient water supply system. These projects often involve innovative construction techniques and materials, reducing costs and enhancing durability.
Technology Integration:
Partnerships with technology firms, research institutions, and industry bodies have driven technological advancements and innovation. These collaborations have introduced innovative solutions that improve efficiency, reduce environmental impact, and enhance service delivery.
FIND OUT MORE ABOUT MELBOURNE WATER
Strategic partnerships are integral to Melbourne Water’s success, providing the foundation for its operational excellence, innovation, and sustainability efforts. Under Dr Nerina Lorenzo’s leadership, Melbourne Water has effectively leveraged these partnerships to enhance its capabilities, secure funding, and drive technological advancements. By continuing to build and nurture strategic alliances, Melbourne Water is well-positioned to address future challenges, seize growth opportunities, and achieve its vision of enhancing life and liveability through sustainable water management.
Project by: Malvern Kandemwa
Words by: Michelle Duncan
Guinea is a small West African country that holds the world’s largest reserves of bauxite, the raw material for aluminium production. Bauxite is a vital resource for the global economy, as aluminium is most used in various industries ranging from transportation and construction to packaging and electronics. However, for a long time, Guinea has been exporting its bauxite in its raw form, without adding much value to it locally. This has limited the benefits of the mining sector for the country’s development and diversification.
This situation is changing under the leadership of Souleymane Traore, the CEO of Compagnie des Bauxites de Guinee (CBG), the largest bauxite producer and exporter in Guinea. Traore, who took over the helm of CBG in 2017, has a vision to transform the company and the industry into a more sustainable, responsible, and profitable one. He has
initiated several projects and initiatives to modernise CBG’s operations, improve its infrastructure, optimise its supply chain, and support local communities and the environment.
ONE OF THE KEY PROJECTS THAT TRAORE HAS SPEARHEADED IS THE EXPANSION OF CBG’S PRODUCTION CAPACITY FROM 15M TONS PER YEAR TO 18.5M TONS PER YEAR.
Under the astute leadership of CEO Souleymane Traore, CBG has not only revolutionised the landscape of mining operations but also upheld a commitment to technological transformation, improved infrastructure, responsible procurement, and efficient supply chain management. One of the key projects that Traore has spearheaded is the expansion of CBG’s production capacity from 15 million tons per year to 18.5 million tons per year. The project completed in
2021, involved upgrading CBG’s mining equipment, railway network, port facilities and processing plant. The expansion has increased CBG’s efficiency, productivity, and competitiveness in the global market, as well as its contribution to Guinea’s revenue and employment.
Another project that Traore has championed is the development of a local alumina refinery in partnership with the Guinean government and other stakeholders. Alumina is the intermediate product obtained from bauxite after refining it. It then smelted into aluminium metal.
By building an alumina refinery in Guinea, CBG aims to add more value to its bauxite locally, create more jobs and skills, and reduce its dependence on foreign markets. The refinery project is currently in the feasibility stage and expected to have a capacity of 1.5 million tons per year.
Traore is also committed to making CBG a more responsible and sustainable company that respects the highest standards of health, safety, environmental and social performance. He has implemented several policies and programs to ensure that CBG operates in harmony
with its stakeholders, especially the local communities affected by its activities. For instance, he has launched a community development fund that invests in various projects such as education, health, water, sanitation, and agriculture. He has also supported the creation and training of micro-enterprises that provide goods and services to CBG and other customers. Moreover, he has promoted the preservation of biodiversity and ecosystem services by initiating a reforestation campaign that aims to plant one million trees by 2025.
Discover your savings potential with our new Simulators:
Scan the QR code to find out more.
In the contemporary mining landscape, the integration of technology has emerged as a pivotal driver of operational excellence and improved performance. Compagnie des Bauxites de Guinée (CBG), guided by its visionary leadership, has harnessed the power of technology to transform its mining operations, resulting in heightened efficiency,
CBG’s journey towards technology transformation is a testament to its commitment to staying ahead of the curve. Under the strategic guidance of its leadership, the company has embraced a diverse array of technological innovations, reshaping the way mining operations are conducted. The integration of innovative tools and systems has streamlined processes, enhanced data analytics, and fostered a culture of continuous improvement.
At the core of CBG’s technology transformation is the utilisation of data analytics. Through real-time data collection and analysis, the company gains invaluable insights into various aspects of its operations. These insights enable CBG to make informed decisions, optimise production processes, and identify areas for enhancement. From predicting equipment maintenance needs to forecasting resource requirements, data analytics empower CBG to operate with
Technology has significantly elevated safety standards within CBG’s mining operations. The implementation of advanced sensors, wearables, and monitoring systems has enabled real-time tracking of employee activities and environmental conditions. This initiative-taking approach to safety minimises risks, reduces accidents, and ensures the well-being of the workforce. In an industry known for its inherent hazards, CBG’s technology-driven safety measures set a new benchmark for responsible mining practices.
Automation is another cornerstone of CBG’s technology transformation. Through the deployment of autonomous machinery and equipment, the company has not only boosted operational efficiency but also reduced reliance on manual labour in potentially hazardous environments. Automated processes ensure consistent and precise execution, leading to improved productivity and resource utilisation. This streamlined approach minimises downtime, increases throughput, and optimises overall output. These are some of the ways that CBG has leveraged technology transformation to improve its performance and achieve its vision of becoming a more modern, efficient, and responsible company that delivers value not only to its shareholders, but also to its employees, customers, partners, and communities.
CBG’s technology transformation aligns seamlessly with its commitment to sustainability. By embracing energy-efficient technologies and minimising resource wastage, the company reduces its environmental footprint. The integration of technology allows CBG to track energy consumption, monitor emissions, and implement eco-friendly practices throughout its operations. This sustainable approach not only resonates with global environmental concerns but also enhances the company’s social responsibility.
CBG aims to “minimise the environmental impact of our activities, respect human rights, support local communities and contribute to social and economic development.” Some of the sustainability initiatives that CBG has been implementing a Biodiversity Action Plan to protect and restore the natural habitats affected by mining activities. CBG has partnered with local and international organisations to monitor the biodiversity status and implement conservation measures. Developing a Water Management Plan to optimise the use of water resources and reduce the potential impacts on water quality and availability. CBG has installed water metres, improved water treatment facili-
ties, reduced water consumption and increased water recycling.
Adopting a Climate Change Strategy to reduce greenhouse gas emissions and enhance resilience to climate change impacts. CBG has invested in energy efficiency projects, renewable energy sources, carbon offsetting programmes and climate risk assessments and promoting a Social Licence to Operate by engaging with stakeholders, respecting human rights, supporting local communities, and creating shared value. CBG has established a grievance mechanism, conducted social impact assessments, supported local development projects, and provided employment and training opportunities.
CBG’s technology transformation embodies a culture of continuous improvement with the leadership’s forward-thinking approach encouraging innovation and the exploration of emerging technologies. By fostering an environment where employees are empowered to propose and implement tech-driven solutions, CBG remains at the forefront of industry advancements.
Compagnie des Bauxites de Guinée’s journey of technology transformation within its mining operations and its leadership serves as an inspiring case study for the mining industry at large. The company’s embrace of data analytics, automation, and safety measures driven by technology has not only improved operational efficiency but has also elevated safety standards and sustainability practices. CBG’s approach exemplifies the potential of technology to revolutionise traditional industries, demonstrating that harnessing innovation can lead to enhanced performance, responsible resource management, and a brighter future for both the company and the world.
lot scale work and a comprehensive range of consultancy and metallurgical testing services, including an assay lab facility with the latest analytical equipment.
Grinding Solutions Ltd is an innovative and consultative company specialising in mineral liberation and separation working with clients across the world covering metalliferous, coal, industrial minerals, environmental and recycling industries. GSL operates internationally offering smart and innovative solutions to the metalliferous, industrial minerals, oil field, environmental and recycling industries. Established over 20 years ago and having grown year on year, GSL has expanded its facilities and services to a 1500 m² lab for its bench to pi-
The services range from bench to pilot scale testing, which cover scoping studies through PEA, PFS through to DFS as well as on site plant optimization. Where standard metallurgical test work is not able to achieve the necessary outcome, they collaborate closely with clients to help develop other innovative solutions.
Nick Wilshaw, the Chair of Grinding Solutions Ltd, has been a pivotal figure in the mineral processing industry, steering the company towards significant growth and in-
novation. His leadership and vision have not only expanded the company’s service offerings but also enhanced its reputation as a global leader in mineral processing consultancy and laboratory services. Nick has over 30 years’ experience in the global minerals industry, graduating from the Camborne School of Mines with a BSc in Mineral Processing and an MSc in Mineral Processing from Queens University, Canada. Nick’s professional career spans all areas of industrial & metalliferous minerals processing and oil field related minerals and applications. Nick setup GSL in 2002 and under his leadership the company has grown from fine and ultrafine grinding specialists to the comprehensive mineral processing testing and consulting service it is today.
GSL is an expanding outward looking company constantly investing to improve its metallurgical and mineral processing services and capabilities for its clients.
“We work globally over a range of commodities from coal to gold, including base and precious metals, battery, and industrial minerals. Our services cover the whole mine value chain from scoping through PEA to PFS and DFS’’. These include initial desktop studies through bench scale testing to large and full pilot scale test programs for plant verification and sample generation. These are supported by a full range of consultancy and analyt-
ical services. Consulting services cover technical advice, conceptual flowsheet design, plant auditing, troubleshooting and due diligence.
Their clients range from early exploration to junior mining and large operating corporate companies, industry financiers and investors as well as mining consultancies and engineering houses. Our aim is to help our clients to drive down costs, increase their grades and recoveries with the aim to improve their environmental credentials.
Alongside the consultancy and standard bench and pilot scale testing capabilities, they also offer bespoke and innovative ap-
proaches for complex projects and collaborate with their clients to ensure project outlines are flexible and the outcomes produce opportunities and add value.
‘’When necessary, we are pleased to collaborate with external companies to support our clients in areas requiring specific expertise. We always aim to provide our clients with intelligent, sustainable, and environmentally acceptable solutions to help them meet their ESG requirements.’’
The firm comprises highly qualified and experienced professionals who are guided by the Company principles of Integrity, Competence and Independence. Consisting of experienced full-time consultants, supported by a team of highly skilled independent associates located worldwide, the Micon group offers bespoke teams of professionals to support its clients in a range of commodities, skills and languages.
GSL also offers marketing consultancy in industrial mineral products where end product application performance is critical. Their understanding of mineral attributes and end product requirements has enabled the company to place clients’ products into unique and niche market applications. Market studies, including assessments of regional product values, are tailored to customer specific requirements and global locations. GLS’s well equipped laboratory allows for verification
and testing to be incorporated into mineral product assessment for marketing purposes. The company has extensive experience in the research, development and marketing of commodity and novel mineral products.
Furthermore, GSL offers mineral processing design solutions that can be applied during flowsheet development and new plant design as well as to the design of expansions for existing plants. Technical knowledge and exper-
tise gained working internationally enhanced their concepts in process design and flowsheet development. The company adds values to cost effective and environmentally friendly processing routes through its strong global relationships with mineral processing equipment suppliers. We are committed to reducing capital and operating expenditure over all areas of mineral processing plant design and the environmental impact.
By integrating technology into its processes, GSL has been able to offer innovative solutions that drive value for its clients while reducing environmental impact and operational costs. Nick’s vision for technology transformation has positioned the company as a forward-thinking and adaptive organisation that is wellequipped to meet the challenges of a rapidly evolving industry landscape.
Nick’s strategic leadership and vision have been instrumental in shaping Grinding Solutions Ltd into a reputable and innovative player in the mining and mineral processing sector. Through a focus on operational excellence, infrastructure upgrades, strategic partnerships, and technology transformation, Nick has positioned the company for continued success and growth in a competitive market environment. As Grinding Solutions Ltd continues to set industry standards, delivering high-quality services and innovative solutions to its clients worldwide.
Remedy Drinks is renowned for its high-quality, naturally fermented drinks, including kombucha, switchel, and kefir. They began brewing kombucha in a small facility in Melbourne 12 years ago, there was barely a market for the
fermented health drink. Remedy’s founders knew they would have to help build it up with a high-quality product and captivating marketing. Their hard work yielded remarkable outcomes, leading to a surge in demand that resulted in the company outgrowing its facility. This prompted a situation that every new business aspires to face - handling a growing influx of orders while keeping high standards of quality. While sever-
al beverage companies started venturing into the market by outsourcing the production of their kombucha and selling it through their own channels, Remedy took a different approach. Recognizing the importance of maintaining superior quality, Remedy insisted on keeping production in-house. As a result, the company decided to swiftly and flexibly expand its manufacturing capabilities to meet the demand.
Remedy Drinks specialises in a range of fermented beverages known for their health benefits.
The company’s product portfolio includes: Kombucha flagship product, kombucha, is a fermented tea known for its probiotic content and health benefits. It is available in various flavours, such as ginger lemon, raspberry lemonade, and apple crisp. Switchel an old-fashioned, natu-
rally fermented drink made from apple cider vinegar and ginger, switchel is marketed as a refreshing, hydrating beverage with gut health benefits. Also, Kefir is a cultured dairy drink rich in probiotics and nutrients, available in several flavour options. Furthermore, Remedy has expanded its range to include low sugar, sparkling drinks, providing healthier alternatives to conventional sodas.
Real Foods welcomes international brand enquiries for distribution in NZ. We supply all major retailers and OOH distributors and have a strong team nationwide.
Partner focus:
SPECIALISES IN A RANGE OF FERMENTED BEVERAGES KNOWN FOR THEIR HEALTH BENEFITS.
Real Foods is extremely excited to be celebrating our 42nd anniversary! The business was founded by Peter Lawn in 1982 and originally operated as a bulk food and ingredient importer. Peter Lawn still owns the business today and over time Real Foods has evolved into a brand focussed importer/ distributor that specialises in supplying the major supermarkets and Out of Home distributors in NZ.
We are specialists at importing from around the globe and we generally operate on an FOB model which really simplifies the process for our suppliers. Local logistics is run through a 3PL system, and our systems integrate directly through EDI to Foodstuffs, Woolworths and our 3PL logistics.
We are very proud of our partnership with Remedy Drinks. Real Foods have been involved since the NZ launch in 2017 and it has been wonderful to be a part of such a success story. We have grown Remedy sales year on year in collaboration with the Remedy team and we really value the relationship…
Our sales team is highly experienced, and we have relationships with all major retailers, wholesalers and Petrol & Convenience groups at key account level and we also cover all supermarkets and individual wholesaler branches nationwide. Recently we have also added new members to the team that focus on key independent convenience and high-profile café’s.
We would love to talk to you if you are considering entering the NZ market and we can also offer agency services if you are only looking to use the services of our sales/merchandising team.
realfoods.co.nz
T: +64 9 256 4260
E: sales@realfoods.co.nz
Under Chris Gillard’s leadership, Remedy Drinks Australia has focused on enhancing its operations and infrastructure to meet the growing demand for healthier beverage options in the market. This has included investing in ultramodern manufacturing facilities, optimising supply chain processes, and implementing sustainable practices throughout the production and distribution chain. Remedy inaugurated a new, custom-designed facility in Melbourne’s Dandenong South, consolidating all its manufacturing operations under a single roof. This strategic move positions the company for what is expected to be a heightened
pace of expansion soon. This new facility has significantly increased production capacity, enabling the company to meet growing demand both domestically and internationally.
Infrastructure upgrades have also extended to packaging innovations, with a focus on eco-friendly packaging materials and designs that align with Remedy Drinks’ commitment to sustainability. By modernising its operations and infrastructure, Remedy Drinks has been able to increase production capacity, improve efficiency, and deliver high-quality products to consumers across Australia.
As Remedy focuses on solidifying its presence in the Australian and New Zealand markets, it is simultaneously extending its reach internationally. With established roots in the US, Canada, the UK, Singapore, and Hong Kong, the company is now expanding further on this global foundation. Chris has been instrumental in forging strategic partnerships to support Remedy Drinks’ growth and market expansion in Australia. These partnerships include collaborations with retail chains, distributors, and other beverage companies to enhance brand visibility, distribution channels, and market reach. By aligning with key partners, Remedy Drinks has been able to tap into new markets, introduce its products to a wider audience, and drive brand awareness and loyalty. Strategic partnerships have also played a crucial role in supporting Remedy Drinks’ efforts to innovate and develop new product offerings
that cater to evolving consumer preferences and trends in the beverage industry. By collaborating closely with partners across the value chain, Remedy Drinks has been able to stay competitive, agile, and responsive to market dynamics.
In addition to its current initiatives, Remedy has a variety of upcoming innovations slated for release over the next two years. Chris affirms, “Rest assured, we’ve got lots of ideas.” However, he emphasises the importance of a strategic approach, highlighting the significance of careful planning and timing in bringing these innovative concepts to the market. Remedy Drinks Australia has solidified its position as a leading player in the kombucha market, offering consumers a range of high-quality, healthier beverage options. Through strategic partnerships, infrastructure upgrades, and technology trans-
formation, Remedy Drinks has set itself apart as a brand that is innovative, sustainable, and customer centric. With a strong focus on quality, sustainability, and growth, Remedy Drinks continues to thrive in the competitive beverage landscape of Australia.
REMEDY INAUGURATED A NEW, CUSTOM-DESIGNED FACILITY IN MELBOURNE’S DANDENONG SOUTH, CONSOLIDATING ALL ITS MANUFACTURING OPERATIONS UNDER A SINGLE ROOF.
Shane Bracken, Country Director for Australia and New Zealand, Subway
Shane Bracken, the Country Director for Australia and New Zealand at Subway, leads one of the most recognizable global fastfood brands in a highly competitive market. With a wealth of experience in the food and beverage industry, Bracken has been instrumental in driving Subway’s growth and transformation in the region. His leadership is characterised by a focus on innovation, strategic partnerships, and a commitment
to sustainability and technology. Shane has over 25 years’ experience in managing and driving growth for multiple MNC food brands across ANZ, Asia, Middle East & Africa. With taste, food, innovation and multi-regional development at the heart of his career, Shane joined Subway in 2022 and has quickly focused on driving brand growth and partner returns to ensure Subway is set for the future.
high quality bread is a key ingredient in
Subway in Australia & New Zealand holds a significant presence in the fast-food industry, offering a range of customizable submarine sandwiches, salads, and wraps to customers across both countries. With a strong focus on fresh ingredients, customization, and health-conscious options, Subway has established itself as a popular choice for individuals looking for quick, fresh, and personalised meal options. One of the key strengths of Subway in Australia & New Zealand lies in its commitment to offering
a healthier alternative to traditional fast food. The brand’s “Eat Fresh” slogan resonates well with consumers seeking options that are both flavourful and nutritious.
Subway’s menu features a variety of fresh vegetables, lean proteins, and whole grain bread, allowing customers to tailor their meals to suit their preferences and dietary requirements.
Yarrows is proudly New Zealand owned and operated by the third generation of Yarrows.
Our state-of-the-art bakery in Manaia, New Zealand operates 24 hours a day, seven days a week, employing 150 staff. We have been part of the Subway family for the past 25 years supplying a range of Subway breads and cookies to their New Zealand, Australia, and Asia stores.
Quality, Research & Development, Service, Logistics, and cost savings are our major focus in our relationship with Subway and IPCA. www.yarrows.co.nz
In addition to its menu offerings, Subway has also been initiative-taking in adapting to changing consumer preferences and market trends. The brand has introduced online ordering, mobile payment options, and delivery services to enhance convenience for customers. By embracing technology and digital innovations, Subway has positioned itself as a contemporary and customer-centric brand in the competitive fastfood landscape of Australia & New Zealand.
Subway’s franchise model has played a significant role in its expansion across Australia & New Zealand. The brand has a strong network of franchisees who run
stores in various locations, bringing Subway’s fresh and customizable menu options closer to local communities. This decentralised operating model has allowed Subway to maintain consistency in its offerings while catering to diverse tastes and preferences in different regions. Worldwide, Subway employs nearly half a million people, if you include all the franchisees, and is the world’s largest restaurant brand with nearly 44,000 locations in more than 100 countries. In 2019, it reported revenue of US$16 billion (A$21 billion). However, just as the Australian business took time to get into its stride, its first few months in Bridgeport, Connecticut in 1965 had its fair share of problems.
It was the brainchild of 17-year-old Fred DeLuca, who needed to raise some money to go to college and figured that he could sell sandwiches that were healthier than the deep-fried snacks sold elsewhere. Luckily, one of his parents’ friends was nuclear physicist Dr Peter Buck, who agreed to lend the lad $1,000 to start the business. To show his gratitude, Fred called the venture ‘Pete’s Submarines’, but a few months later, when he’d raised enough to run a commercial on a local radio station, he realised he’d made a big mistake. Whenever the announcer said the restaurant’s name, it sounded like ‘pizza marines’, so he changed it to Pete’s Subway before eventually settling on Subway. Fred’s mum helped run the cafe in Bridgeport, while he convinced his sister to work for him making the rolls by calling her a ‘sandwich artist’, a job title that is still in use today. It took them 13 years to build up to 100 stores, but only another nine to reach 1,000. Under his leadership, it became the largest franchise in the world, and he personally amassed a US$3.5 billion (A$4.6 billion) fortune. He continued to run the company until his death in 2015.
Fred deLuca, Founder, Subway
MegaMex Foods (you may know us as Fresherized Foods) is one of the fastest growing Mexican Food companies in the US as a key supplier of Mexican products in retail, foodservice and convenience stores with businesses domestic and international. The idea behind the creation of MegaMex Foods was simple, to take the best of two power house brands from two countries and bring the flavors of Mexico to the dinner and restaurant tables across the globe. So, in October of 2009, Herdez del Fuerte, S.A. de CV of Mexico and Hormel Foods of the US did just that.
More than a decade later, MegaMex remains focused on reimagining Mexican flavors with a market leading product and brand portfolio covering guacamole, avocado, salsa, sauces, and dips. Key international brands include WHOLLY® brand products made with hand-scooped Hass avocados. WHOLLY® products use Highpressure technology (HPT) to help extend the shelf life of the products and maintain the avocado’s delicious flavors and nutrients while eliminating potentially harmful bacteria, without changing the color, texture, or taste of the product. We continue to invest in innovation and capacity and look forward to delivering great-tasting, on-trend eating experiences for our customers.
Under Shane Bracken’s leadership, Subway has initiated a comprehensive store redesign program. This involves modernising the interiors of existing stores with modern furniture, digital menu boards, and updated décor to create a more inviting and contemporary dining environment. Upgrades also include the installation of energy-efficient kitchen equipment and lighting systems, which help reduce operational costs and environmental impact. He has overseen the opening of new Subway locations in both urban and suburban areas. This expansion strategy aims to increase accessibility and convenience for customers.
To cater to changing consumer preferences, many new and existing stores are being equipped with drive-thru facilities and enhanced delivery options, including part-
nerships with major food delivery platforms. The Subway mobile app has been significantly upgraded to offer a seamless ordering experience. Features include customizable ordering, loyalty rewards, and mobile payments, making it easier for customers to place orders and track their rewards. Many Subway locations now feature self-service kiosks, allowing customers to place their orders quickly and accurately. This reduces wait times and improves the overall customer experience. Another major innovation set to be rolled out across city centre sites nationally is the ‘24-hour window’, where guests place orders via an app and pick them up from an express pick-up drawer. The first one was recently installed in an outlet at Bald Hills, Brisbane, and has proved extremely popular. After a long night out, biting into a cheesy garlic toastie followed by a raspberry cheesecake cookie at 1am is just what you need. Subway has embraced technolo-
gy to streamline its processes, improve service delivery, and personalise the customer experience. By investing in digital solutions and innovative technologies, Subway under Shane Bracken’s leadership has been able to stay ahead of market trends, meet consumer expectations, and drive business growth in a rapidly changing landscape. In his role as Country Director, Shane Bracken has been instrumental in forging strategic partnerships to drive growth and innovation for Subway in Australia & New Zealand. These partnerships extend across various areas, including supply chain optimisation, marketing collaborations, and technology integration. By aligning with key partners, Subway has been able to leverage resources, expertise, and market insights to strengthen its position in the region.
Strategic partnerships with local suppliers, distributors, and industry stakeholders have enabled Subway to enhance its menu offerings, ensure product quality, and maintain a competitive edge in the market. The collaborations list of regular suppliers, including Coca-Cola Europacific Partners, Bega, Primo, D’Orsogna, Yarrows and Fresherized Foods among many others. “They have each been invaluable in helping us grow and maintain the highest standards, so our relationships are strong and deep-rooted,” and have also facilitated Subway’s expansion into new territories and market segments, driving sustained growth and brand visibility.
Shane has played a pivotal role in steering the business towards operational excellence, strategic partnerships, and technology innovation. Through a customer-centric approach, infrastructure upgrades, and a focus on digital transformation, Subway has solidified its position as a leading fast-food brand in the region. With Shane Bracken at the helm, Subway continues to adapt to market dynamics, drive sustainable growth, and deliver exceptional dining experiences to its customers.
Project by: Malvern Kandemwa
Words by: Michelle Duncan
Uganda Breweries Ltd is a leading manufacturer of alcoholic and non-alcoholic beverages in Uganda. The company has been in operation for years and has managed to carve out a niche
for itself in the highly competitive beverage industry. The success of Uganda Breweries Ltd is a result of the company’s excellent leadership, operational excellence, and investment in new manufacturing equipment and technology.
The history of Uganda Breweries Ltd dates to the early 1950s when the company was set up
to produce and distribute beer and other alcoholic beverages. The company has grown over the years to become one of the leading manufacturers of alcoholic beverages in the country. Uganda Breweries Ltd is currently owned by East African Breweries Ltd, which is part of the Diageo group, a global leader in the beverage industry.
One of the key factors contributing to the success of Uganda Breweries Ltd is its excellent leadership. The company has a dedicated team of experienced leaders who are dedicated to ensuring the success of the business. The leadership team at Uganda Breweries Ltd has managed to develop a strong company culture that is focused on delivering high-quality products and services to customers. The leaders at Uganda Breweries Ltd are also committed to promoting sustainable business practices, which has helped the company to keep its position as a leader in the industry.
Operational excellence is another key factor contributing to the success of Uganda Breweries Ltd.
The company has implemented a range of strategies to ensure that its operations are efficient and effective. For example, Uganda Breweries Ltd has invested heavily in its supply chain management systems to ensure that it can efficiently manage its inventory and stock levels. The company has also implemented lean manufacturing processes to cut waste and increase efficiency in its production processes.
Another key factor contributing to the success of Uganda Breweries Ltd is its investment in new manufacturing equipment and technology. The company has invested heavily in modern equipment and technology to improve the quality of its products and increase production efficiency. For example,
the company’s new brewing plant in Mbarara is equipped with ultramodern equipment that allows for faster and more efficient production of beer. This investment in new equipment and technology has helped Uganda Breweries Ltd to keep its competitive edge in the industry.
Uganda Breweries Ltd is a fitting example of a successful business that has managed to thrive in a highly competitive industry. The company’s success is a result of its excellent leadership, operational excellence, and investment in new manufacturing equipment and technology. As Uganda Breweries Ltd continues to grow and expand, the company will remain a leader in the industry for years to come..
The process begins with selecting the best quality barley from trusted local supplies.
Once the cooled mixture is filtered, it is transferred to fermentation tanks to add yeast.
Finally the beer is transferred to the warehouse for storage and distribution.
The mashing process involves mixing the barley with hot water in large tanks to extract the sugars from the grain.
Uganda Breweries Limited is one of the leading breweries in Uganda, producing a wide range of alcoholic and non-alcoholic beverages. The company has a well-established manufacturing process that starts from barley and ends at the bottle.
Barley is the main ingredient used in making the brewery’s products. The process begins with selecting the best quality barley from trusted suppliers.
The barley is then cleaned and sorted to remove impurities before it is taken to the mashing stage.
The mashing process involves mixing the barley with hot water in large tanks to extract the sugars from the grain. The resulting liquid, known as wort, is then transferred to another tank, where it is boiled with hops to add flavor and aroma. The boiled mixture is then filtered to remove any solid particles before it is cooled.
Once the cooled mixture is filtered, it is transferred to fermentation tanks to add yeast. The yeast breaks down the sugars in the wort to produce alcohol and carbon dioxide. The mixture is left to ferment for several days to ensure that the alcohol levels are exactly right.
After fermentation, the beer is transferred to conditioning tanks to mature and develop its taste. During this stage, the beer is further filtered to remove any remaining particles and to ensure its clarity.
Finally, the beer is transferred to bottling tanks, where it is packaged and labeled. The bottled beer is then sent to the warehouse for storage and distribution.
Uganda Breweries Ltd is known for its innovation and attention to customer needs. They regularly introduce contemporary brands and flavors to keep up with changing consumer preferences. The company has invested heavily in research and development to create new products that cater to different tastes and lifestyles.
The beer is then transferred to bottling tanks, where it is packaged and labeled.
They have a robust manufacturing process that ensures the quality and consistency of its products. Through innovation and customer-driven strategies, the company continues to grow and offer an extensive range of beverages to its customers. They have partnered with Milly Glass Works Limited who supply them with eco-friendly and sustainable bottles as well as Expediters International Ltd amongst others.
One of Uganda Breweries Limited’s most prominent partnerships is with the Uganda Wildlife Authority (UWA). Under the UWA partnership, the company supports conservation efforts in various national parks, including Murchison Falls National Park, Kidepo Valley National Park, and Queen Elizabeth National Park.
The partnership, which began in 2019, has resulted in the restoration of wildlife habitats, anti-poaching patrols, and other wildlife conservation efforts. In addition to its conservation efforts, Uganda Breweries Limited has also made significant strides towards sustainability in its operations. The company has adopted an ambitious target to achieve 100% renewable energy by 2025. To achieve this goal, the company has invested in renewable energy projects, including an 11 MW solar plant in Mpigi district, which will generate clean energy for the company’s operations.
Furthermore, Uganda Breweries Limited has also invested in low-carbon technologies to reduce its environmental footprint. The company has launched a pilot project to convert beer brewing waste into biogas, which is then used to generate electricity. This approach not only reduces the company’s carbon footprint but also supplies an alternative source of energy, reducing the company’s reliance on fossil fuels.
The company’s commitment to sustainability has not gone unnoticed. In 2022, Uganda Breweries Limited was recognized as one of the top 50 most sustainable companies in East Africa by the East African Business Council. The company’s CEO attributed this recognition to the company’s investments in renewable energy, waste reduction, and other sustainable business practices.
Uganda Breweries Limited has also made significant strides towards technology transformation. The company has invested in modern brewing equipment and digital technology to improve efficiency and productivity. These investments have enabled the company to perfect its brewing processes, reduce raw material wastage, and improve product quality.
In addition to smart technology investments, Uganda Breweries Limited has also embraced e-commerce platforms to expand its customer base. The company has launched an online store where customers can buy its products from the comfort of their homes.
Challa Srishant, the Managing Director of CCL Products (India) Ltd, has played a pivotal role in steering the company to new heights. CCL Products is a globally recognized name in the coffee industry, known for its high-quality instant coffee products. Under Srishant’s leadership, the company has expanded its operations, embraced innovation, and reinforced its commitment to sustainability.
Challa Srishant joined CCL Products (India) in 2005 with a clear vision to modernise the legacy company and continue delivering the finest and richest coffee globally. His drive and passion fuelled the transformation and within the first two years of launching the brand, they achieved nearly US$1.2 million in revenue for their branded business.
Srishant, MD, CCL Products India
The company, founded in 1994, began its journey as a manufacturer of instant coffee. Over the years, the company has evolved into a global player, exporting its products to over 90 countries. The company’s evolution is marked by significant milestones, including the establishment of manufacturing facilities in India, Vietnam, and Switzerland, and the expansion of its product portfolio to include a wide range of instant coffee varieties. It has appeared as a significant player in the coffee industry, known for its high-quality products and strong presence in international markets. CCL Products specialises in the production of instant coffee, including spraydried, freeze-dried, and agglomerated varieties, catering to both retail and institutional customers worldwide.
Srishant’s first initiative was to create a robust digital infrastructure, improving operational efficiencies. This foundation allowed CCL Products to adapt and thrive in a competitive market. He also set up a cost-effective direct communication with international customers which was crucial. This streamlined processes and strengthened relationships. Srishant championed in-house research and development. The company experimented with complex coffee flavours, leading to a niche portfolio of products. They even designed custom equipment on-site, enhancing flexibility and cost-effectiveness.
“To do this, we ended up making our own equipment on site in some cases,” Srishant explains.
SRISHANT’S ROBUST DIGITAL INFRASTRUCTURE INNOVATIONS HAVE ALLOWED CCL PRODUCTS TO ADAPT AND THRIVE IN A COMPETITIVE MARKET.
OVER THE YEARS, CCL INDIA HAS EVOLVED INTO A GLOBAL PLAYER, EXPORTING ITS PRODUCTS TO OVER 90 COUNTRIES.
“It means we’re able to build factories at a price point that is lower than others. That’s why our return ratios are better. It also means that we have a flexibility that nobody else has.”
sumers. The company’s product portfolio includes instant coffee powders, flavoured coffee blends, specialty coffees, and private label solutions. With a focus on innovation and research, CCL Products continually develops new products and flavours to stay ahead of market trends and consumer demands. By supplying coffee to other brands, Srishant sought feedback from existing customers. This enabled frequent upgrades and customization, meeting unique requests.
“We’re now one of the largest instant coffee exporters and manufacturers across the globe,” he confirms.
Under Challa Srishant’s leadership, CCL Products has placed a strong emphasis on innovation and research and development (R&D). The company’s dedicated R&D team works tirelessly to develop new products, improve existing ones, and explore sustainable coffee production methods. Innovations in product formulation, packaging, and processing have helped CCL Products stay ahead of industry trends and meet evolving consumer preferences.
CCL Products runs ultramodern manufacturing facilities equipped with advanced technology for coffee processing. The company’s production units are designed to keep high-quality standards throughout the manufacturing process, from raw material sourcing to final product packaging. CCL Products’ commitment to excellence in manufacturing has earned it a reputation for delivering premium coffee products to global markets.
The Company offers a diverse range of coffee products to meet the varying preferences of con-
As a responsible corporate entity, CCL Products is committed to sustainability and environmental conservation. The company actively engages in environmentally friendly practices, such as water conservation, energy efficiency, and waste reduction measures in its manufacturing processes. CCL Products’ sustainability initiatives underscore its commitment to running as a socially responsible organisation that considers the impact of its operations on the environment.
They also engage with coffee farmers and suppliers to ensure they adhere to sustainable farming practices. This involves educating them on sustainable agriculture techniques, fair trade practices, and environmental stewardship. They source a huge
part of its coffee beans from certified suppliers who follow international sustainability standards such as Rainforest Alliance, Fair Trade, and UTZ. These certifications ensure that the coffee is grown and harvested in ways that support environmental health, economic viability, and social equity. CCL Products implements robust traceability systems to track the origin of its coffee beans. This ensures transparency in the supply chain and allows the company to verify that its sourcing practices are sustainable and ethical.
Today, the company boasts more than 1,000 unique blends, servicing more than 400 clients in more than 100 countries through its operations in four factories across the globe. They have established a strong foothold in international markets, exporting its products to over 90 countries across the globe. The company’s wide-
spread distribution network and strategic partnerships enable it to reach a diverse customer base in regions such as Europe, the Americas, Asia, and Africa. CCL Products’ global presence highlights its success in penetrating international markets and building lasting relationships with customers worldwide.
Beyond Coffee, the company has taken a measured, sustainable approach to its product diversification, by building internal capabilities to create specialty coffees and small volumes for unique brands to create a niche lineup. This is quite the opposite direction of the company’s economies of scale model from the early years. Integral to these ambitious plans are CCL Products’ long-term suppliers, such as Flavourtech Pvt Ltd and others of whom have been working together for decades.
Under the visionary leadership of Challa Srishant, the company has made significant strides in embedding sustainability into its business operations. Through responsible sourcing, energy efficiency, waste management, water conservation, carbon footprint reduction, community engagement, and sustainable product innovation, the company shows a strong commitment to environmental stewardship and social responsibility. As CCL Products continues to innovate and expand its sustainability efforts, it sets a benchmark for the coffee industry and contributes to a more sustainable and fair future.
Flavourtech is a world leader in the development, design and manufacture of thin-film, spinning cone technologies for dealcoholisation, aroma recovery, extraction and concentration. Headquartered in Australia, Flavourtech’s unique processing technologies are enabling food and beverage companies around the world to produce higher quality products that allow them to differentiate themselves from competitors.
The primary advantages of Flavourtech’s technologies include:
The protection of heat-sensitive products
• Easy handling of highly viscous products and slurries
• Desired product characteristics such as flavour, colour and functionality are maintained
• Automated and continuous systems
Visit flavourtech.com to learn more about:
The Spinning Cone Column (SCC) – Aroma recovery, flavour management, extraction and dealcoholisation from liquids and slurries. Flavourtech’s new smallscale SCC100 has been launched and is available at a special introductory price in 2024!
• The Centritherm® evaporator – Particularly suitable for the concentration of heat-sensitive, valuable or viscous products.
The Rotating Disc Column (RDC) - A continuous contacting device which allows temperature, pressure and residence times to be precisely controlled.
The Integrated Extraction System (IES) – An automated and continuous solution for the production of instant and RTD tea and coffee.
• Aquaporin – Forward Osmosis systems for the concentration of natural aromas.
www.flavourtech.com sales@flavourtech.com
Project by: Malvern Kandemwa
Words by: Michelle Duncan
Sebastian Galipo, the Founder and Managing Director of Galipo Foods Company, has transformed the business into one of Australia’s leading food service distributors. With a keen eye for market trends and a deep commitment to quality and customer satisfaction, Galipo has built a company renowned for its extensive product range, exceptional service, and innovative business practices. With a passion for culinary innovation and a keen business acumen, Sebastian has positioned Galipo Foods as a prominent player in the market, known for its commitment to quality, sustainability, and customer satisfaction.
Sebastian Galipo’s journey took a pivotal turn during his second year of law studies when he realised that the legal field wasn’t his true calling. Motivated by an enterprising spirit, he decided to pursue a different path. In 1983, he founded Galipo Foods, beginning as a small food service distributor selling meat for a yiros company. His initial setup consisted of four chest freezers in his home garage and a one-tonne truck for deliveries. However, Sebastian recognized the immense potential beyond these humble beginnings. Galipo Foods didn’t limit itself to niche products. Instead, Sebastian focused on building strong relationships with customers and broadening the company’s offerings. Over time, the product range expanded to include thousands of items, establishing a convenient “one-stop-shop” model for clients. This approach saved customers from dealing with multiple suppliers and solidified Galipo Foods’ position in the industry.
Now employing 230 people, Galipo Foods boasts a fleet of 60 trucks and delivers over 6,500 assorted products throughout South Australia. Galipo’s clients include a diverse array of independent outlets such as cafes, hotels, school canteens, aged care facilities, takeaway and pizza bars, as well as major contract customers like Barnacle Bill, Domino’s, Spotless, and Subway. It was voted No.1 distributor in 2023, 2019, 2017, 2016 and 2014 by the Foodservice Suppliers Association of Australia. It also won the state award every year from 2014 to 2023 and was recognised as No.1 nationally in
2018 by Countrywide Australasia. Australian School Canteen Association honoured Galipo as best schools’ food distributor in 2013, 2015, 2016, 2017 and 2022. Galipo Foods solidified its status as a family-run enterprise in 1988 when Sebastian’s brother, Bill, joined as a partner. Today, Bill serves as the Joint Managing Director alongside Sebastian, further cementing their shared leadership in steering the company forward.
Galipo Foods’ growth necessitated several moves to larger
premises over the years. Initially relocating to Stepney in 1988, the company eventually settled into a significant distribution centre at Dry Creek in 2003, which expanded to an impressive 33,000 square metres. In 2017, Galipo Foods expanded its distribution reach by acquiring Mid North Smallgoods, enhancing its presence through Port Pirie and Port Augusta. The acquisition of Centre State Foods in 2018, founded by Eric Skinner in Kadina to serve the Yorke Peninsula, further bolstered Galipo Foods’ regional footprint and operational capacity.
Galipo Foods has been at the forefront of innovation within the Australian food service industry, pioneering several advancements that have set it apart:
Galipo Foods became the first Australian food service company to incorporate a full tasting kitchen on its premises. This facility allows for the testing and development of new products and recipes, ensuring quality and innovation in its offerings.
The company was also among the first in the nation to implement a voice-directed warehouse management system. This advanced technology optimises warehouse operations by enabling voice commands for picking, packing, and inventory management, enhancing efficiency and accuracy.
Sebastian has championed the integration of technology in various aspects of Galipo Foods’ operations, from inventory management to marketing strategies. By harnessing the power of digital tools and e-commerce platforms, the company has strengthened its online presence, personalised customer interactions, and gained valuable insights into market trends and consumer preferences
Amidst its rapid growth and technological advancements, Galipo Foods has maintained a strong commitment to its family-oriented values:
Despite its expansion, Galipo Foods strives to preserve a familial atmosphere within the workplace. Many employees have been with the company for extended periods, contributing to a cohesive and dedicated team environment.
Galipo Foods extends its family-centric ethos to the wider South Australian community through extensive support for approximately 55 charities and community groups. This commitment reflects the company’s dedication to making a positive impact beyond its business operations. Through its innovative spirit, dedication to employee well-being, and community involvement, Galipo Foods continues to set benchmarks in the food service industry, ensuring both internal cohesion and external community support.
GALIPO FOODS BECAME THE FIRST FOOD SERVICE COMPANY IN AUSTRALIA TO INCORPORATE A FULL TASTING KITCHEN ON ITS PREMISES.
With Galipo Foods, Sebastian has found his dream job and, despite the obstacles, his passion for the business has made it a path work sticking to. He has driven significant growth and innovation. The company’s extensive product range, commitment to quality, and focus on customer satisfaction have made it a leader in the food service distribution sector. Through strategic infrastructure upgrades, robust partnerships, and innovative technology transformations, Galipo Foods continues to enhance its operations and expand its market presence. Moreover, a strong commitment to sustainability and employee development underscores the company’s dedication to responsible business practices and longterm success. Sebastian Galipo’s vision and strategic initiatives ensure that Galipo Foods remains a trusted partner for its customers and a respected player in the industry.
Project by: Malvern Kandemwa
Words by: Michelle Duncan
Golden Bridge Foods Manufacturing is a renowned food production company that has carved a niche for itself in the industry by delivering high-quality food products to consumers. With a strong commitment to excellence, innovation, and sustainability, Golden Bridge
Foods Manufacturing has proven a reputation for premium quality and diverse product offerings. The company’s focus on operational efficiency, product development, and customer satisfaction sets it apart as a leader in the competitive food manufacturing sector.
Founded by Ong Tung Seng in 1993 and three decades later, Golden Bridge is now a household name in Singapore with its lines of canned meats, cold cuts
and ready-to-prepare products.
It’s also entering foreign markets, taking the same commitment to quality and innovation abroad that made it a market leader in Singapore. Ong Tung Seng’s journey to becoming the Managing Director of Golden Bridge Foods Manufacturing is a tale of perseverance, vision, and commitment. Born and raised in a modest family of pig farmers in Singapore. His early life was marked by hard work and a thirst for knowledge. From
an early age, he displayed a keen interest in business and entrepreneurship, which was nurtured through his education.
He started out by developing a single product: XO Waxed Sausage, which would incorporate the fragrant aroma of XO Brandy. It proved a hit as Golden Bridge Foods began developing other lines of meats such as Taiwanese-style sausages, along with Western-style hams, sausages and canned meats. He eventually passed the reins to his family and Golden Bridge Foods’ parent company OTS Holdings Limited became publicly traded in 2021.
firm, having been responsible for the sales and marketing department and facilities management for 23 years.
Ong Bee Chip, his son, now oversees OTS Holdings as Managing Director, alongside his siblings, Ong Chew Yong and Ong Bee Song as Executive Director and Sales Director respectively. He joined the company in 2006, coming over from the family’s textile
Golden Bridge Foods Manufacturing boasts a diverse product portfolio that caters to various segments of the market. From snacks and convenience foods to gourmet culinary specialties, the company offers a wide range of products that appeal to different consumer preferences and di-
etary requirements. By prioritising innovation and market trends, Golden Bridge Foods Manufacturing continuously introduces new products and flavours to meet the evolving needs of consumers. Quality is at the heart of Golden Bridge Foods Manufacturing’s operations, with a strong emphasis on maintaining the highest standards of product quality and safety. The company adheres to stringent quality control measures throughout the production process, from sourcing raw ingredients to packaging finished products. By implementing rigorous quality assurance protocols and compliance with food safety regulations, Golden Bridge Foods Manufacturing ensures that its products meet the highest industry standards.
Having taken the reins of the business, Ong set about making changes, starting with the workflow, marketing and emphasising research and development. In 2009, a new entity and processing facility, Ellaziq, was set up to increase production of halal-certified foods to meet the fast-growing demand. It also started working toward opening export markets, including neighbouring Malaysia. Golden Bridge Foods expanded its operations by opening an office in Malaysia and set up its own distribution channel. The investment has paid off as the Malaysian market shows a strong preference for Singaporean products, according to Ong. They have also set up in the Philippines and Indonesia where exports now account for over 36 percent of the Group’s sales, a sign of how the future lies abroad for the company.
Golden Bridge Foods Manufacturing has a robust distribution network that spans domestic and international markets. The company’s products are widely distributed through retail channels, supermarkets, specialty stores, and online platforms, reaching a diverse consumer base. By strategically expanding its market reach and leveraging distribution partnerships, Golden Bridge Foods Manufacturing ensures that its products are accessible to customers across various regions. Innovation lies at the core of Golden Bridge Foods Manufacturing’s success, driving product development, process improvement, and market differentiation. The company invests in research and development to stay at the forefront of culinary trends, flavour profiles, and nutritional advancements. By fostering a culture of innova-
tion and creativity, Golden Bridge Foods Manufacturing continues to introduce novel products that resonate with consumers and set industry benchmarks.
THE
Recognizing the importance of modern infrastructure in achieving operational efficiency and maintaining competitiveness, Golden Bridge Foods has invested in infrastructure upgrades. By modernising equipment, expanding production capacity, and
enhancing facility capabilities, the company can meet growing demand, improve production efficiency, and adapt to market trends. These infrastructure upgrades demonstrate Golden Bridge Foods Manufacturing’s commitment to operational excellence and continuous improvement. They now run ultramodern facilities that enable the production of a wide range of food products. From snack foods to ready-to-eat meals, the company’s operations are characterised by precision, efficiency, and adherence to stringent quality standards. By employing innovative manufacturing processes and adhering to rigorous quality control measures, Golden Bridge Foods Manufacturing ensures that its products meet or exceed customer expectations.
The Company is also committed to sustainability and environmental responsibility. They invested in sustainable sourcing practices, energy-efficient production processes, and waste reduction initiatives to minimise its environmental impact. By embracing sustainable practices, such as waste recycling, water conservation, and eco-friendly packaging, Golden Bridge Foods Manufacturing demonstrates its dedication to environmental stewardship and social responsibility. Furthermore, Strategic partnerships play a vital role in Golden Bridge Foods growth strategy. By collaborating with suppliers, distributors, retailers, and industry stakeholders, the company strengthens its supply chain, expands its market reach, and drives innovation. Strategic partnerships also enable Golden Bridge Foods Manufacturing to access new markets, introduce innovative products, and leverage synergies that benefit both the company and its partners.
As a leader in the food manufacturing industry, Golden Bridge Foods under the leadership of Managing Director Ong Bee Chip continues to set high standards for quality, innovation, and sustainability. The company’s focus on operational excellence, infrastructure upgrades, strategic partnerships, and technology transformation underscores its commitment to delivering superior products, meeting customer needs, and driving growth. With a strong foundation built on operational efficiency, modern infrastructure, collaborative partnerships, and innovative technology, Golden Bridge Foods Manufacturing is well-positioned to thrive in a dynamic and competitive market landscape.
Project by: Malvern Kandemwa
Words by: Michelle Duncan
Premier FMCG Pty Ltd is one of South Africa’s leading fast-moving consumer goods (FMCG) companies. Premier FMCG has undergone significant transformation, expanding its operations, upgrading its infrastructure, forging strategic partnerships, and embracing technological advancements. Premier FMCG, commonly known as Premier, has a rich history dating back to 1820. The company is a prominent player in the South African
FMCG sector, with a diverse portfolio of products that includes bread, flour, maize, rice, pasta, sugar, beverages, and home care products. Premier’s well-known brands, such as Blue Ribbon, Snowflake, Iwisa, and Lil-lets, are household names in South Africa and other African markets.
The newly formed executive focused on bringing the company back to financial health and providing a durable base from which to make investments in new equipment and facilities, and that in turn would lead to better-quality products around which the company could rebuild strong, iconic brands. The new executive
took on the role and began restructuring the business with a 10-year strategy to drive forward the completion of the turnaround. Under the new leadership, Premier FMCG has made significant investments in upgrading its infrastructure to support growth and improve efficiency. These upgrades include the construction of new manufacturing facilities and modernization of existing plants. These facilities are designed to produce a diverse range of bread and baked goods with enhanced efficiency and consistency. The new plants incorporate advanced automated systems that streamline the baking process, from dough preparation to packaging.
PREMIER MAIZE BRANDS
INCLUDE: IWISA NO.1, NYALA, INVICTA, IMPALA AND SUPER SUN.
PREMIER WHEAT BRANDS
INCLUDE: BAKERS PRIDE AND LIGUGU.
Today, Premier has 7 wheat mills and 3 maize mills strategically located in South Africa, Mozambique and Eswatini to ensure optimal supply with a total capacity of 980,000 tonnes of wheat and 680,000 tonnes of maize per annum. Two of the wheat mills are designed to mill flour for speciality industrial customers. The Kroonstad maize mill is the biggest maize mill for human consumption housed under one roof, in the world. Premier mills are FSSC 22000 certified, and their bakeries are the biggest customer for wheat mills and flour brands which include the iconic Snowflake brand which is more than 135 years old. Premier maize brands include: Iwisa No.1, Nyala, Invicta, Impala and Super Sun. Our wheat brands within Eswatini
include Bakers Pride and Ligugu. The milling operations also comprise of 14 warehouses strategically located around the country to optimise product availability and minimise unnecessary product handling which ultimately reduces costs not only for their milling products but also confectionery and home & personal care products which are also distributed through this network. In 2014 Premier opened its new high-volume warehouse and DC based at Long Meadow in Johannesburg, which also holds an FSSC 22000 certification.
Technology transformation has been a key focus area for Premier FMCG. Embracing advanced technologies has enabled the company to enhance its operational efficiency, improve product quality, and stay competitive in the market. Premier has transformed its manufacturing facilities into IoT-enabled smart factories. Sensors and connected devices collect real-time data on machinery performance, production rates, and product quality. This data is analysed to optimise operations, predict maintenance needs, and prevent downtime. The use of advanced data analytics tools allows Premier to gain insights into production processes and supply chain dynamics. Analytics platforms process vast amounts of data to identify trends, forecast demand, and optimise resource allocation. This data-driven approach enhances decision-making and operational efficiency.
Strategic partnerships have played a crucial role in Premier’s success. The company has formed alliances with various stakeholders, including suppliers, distributors, research institutions, and industry associations. These partnerships have helped Premier enhance its capabilities, expand its market reach, and drive innovation. Premier’s long-term strategic partnerships include one with the company Anchor Yeast, a key strategic partner on the baking side of its business. The latter also owns the only yeast factory in South Africa, supplying the whole baking industry there. The company has extremely close relationships with grain suppliers,
which have grown along with Premier over the past 10 years. These partnerships enable the company to access new markets, introduce innovative products, and leverage synergies that benefit both parties, fostering longterm relationships and business growth.
Premier has solidified its position as a leading FMCG company in South Africa and beyond. The company’s commitment to quality, innovation, sustainability, and strategic partnerships has driven its growth and success. The ongoing upgrades encompass new and modernised manufacturing facilities, advanced technological implementations, sustainability initiatives, enhanced distribution and logistics capabilities, innovative R&D efforts, and a comprehensive digital transformation. These strategic investments not only bolster Premier’s operational efficiency and product quality but also reinforce its commitment to sustainability and innovation. As a result, Premier FMCG is well-positioned to continue its growth trajectory and maintain its leadership in the South African and African FMCG markets.
