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AUGUST 2016

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National Carnival Commission Omnicane Getting TheTaste Party Started The Sweet Of Success LGO Energy Guyana Oil Company Focused Firmly On Field Reactivation Black Gold n Pay Express Stores MacroPick Dimension Concrete Convenience Is Everything A Solid Foundation

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INSPIRED BY YOUR SUCCESS

EDITOR’S NOTE Heads of Departments Managing Editor Djamil Benmehidi editor@littlegatepublishing.com

T

here are good years and bad years, ups and downs, both in business and the wider world. And as far as the going to hell in a handcart stakes go, July certainly saw 2016 tighten its grip on the trophy for

being probably the worst year in recent decades.

Sales Director Alex Smith alexsmith@littlegatepublishing.com

This past month alone we’ve seen heartbreaking scenes in Europe and the

Sales Manager Emlyn Freeman emlynfreeman@littlegatepublishing.com

coup in Turkey which was narrowly foiled by a furious Erdogan. Tensions

Head of Editorial Research Paul Bradley paulbradley@littlegatepublishing.com

continue on a low-motion collision course, whilst the belligerence of Russia’s

Editorial Research Alice Instone-Brewer alice@littlegatepublishing.com

To say the least, the past two months have been months to forget - as

Editorial Research Steven Weller steveweller@littlegatepublishing.com

humankind, it truly sticks in my throat to say such a thing.

Corporate Director Anthony Letchumaman anthonyl@littlegatepublishing.com

forward to this August, which encapsulates the best of humanity, and

Lead Designer Alina Sandu studio@littlegatepublishing.com

Middle East, following a dramatic surge in terrorist attacks, and an attempted continue to rise in the South China Sea, as the US and China seemingly Vladimir Putin also has the world on edge. somebody who relies heavily on their faith in the inherent goodness of It is therefore with a great sigh of relief that we all have something to look celebrates the dedication, endeavours, and excellence of its participants; an event which will bring more than a hundred nations and their peoples together at a time when fraternity and togetherness has never been more

Publisher Stephen Warman stevewarman@littlegatepublishing.com

needed.

Any enquiries or subscriptions can be sent to info@littlegatepublishing.com ENDEAVOUR MAGAZINE is published by Littlegate Publishing LTD which is a Registered Company in the United Kingdom.

Company Registration: 07657236 VAT registration number: 116 776007

set to kick-off this month in the land of joga bonito itself, Brazil. Whilst, in

343 City Road London EC1 V1LR

Suite 10, Thorpe House 79 Thorpe Road Norwich, NR1 1UA

Littlegate Publishing Ltd does not accept responsibility for omissions or errors. The points of view expressed in articles

I refer, of course, to the forthcoming 2016 Olympic Games, which are all typically Brazilian fashion, there have been all manner of chaos and hiccups as stadiums, infrastructure and facilities have been haphazardly erected, the eagerly awaited 2016 Olympic Games will finally begin in Rio de Janeiro this week. This truly wonderful event will no doubt give all of us a much needed feel-good shot in the arm; doubly so, if we have the good fortune to watch our home country go on a rampaging medal haul In keeping with the Brazilian theme for a moment, there is an old saying which is quite fitting during times of difficulty: a necessidade é a mãe da invenção.

by attributing writers and/or in advertisements included in this

This translates to ‘necessity is the mother of invention’ - during difficult

magazine do not necessarily represent those of the publisher.

times we must work hard to find creative solutions in order to overcome

Any resemblance to real persons, living or dead is purely

challenges. Whilst comfort and success is what we all aspire for, it is only

coincidental. Whilst every effort is made to ensure the accuracy of the information contained within this magazine, no legal responsibility will be accepted by the publishers for loss arising from use of information published. All rights reserved. No part of this publication may be reproduced or stored in a retrievable

under adversity that mankind truly thrives – this is as true in business as it is in the wider world.

So, yes, times are difficult, but never underestimate man’s ability to overcome

system or transmitted in any form or by any means without the

a challenge. Terrorism and bad feeling, like economic difficulty, is passing.

prior written consent of the publisher.

Form is temporary, class is permanent, after all.

Copyright © Littlegate Publishing Ltd 2016

DJAMIL BENMEHIDI

Endeavour Magazine | 3

CONTENTS

47

Serendib Flour Mills Ltd

FEATURES

29

Crown Paints Kenya

4 | Endeavour Magazine

13

19

23

29

35

41

47

53

58

61

67

71

77

83

85

89

National Petroleum Marketing Company Fuelling The Islands SAIA (South Africa Insurance Association) Protecting South Africa COVER STORY Guyana Oil Company Ltd Black Gold Crown Paints Kenya Transforming Lifestyles COVER STORY Macro Dimension Concrete (MDC) A Solid Foundation Almabani General Contractors Leading From The Front Serendib Flour Mills Ltd Nourishing The Nation COVER STORY Omnicane The Sweet Taste Of Success CarimerCare Top Treatments, Low Costs Ministry of Health Swaziland Taking Care Of The Health Business AmerTrin Quality, Reliable Shipping Solutions Air India Up, Up And Away Qatar Rail Connecting The Capital City Sharman Group Ltd More Than a Prestige Dealership Furness Group 125-Years Of Quality And Service TGV Cinema Bringing Magic Back To The Silver Screen

19

South Africa Insurance Association

ARTICLES 3 6

Editor’s Note Business Headlines  New 2030 Plan To Inject US$44Bn Into Dubai Economy  Abu Dhabi Merger To Create $175Bn Banking Heavyweight  Africa’s Largest Wind Farm Set To Power Kenya  Southeast Asia Stocks Higher On Central Bank Of Japan Stimulus  Shell Sees Quarterly Profits Plummet 70% As Low Oil Price Bites  Turkey Coup And Terrorism Spoil Summer For Thomas Cook  Credit Suisse CEO Thiam: ‘Brexit Has No Impact—Yet’  Brewer Ab Inbev Boosts Offer For Rival Sabmiller

71

Air India Endeavour Magazine | 5

BUSINESS HEADLINES MIDDLE EAST NEW 2030 PLAN TO INJECT US$44BN INTO DUBAI ECONOMY The new 2030 Dubai Industrial Strategy, which will oversee 75 initiatives in an effort to generate an extra $44 billion for the emirate’s economy, has been approved by Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE, and Ruler of Dubai.

By creating a national banking champion, Abu Dhabi hopes to better service its own changing economy and those of the region, as well as take on global banking rivals at home and abroad.

With a combined market value of $29.1 billion as of June 30, the new bank will overtake the likes of Britain’s Standard Chartered and Royal Bank of Scotland and France’s Credit Agricole.

According to state news agency WAM, the strategy is based on five objectives: increasing the output of the manufacturing sector; improving innovation; making Dubai a preferred manufacturing platform

for

international

firms;

promoting

energy-efficient

manufacturing; and making the city a hub for the global Islamic products market.

In addition, the strategy has also outlined six sectors: aerospace, maritime, aluminium and fabricated metals, pharmaceuticals and medical equipment, food and beverages and machinery and equipment.

WORK BEGINS ON WORLD’S LARGEST INDUSTRIAL GAS FACILITY IN SAUDI ARABIA Construction has started on a $2.1bn industrial gas complex in Saudi Arabia, which is slated to become the largest such facility in the world, it was announced on Tuesday.

The industrial gas complex will serve Saudi Aramco’s Jazan refinery and terminal when complete.

ABU DHABI MERGER TO CREATE $175BN BANKING HEAVYWEIGHT National Bank of Abu Dhabi and First Gulf Bank won board approval on Sunday for a merger to create a banking heavyweight with $175 billion in assets, part of the emirate’s plan to revamp its economy hit by lower oil prices.

The newly-branded National Bank of Abu Dhabi will become one of the Middle East and Africa’s biggest banks when the tie-up is completed in the first quarter of 2017, rivalling Qatar National Bank, which has just purchased Turkey’s Finansbank.

The tie-up comes as the Gulf’s oil-rich countries take new steps to diversify their economies after two years of lower oil prices have weighed heavily on state revenues.

6 | Endeavour Magazine

The contract for the complex was awarded to ACWA Holding and Air Products by Saudi Aramco in 2015 and the two companies formed Jazan Gas Projects Company (JGPC) to build, own and operate the plant.

Chairman of the JGPC and chairman of ACWA Holding Mohammad Abunayyan said: “Since the contract was awarded, we have demonstrated outstanding infrastructure financing which has enabled us to be well advanced with the build schedule. We have also recruited a highly skilled team to manage operations.

“Construction on-site started a month earlier than planned, initial drawings have been issued and we have a clear plan of mobilisation to Jazan from this date.”

The gas complex will require 600MW to operate and will consist of six air separation trains.

AFRICA

ASIA

AFRICA’S LARGEST WIND FARM SET TO POWER KENYA

PH IS BEST ECONOMY IN SOUTHEAST ASIA – OXFORD BUSINESS GROUP

Work is ongoing on the Lake Turkana Wind Power (LTWP) project, both the largest single wind power project in Africa and the largest single private investment in Kenya’s history.

Currently in the development stage, the Marsabit County-based project is set to generate up to 310MW of power when it comes online towards the end of 2017, contributing 15–20% of Kenya’s energy needs. Besides boosting the country’s power generation, the project remains central to Kenya’s Vision 2030 – a blueprint for development that aims to make Kenya a newly industrialising, middle income nation by 2030.

With its 365 wind turbines, the project will save the country more than $177m a year on fuel imports and benefit approximately 2.5m Kenyans. According to the African Development Bank, the project will displace the equivalent of between 565,920 and 1,264,320 tons of carbon dioxide per year. Part of the earnings from carbon trading will be invested in the affected community via the Ministry of Energy.

The Philippines is the top-performing economy in Southeast Asia and if the new government plays its cards right, it can see growth ramp up in the medium-term, a consultancy said.

“It was unthinkable seven years ago, but the Philippines is the best economy in Southeast Asia today,” Oxford Business Group (OBG) Managing Editor Paulius Kuncinas said in a news conference.

“Investors no longer ask why but where and what sectors they should invest in,” he added.

The OBG launched its investment outlook for the Philippines for 2016-2022 and the report credited the country’s strong domestic consumption, growing business process outsourcing sector and newfound political stability as some of the key factors for growth.

ICCP Group Chairman and CEO Guillermo Luchangco said he no longer has to convince his business partners to come see what the Philippines has to offer. They want to be here, he said.

The main draws for investors? A large, young, English-speaking workforce, and close trade links with Asia, the world’s fastestgrowing region.

Metrobank Vice-Chairman Francisco Sebastian agreed, saying so much has improved in the last few years. The economy has grown above-5% annually. The Philippine Stock Exchange index now trades at about 7,000, nearly double the 3,600 in 2008. Foreign direct investments (FDI) have tripled in the same period, from a “miserable” $1-2 billion to $6 billion this year.

WHY DIAGEO, PZ CUSSONS, AND ATLAS MARA ARE BETTING BIG ON AFRICA As growth in China slows after two decades of breakneck economic development, Western companies are increasingly turning towards India and Africa as the next great untapped opportunities.

SOUTHEAST ASIA STOCKS HIGHER ON CENTRAL BANK OF JAPAN STIMULUS Southeast Asian stock markets closed higher on this week

While Africa’s 54 disparate countries and innumerable languages

following a larger-than-expected economic stimulus package from

make it a far cry from China’s reasonably cohesive single market,

Japan, and ahead of the outcome of the US Federal Reserve policy

there are several simple reasons so many companies are rushing to

meeting.

expand on the continent.

Economic growth has continued unabated despite collapsing commodities prices and fast-growing populations are becoming increasingly wealthy thanks to this. So, how are companies going to profit from a growing consumer class?

Spirits maker Diageo’s plan is twofold. First, the company is pushing for increased sales of Guinness and local beer brands to

Japanese Prime Minister Shinzo Abe unveiled a stimulus package of more than 28 trillion yen ($265 billion), exceeding initial estimates of around 20 trillion yen.

“The hope of stimulus from Japan had diminished a couple of weeks back, but recent reports on the likelihood of one have got the markets upbeat again,” said Manny Cruz, an analyst with Manilabased Asiasec Equities.

build links with distributors and consumers alike. The hope is it will

The Fed is expected to leave interest rates unchanged when it

be easier in the future to sell the higher margin spirits Diageo is

concludes its meeting on Wednesday as policymakers hold out for

famous for, such as Smirnoff and Johnnie Walker.

more evidence of a pickup in inflation.

Endeavour Magazine | 7

EUROPE

SHELL SEES QUARTERLY PROFITS PLUMMET 70% AS LOW OIL PRICE BITES

of Turkey and Brussels,” the travel company said as it reported an underlying operating profit of £2 million in the third quarter, £22 million lower than last year.

European oil majors Royal Dutch Shell and Total reported a sharp

It said summer 2016 bookings to destinations excluding Turkey

decline in profits in the second-quarter of 2016, as the low oil price

were up by 8 percent. Overall, however, bookings were down 5

continued to weigh on earnings.

percent because of “continued weak demand for Turkey.”

Shell’s second-quarter earnings on a current cost of supplies (CCS) basis attributable to shareholders (excluding identified items)

Michael Healy, chief financial officer at Thomas Cook, told CNBC that “no one will be surprised that the results are down.”

was $1 billion, down from $3.8 billion in the same period last

“We’ve seen revenues down 8 percent and half of that relates to

year, a 72 percent fall. CCS is a common accounting measure for

Turkey and the other half relates to Belgium and the Brussels airport

commodity-reliant businesses. This was also below the $2.2 billion

attack. I do think we need to look at the results in a bigger context.

forecast by analysts.

We are a business that does have to manage through disruption and

“Lower oil prices continue to be a significant challenge across

we took steps last year to rebalance our holiday program out of the

the business, particularly in the upstream,” Ben van Beurden, chief

eastern Mediterranean – Turkey, Tunisia and Egypt – and into the

executive of Shell said in a statement.

western Mediterranean,” he said Thursday.

It was the first quarterly earnings statement that included BG Group, which Shell bought for around $50 billion earlier this year.

The company said that the integration process was going well.

“Integration of Shell and BG is making strong progress, and our operating performance continues to further improve,” van Beurden said.

TURKEY COUP AND TERRORISM SPOIL SUMMER FOR THOMAS COOK U.K. tour operator Thomas Cook has reported a 5 percent drop in overall summer bookings due to terrorist attacks in Brussels and weak demand for holidays in Turkey as the country is rocked by terrorist attacks and a failed political coup.

Group revenue in the third quarter was £1,85 billion ($2.4 billion), down 8 percent from the previous quarter, “reflecting (the) impact 8 | Endeavour Magazine

FEATURED COMPANIES CREDIT SUISSE CEO THIAM: ‘BREXIT HAS NO IMPACT—YET’ Tidjane Thiam, the chief executive of Credit Suisse, which has cut close to 2,000 jobs in London this year, told CNBC that Brexit has so far had “no impact” on its business, but that the bank is “ready to adapt” if it does.

His comments come amid fears of a gradual exodus from the City, London’s financial services center, to elsewhere in Europe, when the U.K. leaves the European Union.

Credit Suisse has already cut 1,800 jobs in London this year as it restructures its business and moves some jobs to lower cost countries like India and Poland.

“We have been very cautious, because everybody knows what the uncertainties are – Brexit – and no-one knows how it is going to play out,” Thiam added.

“We have to look for where there is profitable growth and push capital towards those areas ... Our plan has been to fundamentally reduce our footprint in London.”

BREWER AB INBEV BOOSTS OFFER FOR RIVAL SABMILLER Brewer

Anheuser-Busch

InBev has sweetened the terms of its $100 billion-plus takeover offer for SABMiller after a fall in sterling since Britain’s vote to leave the European Union and a rise in AB InBev’s shares reduced the attractiveness of

SERENDIB FLOUR MILLS LTD

the original terms for SABMiller shareholders.

AB InBev will now offer £45 a share, an increase from the

MACRO DIMENSION CONCRETE

£44 announced in November last year. The

offer values

SABMiller at around

US$15.4 BILLION INVESTED IN EUROPEAN OFFSHORE WIND: REPORT The first six months of 2016 saw a record 14 billion euros ($15.4 billion) of new investment in

Europe’s

offshore

wind

industry, according to a new report -- however the number of new installations is dropping off.

Industry group WindEurope said that a total of 3.7 gigawatts (GW) of new capacity has been financed this year, with almost 75 percent of new investments in the U.K. The size of the wind turbines being installed is also getting bigger, now averaging 4.8 megawatts, a 15 percent increase compared to the same period last year.

Despite the large investments, WindEurope said that the volume of new “grid-connected installations” in the first six months of this year was actually down by 78 percent compared to the same period last year.

“The investment numbers are very encouraging,” Oliver Joy, a spokesperson for WindEurope, told CNBC via email. “Financiers are putting their money into a technology that is rapidly reducing costs and beating all expectations,” Joy added.

£79

billion

($104

billion). In November, it was worth around 70 billion pounds, or $106 billion by the exchange rates at the time.

AB

InBev

also

tweaked the terms of a share-and-cash structure

targeted

at SABMiller’s two biggest shareholders, increasing the cash element

to

4.66

pounds from 3.78 pounds in November. AB InBev said its revised terms were final.

The changes come after a number of activist investors bought stakes in SABMiller.

“I wouldn’t like to secondguess what the activists were hoping for, but the increase is quite modest,” one SABMiller shareholder told reporters.

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12 | Endeavour Magazine

NATIONAL PETROLEUM MARKETING COMPANY LIMITED (NP) WWW.NP.CO.TT (868)625-1364

FUELLING THE ISLANDS WRITTEN BY DJAMIL BENMEHIDI

With its first-rate infrastructure and accommodating financial and legal framework, Trinidad & Tobago has for some time held a reputation as an excellent place to do business.

The presence of international players like Citibank and Scotiabank alone speaks volumes of its credentials as a finance hub, but to this day Trinidad & Tobago’s economic bread-and-butter remains the oil & gas industry – a sector which is responsible for 40% of national GDP. Endeavour Magazine | 13

NATIONAL PETROLEUM MARKETING COMPANY LIMITED (NP)

Endeavour Magazine revisited Trinidad & Tobago National

Petroleum Co. Ltd, one of the most important petroleum company’s operating on the islands today, to find out how they’ve stayed at the top, in spite of the recent challenging market conditions facing the oil & gas sector.

T

he twin-islands has been recognised as a premier supplier of

supplier of petroleum, fuels and gasoline, to supply automotive

natural gas, crude oil, and petrochemicals for decades. Being as

fuels to the consumer via its extensive 160-strong network of

richly endowed as it is, and thanks to the great investment and

service stations, which can be found across the length and breadth

expertise of the many local and international companies who work

of the islands. It is the primary distributor of automotive fuels in

tirelessly to harness its petro-riches, Trinidad & Tobago is a first-

Trinidad & Tobago, and with its state-of-the-art Sea Lots-based

choice location for foreign investment, from which it has benefited

blending plant, which has the capacity to manufacture 500 tonnes

to the tune of over US$2 billion per annum in recent years.

of blended lubricants, such as engine, gear, and hydraulic oils,

In this context, Trinidad & Tobago National Petroleum

among other products, business is positively booming.

Marketing Company Ltd.’s (NP TT) standing as one of the most

Additionally, NP TT’s year-on-year increases in revenue have

important companies operating on the islands today is an accolade

been further boosted by its dominant standing as a market-leading

not to be sniffed at. Whilst NP TT is a regional player, its dedication

distributor of LPG; another essential consumer product which is

to staying ahead of the curve with regards to its vast distribution

primarily used for domestic cooking and commercial purposes, and

network, its utilisation of advanced hydrocarbon technologies, and

its aviation refuelling business – a particularly lucrative business,

its 800-strong staff-base, within which the highest standards of

thanks to NP TT’s monopoly on all aviation refuelling services at

industry expertise, professionalism and customer care are to be

Pierco International Airport, Melville Hall, and Canefield Airports.

found, mean that the company is undoubtedly the equal of any big-name multi-national. The company name is revealing too, in that NP TT, to say the least, knows a thing or two about marketing their portfolio of petroleum fuels, lubricating oils and greases, LPG, automotive oils and products, and bituminous products, and their customers, together.

THE MOST EXTENSIVE NETWORK OF FUEL SERVICE STATIONS ON THE ISLANDS NP TT works in close partnership with Petrotrin, its exclusive 14 | Endeavour Magazine

A PROUDLY TRINIBAGAN COMPANY WITH INTERNATIONAL STANDARDS AND EXPERTISE Even in spite of the recent difficulties facing the nation’s economy, ever more Trinibagans are taking to the road, so increasing the company’s target market – more cars on the road means greater demand for fuel, and the lubricating oils and greases needed to keep all those engines purring. For all its current economic struggles, Trinidad & Tobago remains a highly industrialised country with falling poverty and an increasingly developed economy. Aside

from the obvious wider socio-economic benefits of this trend, the

the challenges posed by the stunning plunge in oil prices which

benefits of this for outfits like NP TT are obvious.

precipitated the crisis that has ravaged the oil & gas sector. Having

It’s easy to see how NP TT’s prominence in the twin-islands’

reached a giddy peak of $115 per barrel in June 2014, today, prices

most prominent economic sector came to be, bearing in mind

currently hover a shade below $45 per barrel, having plunged

the company’s advantageous start to life. The development and

rapidly to as little as $35 per barrel earlier this February before

growth of a business, as it goes through the process of growing

rallying and then falling again. Just ask any dispirited hydrocarbons

from market entrant to industry leader, is one of internal evolution and metamorphosis; a journey which can often be as costly as it is turbulent. Not NP TT, however. Instead, the company had the benefit of beginning life from an altogether more enviable position from the off. On this, Kevin Motilal, CEO of NP TT, said: “NP’s early development came about thanks to the Government investing and purchasing into a number of large conglomerates who had positions on the island. This including such things as a fifty percent of the inland marketing assets of ESSO Standard Oil in 1973 and the marketing assets for the Trinidad and Tobago Oil Companyformerly Shell Trinidad Limited, in ’76 which was followed a year later by the local marketing assets of Texaco Trinidad Ltd.”

WEATHERING THE GREAT CRISIS FACING THE OIL & GAS SECTOR

sector executive, or a senior minister from any oil & gas producing nation whose economy is heavily reliant on oil & gas revenues; the industry is facing its worst crisis in generations, thanks to a fracking-induced supply glut and the increasing irrelevance of the once-mighty OPEC. With no return to $100 per barrel plus prices in sight, and with the total number of jobs lost in the sector now in excess of 350,000 and rising, according to a recent report by Houston-based Graves & Co., it’s entirely possible that current oil prices are the new normal.

The knock-on effects of this crisis on Trinidad & Tobago, which has led to a ballooning national budget deficit and rising unemployment, have impacted NP TT somewhat, but less than you might have expected. Whilst the company is a major oil & gas sector player, its hugely diverse portfolio of essential products has shielded the company from the worst effects of the downturn –

However, for all its advantages and market domination, like

times might be tough, after all, but we consumers are no less reliant

its industry peers and rivals, NP TT hasn’t been immune from

on the fuel needed to keep our cars running than we are the for

NATIONAL PETROLEUM MARKETING COMPANY LIMITED (NP) the food we need to eat. Also, it certainly doesn’t do any harm that

which it takes on contract blending for the likes of Petcom and BP.

there is a proactive culture of problem solving running through NP

On this, he continued: “We will be consolidating the

TT’s veins.

developments and exposure from this area. The market is growing while we, over the last couple of years have not been keeping up

EXCELLENT RELATIONSHIPS WITH CUSTOMERS THROUGH GREAT SERVICE The present crisis is about as big a challenge as a business like NP TT is likely to face, but it is guaranteed the company will look at it in the same way as it views any other challenge: a situation which presents as much no less opportunity than threat. The excellent relationship with its customers that it enjoys, plans to tweak and improve service delivery, and consolidation of internal

with it. We’re focused on getting back into new business with aggressive marketing. Of course there is a limited budget so we use it wisely, making sure we get our bang for the buck. There is the same effort needed for a small sale as a big sale, so we want to aim for bigger customers in bigger markets to see greater financial results.

FORM IS TEMPORARY, CLASS IS PERMANENT

processes means that the coming 18-months are expected to be

Times might be tough, but since 1972 NP TT has grown and

business as usual for NP TT; expect further increases in revenue,

evolved, overcoming all hurdles, as it developed into the well-

and a continued emphasis on reaching out to larger commercial

known and much loved business it is today. And be rest assured,

customers.

after 44-years of success, NP TT will no doubt continue its mission

Kevin told us: “The market is good. We ensure that LPG -

to ensure the safe, reliable, and affordable availability of quality

liquefied petroleum gas - is available to all customers and we police

petroleum products throughout Trinidad & Tobago for many more

and monitor our own manufacturing chain to ensure the best

years to come. After all, markets are cyclical and both booms and

product and service for our customers.” A key goal for NP TT will

busts come and go, but whilst form is temporary, it mustn’t be

be the continued investment in its LPG business, which is centred

forgotten that class is permanent.

around making full use of its marine bunkering licence through

16 | Endeavour Magazine

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18 | Endeavour Magazine

SAIA (SOUTH AFRICA INSURANCE ASSOCIATION) WWW.SAIA.CO.ZA 27 11 726 5381

PROTECTING SOUTH AFRICA WRITTEN BY STEVEN WELLER

Representing the short term insurance industry in South Africa, the South African Insurance Association (or SAIA for short) goes above and beyond to ensure its diverse members receive the very pinnacle of guidance in both business strategy and development. The SAIA does not just simply offer members regulatory advice on matters of litigation, instead the association delves to promote social understanding in an industry which is not always fully understood.

Endeavour Magazine | 19

SAIA (SOUTH AFRICA INSURANCE ASSOCIATION)

In one form or another, the association has been in operation

for over a century- originating in South Africa and continuing to conduct business there ever since. To find the origin of the SAIS we have to look back to the year 1907, when the Council of Fire Insurance Companies was formed.

I

t would take a further 70 years before the SAIA are established

South Africa. This is a collaborative effort to uplift financial literacy

and labelled an authorised trade association. In a relatively

skills among consumers. This combined effort highlights the

short period of time, in insurance terms anyway, the association

importance SAIA places on interaction, recognising that in an ever-

has made significant progression. As of 2016, the SAIA boasts an

changing industry communication is vital. Through the association,

astounding 59 members; promoting and protecting their interests

members can interact coherently to discuss common interests.

in all aspects of company operations; including public, government and media relations. But just who are these illustrious members and how is the association protecting them?

Well it’s all quite simple, members are comprised of leading short term insurance companies across South Africa, serving to protect the welfare and livelihood of its consumers. The association assists these companies by offering counselling on matters such as, legislation, industrial developments and stakeholder

THE TEAM Interaction stems from the versatile staff, whom without this operation could not operate. The associations board is built from the staff of its members. This undoubtedly makes stakeholder integration more efficient. On the management team, CEO Viviene Pearson heads a group of bright and talented individuals, who come together as a team for the good it’s members.

communication. Abiding by the SAIA Code of Conduct ensures

Another function of the South African Insurance Association

members fully adhere to the best practised industry standards.

is to over-see short term insurance projects, this department of

The association does as much for the industry as it does for its

the association is named insurance risks. By managing projects

members. At their own admission, insurance will never appear a

and monitoring the industry, the SAIA can ensure the longevity of

glamorous proposition to the public.

its members. Insurance risks have portfolios which cover sectors

However, the industry is essential, it affects and protects the

such as motor and property insurance. Other current projects

operations of society and businesses alike. The SAIA recognises

associated with insurance risks include: the earthquake committee,

this importance and strives, ‘to ensure a sustainable and dynamic

climate risk and the fire strategy project. Furthermore, committees

short-term insurance industry’. If you ever needed evidence for this

(made up of member company representatives) are each assigned

statement, look no further than the Consumer Education Initiative.

to a sector, in order to support its core function and the various

The initiatives sole purpose is to promote financial literacy amongst

initiatives undertaken. As well as an insurance risks division, the

consumers, specifically targeting low income communities within

SAIA have various other departments, including government risks

20 | Endeavour Magazine

and transportation risks. These sectors are organised with sub projects and committees also. Despite the lengths SAIA go through to ensure just practises, there will always be those who try and cheat the system.

ABOVE AND BEYOND

Securing South Africa’s

Like superheroes of the financial world, the SAIA are involved

Success….

in an enduring quest to combat insurance crime, constantly battling with the industry’s most elusive villain; fraud. The SAIA played an

Insuring South Africa’s Future

instrumental role in the formation of the subsidiary, the South African Insurance Crime Bureau (SAICB). Both organisations work in tangent to conquer this crime, though the SAICB do have their own members. In an industry where the consumer puts much

INSURING SA’S FUTURE

of their faith in the company, the consumer can feel much more relaxed knowing that their information and trust is not just in

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the hands of the company, but overlooked and regulated by the SAIA. The organisation doesn’t just stop there in their fight against

INSURING corruption, they even go as far as assisting the South African Police

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SA’S FUTURE

Services, donating significant sums of money on an annual basis.

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The Organisation’s members and the thousands of consumers

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associated can rest easy knowing that the South African Insurance Association are there to help.

Endeavour Magazine | 21

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GUYANA OIL COMPANY LTD WWW.GUYOIL.GY (592)225-1595-8

BLACK GOLD WRITTEN BY AMY TOCKNELL

You’d need to have been living under a rock to not notice that the oil industry has hit turbulent times recently, but there is a small contingent of flagship operations keeping the flag flying. Endeavour Magazine spoke to one such company, Guyana Oil, to find out the secret to their continued success.

Endeavour Magazine | 23

GUYANA OIL COMPANY LTD

Heralding itself to be a “provider of petroleum products at

competitive prices�, Guyana Oil is the antithesis of a company determined to succeed, even in the face of industry upheaval. To that end, it boasts an impressive number of outlets, a generous staff contingent and a distribution network that is, to say the least, impressive. You might ask what the secret is to such commercial progress and the answer is simple: a demonstrable track record for growth and development, spanning a number of decades.

I

ncorporated on June 16th 1976, Guyana Oil is wholly owned by the Government of Guyana and meticulously run and managed by a board of experienced, committed directors. By taking control

of a, then, fledgling operation and securing total ownership, the economy of Guyana was bolstered and enveloped with a sense of security and purpose and a further benefit was a sense of national pride that staff, distributors and consumers can all contribute to.

After all, why shop around, when you have a premium product on your own doorstep?

The leading supplier of petroleum products to the motoring population of the country, Guyana Oil has secured itself 42 outlets (dealer fuelling stations), which stretch the entire breadth and width of the country and with a bulk fuel terminal in each county, offering gasoline as well as quality Castrol lubricants, the trucking really never stops. This could be where the story ends, but a successful fuel company supporting the needs of local drivers is only the tip of the iceberg.

Consistently seeking to exceed expectations and branch out into new arenas of relevant interest, Guyana Oil also has a subsidiary; GUYOIL Aviation Services Inc. As the name suggests, this is a highpressure market sector to burst into, but the company has done so with a natural grace an aplomb, becoming the supplier of choice for both Timehri and Ogle airports, fuelling not only domestic airlines, but demanding international set-ups as well.

With a full-to-bursting portfolio of successful interests, Guyana

24 | Endeavour Magazine

GUYANA OIL COMPANY LTD Oil is making riding the wave of the turbulent international oil

over the past 40 years.”

industry look easy and it seems to be the case that maintaining

These are not just pretty words, coming from a company that

local focus and roots is the key to stability. With the head office

is deep in an industry that is seen as being particularly un-green

located in Georgetown, the 400-strong workforce is comprised

however. There is a genuine and real affinity to make a contribution

exclusively for Guyanese professionals and as a profitable public

to a better, greener and safer future, especially at a grass roots

company, year in, year out, billions of dollars have been invested

level. With this in mind, stringent health and safety procedure have

back into the local economy, something which is of the utmost

been put in place, with every team member being given mandatory,

importance to the team of directors.

in depth training as to how a perilous industry can be far less

Speaking about the importance of local community and rising

dangerous to work in. Even more impressive, is the appointment of

to the responsibility of being a national operation, Guyana Oil

a female Health and Safety Officer, as it shows a commitment to not

revealed that,

only colleague welfare, but also equal opportunities and workplace

“Guyana oil contributes in a positive manner to national

diversification, which is, sadly, still somewhat of a rarity in the oil

development by paying its dividend and taxes to the government,

industry. Add to this a fantastic working relationship with relevant

which greatly assists in the building of new roads, schools and

government agencies and you have a real recipe for conscientious,

public infrastructure. Guyana oil attaches great significance to

safe working practices.

its corporate duty to the public by making regular and generous

“It is a privilege for us to be working closely with the Guyana

donations to charitable causes, sports, education and social

Fire Service, the Environmental Protection Agency and the

activities.

Guyana National Bureau of Standards as this allows us to have

“The Guyana Oil Company is ever-conscious of the preservation

a well-trained and efficient workforce. Very soon Guyana Oil

of a green environment and operates under strict national

will be the first local company to be ISO 14001-Certified in the

regulations that are maintained by a highly-trained workforce.

Environment Management Services Standard. It is imperative

“We are honoured to have been serving the Guyanese public

26 | Endeavour Magazine

that

companies

manage

their environment,

especially an

oil company; therefore GUYOIL is leading into the right direction.”

But it’s not just staff that are being considered when safety and comfort is assessed. In a forward-thinking and innovative move, Guyana Oil consistently thinks about the end user – the consumer, “Safety of our customers is absolutely vital. Our pump attendants are trained to ensure that our customers adhere to the safety regulations, including no smoking, not using cell phones close to the pumps, not pumping fuel in unapproved containers and having their engines turned off while fuelling up.”

It can’t come as a surprise that any company that has signed a declaration promising to act as a steward to the environment, wherever possible, is always thinking about the future, possible risks and mass well-being, but when you attribute these thought processes to an oil company, you can’t deny that it is all the more impressive. Far from the embodiment of a stereotypical fuel operation, Guyana Oil seeks to be different at every turn by ensuring a stable local economy, safe workers, protected consumers and above all else, quality products that will have said consumers always coming back for more. A national company you can put your faith in might be worth its weight in gold, but in the case of Guyana Oil, it is black gold and we can’t wait to see what the future will bring for this ever-evolving and conscientious company.

Endeavour Magazine | 27

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CROWN PAINTS KENYA WWW.CROWNPAINTS.CO.KE 254 20 6533604-12

TRANSFORMING LIFESTYLES WRITTEN BY DJAMIL BENMEHIDI

The coatings and paints which we use for the purpose of aesthetics, utility, or both, represent the perfect example of mankind’s habit of overlooking the subtle things that matter. Let’s be honest here; few of us would initially give thought to the coating products we so rely on, let alone the multi-billion dollar industry in which is responsible for manufacturing them.

Endeavour Magazine | 29

CROWN PAINTS KENYA

This month, Endeavour Magazine had the opportunity to speak to

Rakesh Rao, CEO of one of Africa’s largest coatings manufacturers, Crown Paints Kenya, to find out the key to his company’s success

I

f you were to look for the very embodiment of mankind’s bad

and Berger range, which the company sells locally to mainly major

habit of overlooking the important things in life, you could do

hardware stores, retail outlets, and directly to consumers, and

worse than nominate paint and coating products. Just think

internationally to the neighbouring countries which make up its

about it a moment - there is barely a manufactured product that exists today which doesn’t require some form of coating, whether for decorative purposes, protective purposes, or both.

export market.

Today, the company boasts an extensive distribution network with close to 200 dispensing units in Kenya alone, including major

The more obvious uses of coatings, such as the paint we use

depots in Nairobi, Mombasa, and Kisumu, and a highly lucrative

for our houses or the coating on our cars are the more obvious

trade in neighbouring Tanzania, Rwanda, Burundi, South Sudan,

uses of coatings. However, lesser considered but equally important

along with its Ugandan operations under the Regal Paints brand.

applications of coating might be the thin layer of liquid gold applied to micro-electric circuitry to facilitate conductivity, the photographic emulsions that are applied to photographic film, the industrial-grade paints and coatings applied to the hulls of warships, or simply the coating applied to everyday paper. And not only are such coatings an everyday item; in many instances the application of coatings accounts for the lion’s share of an item’s manufacturing cost.

AN INDUSTRY HEGEMON WITH 60% KENYAN MARKET SHARE The multi-billion dollar paint and coatings industry is as lucrative as it is competitive. To be not only a market leader but a market leader with a majority 60% market share like Crown Paints Kenya is quite extraordinary. In light of its credentials and long-standing record of success, what more is there to say? Quite simply, Crown Paints Kenya is the overwhelming leader of the paints and coatings sector, not only in Kenya but also the wider East African region.

First established in 1958 as a subsidiary branch of Lancashirebased Walpamur Company, Crown Paints Kenya has grown steadily over nearly 60-years to become an overwhelmingly dominant industry leader, not only in Kenya where it first opened its doors for business but increasingly the wider East African region. Crown Paints Kenya offers three strategic brands, namely its Crown, Twiga

30 | Endeavour Magazine

A DIVERSE PRODUCT RANGE OF PRODUCTS FOR EAST AFRICAN CONSUMERS As you’d expect, Crown Paints Kenya’s range of paints and coatings is similarly vast. Rakesh Rao, the company’s outgoing CEO, elaborated further: “Crown Paints brands range from adhesives, automotive, industrial, intermediate, roads marking, and thinners and decorative which are sold locally and regionally to the neighbouring markets.

We have a number of key partners and Crown Paints brands, which include Flowcrete, Duco, Autocolor, Master Mix, Teflon, Pidilite, Acryline and Hempel.”

In Rakesh Rao’s view, it is such a broad variety of products and paints, and the company’s penetration into all sectors which gives Crown Paints such an edge over its rivals, which has translated into a majority 60% market share on home turf. Well, a broad product portfolio and a knack for innovative industry-firsts, of course. He continued: “Our launch of new innovative paints and products such as Silicone, Africa’s first water repellent and self-cleaning paint, Crown Sparkling texture – Glass plaster, a fashion finish that has a shiny effect in sunlight, without forgetting the Crown Colour App, which enable users to navigate through more than 1,000 colours and search

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CROWN PAINTS KENYA

for any colour by name and code in the ambience colour chart, are

infrastructure projects which are currently in progress, combined

some of the top innovations that sets Crown Paints apart.”

with the robust performance of the region’s construction industry, has led to surging demand for its commercial and industrial products

MARKET LEADERSHIP DOESN’T COME WITHOUT ITS CHALLENGES Such success, which generated an annual turnover of KES6.2 billion in 2015, is impressive, but that isn’t to say to say Crown Paints Kenya hasn’t faced its share of challenges. Being a top-10 recognised consumer brand with Superbrand status is certainly good for business, and yet this also makes Crown Paints Kenya a target for unscrupulous practice; last year alone, the company was forced to absorb a KES265 million hit, due to the counterfeiting of

in particular. In light of this booming business cycle, Crown Paints Kenya has sensibly opted to make hay while the sun shines and capitalise by ramping-up its already aggressive growth strategy, which first began a few years ago in the face of rising competition and a previous construction sector boom.

SUCCESS THROUGH PROCESS OPTIMISATION AND SUPERIOR SERVICE

Crown Paint products, along with high exchange rates. A financial

When asked about this, Rakesh Rao stressed how expanding

bite of this size, while costly, isn’t grievous, fortunately. It must be

a business begins from within; if your internal operations and

taken into account, after all, that such a loss is acceptable in the

efficiency has been optimised, your business has the best

face of the company’s huge annual turnover, and to be expected;

opportunity to acquire competitive advantage and offer superior

it’s all part of being at the top, and as the old saying goes ‘imitation

levels of service to customers. Following on from an internal shake-

is the sincerest form of flattery.’

up of Crown Paints Kenya’s processes and optimisation of its

Times are good, as is business, and it is Rao’s belief that things will get better still. The region is currently enjoying a market boom and surging economic growth, fuelled by a host of massive

32 | Endeavour Magazine

supply chain, now has come the time to boost production capacity.

On this, Rao said: “We recently opened our second production facility in East

Africa, as part of its expansion and development strategy in the

process. Times have changed, however, and the implementation

region. The new state-of-the-art plant located in Kisumu County

of legislation to control the release of pollutants and an increasing

was commissioned at a cost of KES400 million, so as to boost the

global commitment from the business community to doing business

firm’s paint production capacity from 2.3 million litres to 3.6 million

in a manner which is environmentally and socially responsible has

litres per month, with the potential to increase further up to 5

led to a drastic reduction in the use of volatile organic solvent

million litres per month.

(VOC) content by industry. Crown Paints Kenya is no exception.

The facility is 70% automated, thus ensuring consistent quality and the ability to produce higher volumes of paint at a lower cost. In 2014 during the Company of the Year Awards (COYA) Crown paints scoped four awards. They included Company of the year, CEO of the year, Leadership and Management award and Productivity and Quality (Awarded OHSAS 18001:2007.”

A COMMITMENT TO SUSTAINABILITY, NOT JUST PROFITABILITY Of course, a company of Crown Paint Kenya’s stature not only

When asked to elaborate, Rao said: “Our goal over the coming year is to drive the green paint agenda in the market. Crown Paints just launched Zero VOV paints in response to market demands and as part its strategy to going green. The roll-out of our Zero VOC range of eco-friendly paints is in-line with market demands for greener and more sustainable construction material.

Nearly all developers in the region are now following global trend of using construction material that have the least impact on the environment.”

All in all, it would appear that Crown Paints Kenya is poised to

has to operate profitably but also sustainably. Historically, the

continue riding the crest of the wave for the foreseeable future,

coatings sector, like much of the industrial sector, hasn’t been the

as it continues to consolidate its place as a socially responsible

cleanest of industries, and the manufacture of paints and coatings

market leader. The superb leadership is there, as is the strategy and

long carried a heavy environmental cost, in the form of pollutant

the infrastructure; no doubt the coming 18-months will be no less

gases and toxic emissions released during the manufacturing

successful than the 18-months preceding.

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For more info about our range of products, visit our website www.orkila.com ORKILA East Africa (Kenya) Godown 47, Athi 55, Athi River, Mlolongo along Mombasa road Tel: +254 724 216787 | info.eastafrica@orkila.com | www.orkila.com

Endeavour Magazine | 33

34 | Endeavour Magazine

MACRO DIMENSION CONCRETE (MDC) WWW.MDC-CONCRETE.COM.MY 604 4481822

A SOLID FOUNDATION WRITTEN BY AMY TOCKNELL

Providing the means to create and develop exciting new projects in Malaysia, MDC is an industry leader with a difference. Far from simply offering a product that contributes to ground up progress in the region, it is setting the standard when it comes to reliability and customer service too.

Endeavour Magazine | 35

MACRO DIMENSION CONCRETE (MDC)

If you think that concrete production isn’t the most dazzling or

fashionable industry in the world, you might be right, but don’t let that cloud your judgment about the impact it has on, literally, groundbreaking progress. At its very core is the facilitation of continued growth and development of every region in the world, making it one of the steadfast and most important markets globally.

M

DC, based in Malaysia are bringing a little old school glamour to this vital industry, thanks to a stunning headquarters in Kedah and a return to the traditional values of putting the

customer first and always striving to supply a better product that will far exceed expectations. A proclaimed expert in the fields of precast and ready mixed concrete, the company’s mission speaks volumes about their unique approach to business management and client relations, “We aim to develop exclusive, trustworthy and profitable partnerships in serving our customers responsibly with a quality products as promised. We strive to drive success through continuous enhancement of brand and values.”

That in itself tells you a lot about this organisation. MDC doesn’t simply talk about or make promises of quality, it sees the supply of exemplar merchandise as a responsibility and while the bottom line always has to be taken into account, it comes second to customer

BASF’s brand for the construction industry

satisfaction, every time.

The desire to maintain incredible quality and, where possible, diversity in its product range makes perfect sense, when you stop for a second to consider just how vital concrete is. Without

BASF has been operating in Malaysia for over 25 years and is proud to be working alongside Macro Dimension Concrete on developing exciting, new projects in this region.

it, industrious business parks simply wouldn’t exist, affordable housing projects would fall by the wayside and progress in the modern world, as we know it, would simply stall and falter. It’s not the building blocks of modernity; it’s far more key to the future than that, as it holds the building blocks together, come rain or shine and irrespective of global commerce and economies.

36 | Endeavour Magazine

MACRO DIMENSION CONCRETE (MDC)

Building on an inclusive mission, the vision held by MDC also

consider to be one big family, building trust is an essential for us

reveals just how important prominent market dominance is, as the

to encourage effective communication and working-oriented

company wants,

relationship from upper management level until lower level of

“To be the most preferred and trusted brand for ready-mixed concrete and precast products by manufacturing industries professionals in the country.”

production team.”

We bet you never thought that a concrete production and distribution company would strive to offer a ‘family’ feel to its

Again, this gives a great insight into the underpinning desires

staffing body, but it’s the building of such close-knit bonds and

at MDC. The vision could have to been to be the most profitable

relationships that organically filter out into the wider organisation

organisation in Malaysia, or even the largest, but instead, a far more

and deeply affects the way customers are looked after. It’s said that

personable and humble need to be the most trusted is what drives

a reliable team of staff is worth its weight in gold, but MDC is most

this company forward. Even just knowing that this is one of the key

definitely showing that it’s the foundation for continuous success

motivating factors naturally instils a huge amount of faith in the

and market stability.

team at MDC and coupled with the desire to always be looking for

With seven regional offices throughout Malaysia, MDC has

new ways to offer customers a “sustainable competitive edge”, any

successfully curated not just one cohesive company, but also

clients must know that they are in safe, steady hands.

several smaller factions of the ‘family’, each of which is highly

Naturally, a mandate that seeks to improve customer experience

motivated to keep the mix pouring and the projects going up and

and satisfaction can only be fulfilled by a dedicated and highly

what projects they are! Directly involved with the IB Tower in Kuala

skilled team, which MDC can boast of with ease,

Lumpur and the V-Residence in Penang, to name just two, the scale

“MDC practices a ‘work hard through building trust’ culture

of the works being supported by MDC is dizzying. Helping to create

whereby employees are encourage to work with sincerity and

flagship commercial buildings that will offer thousands of new jobs,

to explore own personal development and growth. As MDC is

as well as high-rise housing complexes, each project is as important

38 | Endeavour Magazine

as the next and shows that the company has a deep understanding of what Malaysia needs in order to keep making progress.

It’s not all business at MDC, however, as there is a real and genuine connection to local communities permeating everything the company and its team does. While some organisations simply seek to pay lip service to the notion of Corporate Social Responsibility, MDC see it as another opportunity to exceed expectations. Far from being a burden or simply a task that ‘has’ to be done, regardless of profit margins, community outreach holds a significant importance here. Taking the time to make a connection with people on a grass roots level, through visits to orphanages, for example, ensures that while the products being manufactured

by MDC are being used hundreds of metres up, its feet are always firmly on the ground.

Having identified a gap in the Malaysian construction market to produce and supply ready mixed and precast concrete, as well as quarry material and bagged cement, there can be no doubt that the future for MDC is as stable as the buildings that it underpins. As the industry changes and makes new demands, MDC will adapt and prosper, because it has been built on the most solid foundations of all; trust, sustainability and family.

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ALMABANI GENERAL CONTRACTORS WWW.ALMABANI.CO 00966 12 614 7800-1

LEADING FROM THE FRONT WRITTEN BY DJAMIL BENMEHIDI

Established in October 1972 in the heady days of a prosperous oil price boom, from its humble beginnings, Almabani General Contractors quickly grew to become the internationally recognised name it is today.

Endeavour Magazine | 41

ALMABANI GENERAL CONTRACTORS

For decades, Almabani has time and time again proved itself capable of taking on of region’s biggest and most challenging construction megaprojects. Endeavour Magazine caught up with the company to find out more about its back-story, the keys to its success, and its involvement in the prestigious US$25 billion Riyadh Metro project.

S

ince it first opened its doors for business in 1973, Almabani

infrastructure projects, either on its own strength or in collaboration

has been involved in a range of projects, including the

with partner companies, speaks for itself.

construction of high-profile high-rise buildings to sewerage

“Due to this, Almabani continues to invest in quality end

pipes and rainage systems, laboratory facilities and R&D centres, to

projects where we can offer our creative engineering solutions and

infrastructure builds like roads, bridges, TBM-constructed tunnels,

pro-active approach to projects,” Daher told us.

and airport runways and terminals for some of the region’s leading airports.

ESSENTIAL LEADERSHIP

“With growth, expansion became inevitable, and to achieve this

Daher explains that it is the management team at Almabani who

we had to increase our capital,” so says Joseph Daher, Executive Vice

are the pillars of the company’s success, and who are the driving

President of Operations at Almabani General Contractors. “From

force behind the company’s continued growth and expansion.

the initial capital, which was SR 500,000 or about US$133,000

With most members having been with the company for longer

in 1972, the capitalisation was increased twice to bring it to the

than 30-years, it is their dedication, expertise, professionalism and

present level of SR 100 million or US$26.6 million.”

commitment which fuels Almanani’s ascent.

He adds that, today, Almabani is engaged in complex turnkey EPC projects, worth several billion dollars, and thanks to the expertise and professionalism of its staff, along with its capability and resources, there are few projects of any scale that Almabani can’t handle. “With the constant support and dedication of an experienced team of engineers and personnel, Almabani is participating in internationally recognised mega projects, such as the US$25 billion Riyadh metro project.”

BUILDERS WITH VISION Led by a dynamic, visionary team of professionals, from the very beginning Almabani was seemingly destined to become a company that would turn set the standard for the construction industry. The dedication of both management and staff to achieving the highest standards of excellence is without peer.

“Thanks to three decades of remarkable achievements by

The sheer variety of the projects undertaken over the last three

an ambitious and broad based construction team,” Daher says,

decades has earned Almabani General Contractors a reputation as

“and gifted with a strong sense of entrepreneurial flair and

one of Saudi Arabia’s leading companies. Just look at its portfolio

professionalism, Almabani is now a leading name that is setting

of completed projects, and the design-build projects Almabani

new standards of excellence in projects management and quality

is working on presently - its participation in large, complex

construction.”

42 | Endeavour Magazine

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ALMABANI GENERAL CONTRACTORS

An enthusiastic team spirit, tempered by the wisdom of

existing clients is without question effective, and has, over the

an enlightened leadership, ready and willing to face up to the

years, earned Almabani several prestigious projects all over the

challenges of the decades ahead, is so important when it comes

Kingdom and abroad.

to achieving success and then staying at the top. It has fostered an atmosphere which encourages Almabani to look to the future with a great sense of optimism.

MARKETING

EXCELLENCE IN EVERYTHING “Whenever we embark on a project, an operations team springs into action to systematically analyse the needs of the project before proceeding to form all the task forces required,” Daher says. “One

With maximum efficiency being the goal, and the optimal usage

of the first important tasks is scheduling and planning. In addition,

of its resources being the at the heart of Almabani’s strategy going

a cost control team is mobilised to monitor the project from its

forward, the company’s daily operations are co-ordinated from its

inception through to final completion.”

head office in Jeddah. It is also from here that the company’s worldclass marketing team operates from.

In order to obtain the best possible materials at the most competitive prices, the company employs procurement specialists,

“Almabani enjoys a prominent position as one of the top

engineers and market researchers. It is their responsibility to track,

contractors in the Kingdom” Daher says. “This is due, in no small

assess, schedule and plan the purchasing of materials, and keep

part, to the dedication and efforts of its marketing team, as well as

updated with the latest market trends and innovations.

a professional and carefully planned out marketing strategy.”

RIYADH METRO NETWORK

This measured and methodical approach to engaging with the

Almabani remain heavily involved with the colossal Riyadh

global market, and forging strong relationships with both new and

Metro project – an awesome project, in terms of scale, even by the

44 | Endeavour Magazine

spectacular standards of a nation which is far from averse to the

underground, will stretch from north to south, through the centre

grandiose.

of Riyadh, along the Olaya-Batha corridor, covering 38 kilometres.

The benefits of association with this project will be felt by thousands of businesses, and the wider economy, for many

The line will include 22 stations and 4 transfer stations, where it will connect with other new metro lines.

decades. The companies within the BACS consortium in particular,

Line 2 will run east to west along King Abdullah Road, and will

which is responsible for the design and build of lines 1 and 2 of the

be built mostly at grade (15km) with some elevated sections. This

Riyadh metro network, which will form part of the six-line metro

line will run east to west and will extend more than 25 kilometres

system that will run for a total length of 176 kilometres across the

with 13 stations and 3 transfer stations.

city and include 85 stations, will reap the rewards especially.

Daher highlights that consistency, clarity, and steadiness of

“Our scope of work on lines 1 and 2 encompasses detailed

purpose are the cornerstones of the company’s performance,

structural, architectural and transit system design, together with

which in-turn inspires innovation, growth and development. “Our

construction, testing and commissioning works,” Daher tells us.

mission is to treasure our rich heritage and transcend to new

“Our scope also includes the procurement of all products and

heights,” Daher told us, towards the latter stages of our interview.

materials necessary to support project delivery.”

Bearing in mind Almabani’s success to date, it’s difficult to imagine

Fully responsible for the design and integration of the transit systems and the civil infrastructure, whilst working to its employer’s

how much higher they company can transcend. Not that you’d bet against them doing it, of course.

requirements, the BACS consortium will manufacture, furnish, install, test, and commission all systems related to both the transit systems and civil infrastructure. Line 1, much of which will be

Endeavour Magazine | 45

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SERENDIB FLOUR MILLS LTD WWW.SFML.LK 94-117-777000

NOURISHING THE NATION WRITTEN BY DJAMIL BENMEHIDI

When your business has spent the better part of a decade not only keeping an entire nation nourished and well-fed but turning it into something of a fine art, there is little need for hyperbole; tangible, measurable success speaks louder than words, after all. And that, as the strapline suggests, is exactly what Serendib Flour Mills has been busy doing over the past 8-years.

Endeavour Magazine | 47

SERENDIB FLOUR MILLS LTD

Endeavour Magazine had a chat with Serendib’s most

amiable CEO, Kevin O’Leary, to find out what the ingredients are to the company’s success.

Q

uality, nutritious food – what better sustenance is there for the soul? It is essential for good health and well-being. It inspires and sustains, and also brings no end of joy to the tastebuds.

When it comes to the importance of ensuring consumers have access to good food, whether rich or poor, Serendib Flour Mills knows more than most, and takes its commitment to providing Sri Lankan consumers with quality, nourishing ingredients very seriously.

For a company of its size and reputation, it is perhaps something of a surprise that Serendib is, relatively speaking, so young. Having launched operations little more than 8-years ago, Serendib has since grown to become a premier manufacturer, supplier and distributor of quality wheat flour products to the Sri Lankan market.

A subsidiary branch of parent company, Dubai-based Al Ghurair Company, the Serendib story first began in 2008 when its Port of Colombo-based state-of-the art flour mill – a US$60 million facility with the single-line capacity for the milling of 1,000 tonnes of flour per day – first entered production. Since its inception, Serendib has grown exponentially, in terms of sales volume and reputation, and, today, around 300 well-trained, professional staff – whom Kevin regards as one of Serendib’s primary USP’s - work on-site at the thriving Port of Colombo facility.

The Serendib name, along with that of its flagship ‘7Star’ brand of flours, and extensive range of rotti, atta, and biscuit flour brands, are well-recognised and trusted by Sri Lankan consumers. The

48 | Endeavour Magazine

SERENDIB FLOUR MILLS LTD

reason for this is simple; Serendib has made no secret of the core

the company has forged a number of close working relationships

values which are at the heart of the business: purity, innovation,

with the likes of the Al Ceylon Bakery Owners’ Association of Sri

quality, freshness, expertise, service, and trust.

Lanka, and with its network of associated retail outlets, bespoke

This mission on the part of Serendib is something that Kevin

distributors, banks, and suppliers, all of whom have stood shoulder-

O’Leary is keen to emphasise on. On the topic, he said: “Simply, we

to-shoulder with Serendib during times of difficulty and prosperity.

procure top quality wheat grain globally and convert it to a range

It is clear from speaking to Kevin that he and Serendib holds these

of high quality flours for various culinary uses, and a secondary

strong bonds with the Sri Lankan business community dearly, and

product called bran for animal feed.

regards them as a cornerstone upon which his company’s success

We produce a range of flour products to meet today’s demands of the Sri Lankan consumer, and we market a number of products that fit with changing lifestyles and health needs.”

has been built.

Another factor that Kevin is optimistic about is the state of the market, in which Serendib is part of a market leading duopoly.

The food manufacturing industry is a broad church, in that a

Make no mistake about it, the market is booming at the moment,

vast range of products must be made available so that the diverse

and Serendib’s place in the pecking order is good for business. He

culinary requirements of the consumer are met. Take the 7Star

said:

brand, for example; each of its range of flours are aimed at different

“The market is dominated in terms of volume by a strong number

market groups. 7Star’s Baker’s Flour targets the thousands of

one that keeps Serendib focused as a strong number two. Having

bakers across Sri Lanka, whilst its Rotti Flour, aimed at hoteliers

two strong players in the market has seen the quality standards

and eateries, have had a dramatic effect on the market since being

driven to unprecedented levels, which is a tremendous positive for

introduced a few years back, due to its unique composition which

all customers and consumers.

allows consumers to make a variety of foods such as Rotti, Parata,

The industry is in good shape and the market enjoyed good

and Godamba Rotti, using just one flour. Importantly, this product

growth during 2015. 2016 has seen the implementation of

diversity for the consumer is coupled with quality, which is essential in helping customers to maintain a healthy lifestyle.

Kevin continued: “We produce 7Star Bakers Flour, Rotti Flour, All Purpose Flour, Biscuit Flour, Noodle Flour, Atta Flour, Cake Flour, Wholemeal Flour, Semolina, Premium Flour and Fortified Flour with iron and folic acid added. Products come in varying packs and sizes to suit the need of the customer and the consumer.

We aim to offer all our customers consistent high-quality across our range, which is a real technical challenge for any living product.

Our senior manufacturing team have nearly 140-years milling experience between them and this is something that sets us apart.

We also offer all our customers access to an experienced Technical Team, who will spend their time around the country working faceto-face with all our customers, ensuring maximum results are achieved from the flour type they are using.”

This polished approach to building strong relationships with customers and keeping up to speed with their wants and needs is telling. Whilst a young company per se, Serendib Flour Mills Ltd. has the advantage of being able to call upon the 40-years of industry know-how, experience and expertise of parent company, Al Ghurair Foods – a multi-national player with a presence in 20 countries and an average annual turnover in excess of US$1 billion. Certainly, it would also appear that Serendib has inherited its parent company’s international outlook, if its ISO 22000:2005 Food Safety System Certification award and increasing export activity into South-East Asian markets is anything to go by.

For the time being, however, Serendib’s primary focus remains the local Sri Lankan market. And why wouldn’t it? Since its inception, 50 | Endeavour Magazine

Government Taxes, which has meant retail increases at the point of

areas where we look to continuously improve how we operate

the consumer resulting in a slight decline this year to date.”

today and for longer term benefits for the future.

In terms of what the future holds for Serendib, the business

We are also six months into our new Corporate Environmental

has plotted a course towards steady consolidation, as opposed

Footprint Reduction Program with a specialised partner in this field

to aggressive expansion. The company recently toasted the June

in Sri Lanka as we are looking to reduce our carbon footprint and

launch of its new Baker’s Flour product, which has raised the bar in

environmental impact as we grow our business.

terms of quality and consistency, and led to an immediate boost to

Finally, we appreciate that there

sales. Further development of new products is ongoing, in-line with

may be only so far we can

Serendib’s new product development program, but ties-in more

push locally before our

with company’s medium-term strategy.

return on investment

Rather, Serendib’s more immediate objectives are to continue

slows down. For this

‘nourishing the nation’ by tweaking and improving its production

reason, we are currently

facilities and business internal processes.

studying diversification

When asked to elaborate, Kevin said: “We have a 5-Year Vision

opportunities

that

for Serendib and an operational 18-month plan that covers every

fit with our business

aspect of our business.

ethos, and can grow

We recently increased our packing capacity, installed new

the Sri Lanka Serendib

Buhler milling technology that not only improves the quality but

business to secure long-

gives us a purer, more flexible product that is more durable and

term employment for

can give an extended shelf-life. Milling capacity expansion is a

both existing and new

discussion topic high on our list today as are a number of other

staff.”

Endeavour Magazine | 51

52 | Endeavour Magazine

OMNICANE WWW.OMNICANE.COM 00230 212 3251

THE SWEET TASTE OF SUCCESS WRITTEN BY DJAMIL BENMEHIDI

If ever you’re interested in reading a cautionary tale about how quickly the winds of fate and fortune can change in business, simply email a meeting request to one of Omnicane’s senior directors – they’ll be able to tell you a real-life story all about how one of Mauritius’ oldest, most successful sugar producing company’s suddenly found itself standing on the edge of collapse with the stroke of a pen in Brussels, before pulling back from the brink and then climbing back to the top again.

Endeavour Magazine | 53

OMNICANE

Endeavour Magazine caught up with Omnicane to find out more about its rollercoaster journey to the brink and then back again.

I

t would be safe to say that 2009 - the year when the EU voted

successful diversification scheme, the company has stayed true to

to tear up a number of preferential trade agreements, which

its 150-year sugar-producing heritage. Traditionally a major sugar

gave huge benefits to Mauritian sugar producers in terms of

milling company since its inception in the 1850’s, Omnicane’s sugar

annual sugar quotas allowances – was a very bad year for business

product offerings are now significantly more diverse, reaching

for Mauritius-based Omnicane. In fact such was the impact of

out from production of sugarcane, to the refining of sugar and

this, along with a 36% fall in the price of sugar, it seemed for a

manufacture of bio-ethanol – a sustainable fuel which is fast being

while at least as if Omnicane and the wider industry in which it

adopted around the world.

operates was facing the same ignominious fate as the country’s

Interestingly, for all the company’s history and heritage, the

most well-known and sadly extinct flightless denizen, the dodo.

Omnicane brand is indeed young. Following its launch in July

Jacques M. d’Unienville, CEO of Omnicane, laughed, “you’re right,

2009 via a strategic re-branding of MonTrésor-MonDésert, the

the Mauritius sugar sector could have gone along that way,” when

Omnicane as we know it was born, and has since led the line as it

the idea was put to him.

sought to stabilise not only its own operations, but also the island’s

Fortunately for Omnicane, its staff, and the wider economy, the implementation of an ambitious and aggressive strategy of

economy. As a result of its success in this regard, the future now looks altogether sunnier for both parties.

rapid diversification, which saw Omnicane enter into the textiles, upmarket tourism, banking, and business processing sectors, saw the company not only stave off disaster but plant the seeds of its present-day success.

SURVIVING TIMES OF DIFFICULTY THROUGH A FRESH STRATEGY OF DIVERSIFICATION

STREAMLINING OPERATIONS AND MOVING UP THE VALUE CHAIN That said, streamlining the business and embarking on an intensive cost-cutting drive didn’t come without its share of pain.

But while the cuts and closures proved difficult, d’Unienville stands by what were unavoidable decisions. “What we did was necessary,

Not that Omnicane has strayed too far from the market it knows

with vision and assistance from the private sector, government,

best, of course. D’Unienville said: “At Omnicane we had a choice of

and workforce, which made it possible to survive and successfully

phasing out of sugar, or to survive and remain competitive. This

reconvert our business model.” In order to improve efficiency and

last option is the one we took.” And rightfully so. In spite of its

bring down operating expenses, Omnicane began by closing seven

54 | Endeavour Magazine

of the eight factories it was operating ten years ago, in order to focus operations on one singular unit, the flexi-factory at La Baraque – a cutting edge facility with a crushing capacity of 9,000 metric tonnes of cane per day, and the only one to have adopted energy-saving diffuser technology on the island. It is one of the most modern and energy efficient sugar cane mills in the region.

Additionally, Omnicane’s entry into the thermal energy sector has quickly borne fruit, and operations at La Baraque and Saint Aubin are now generating nearly a third of the electricity produced to the national grid. “Before, we produced raw sugar and molasses that were both exported. Now, we have now moved up the value chain, investing in the cane cluster at La Baraque and moving up the value chain by producing direct consumption refined sugar for Europe, bio-ethanol from molasses, bio-fertilisers from vinasse and with the bagasse - the fibres of the sugar cane - we are generating electricity for the national grid in a substantial way.”

INVESTING IN THE AFRICAN CONTINENT Mauritius has made remarkable progress on this front, and has already nearly optimised its full biomass energy potential, but the

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OMNICANE

African continent is a different story. As a resource which remains

element of risk. The main challenges, says d’Unienville, will be to

virtually untapped, African expansion remains at the forefront

carefully monitor growth and ensure that is aligned with the pace

of Omnicane’s agenda, as is demonstrated by Omnicane’s 25%

of expansion and availability of financial resources. “This is why

investment in the construction of a US$200 million sugar complex

last year we went through a US$100 million US bond issue with a

in Kenya, south of Mombasa, and US$250 million investment into

multi-currency facility. So far, we have raised two tranches out of

sugarcane plantations and refining facilities in northern Ghana.

the three and each has been oversubscribed.”

“Our vision is to be a significant regional sugar and electricity

At the vanguard of Omnicane’s most radical new market

producer and develop further value-added activities,” d’Unienville

penetration strategy into the hospitality sector is Omnicane’s

told us. To catalyse its plans for international expansion and export,

flagship 140-room business hotel, the Holiday Inn Mauritius Airport

Omnicane has also forged strategic alliances with companies like

- situated close to the Sir Seewoosagur Ramgoolam International

British-based The Real Good Food Company plc, and its sugar

Airport – which was recently completed. This is but one example of

division Napier Brown - Europe’s leading independent non-refining

the scale of Omnicane’s ambition, and you can be sure that it won’t

sugar distributor. “We want to have more integration into our

be the company’s last.

products and make the most of value-addition.”

There is a lesson for all of us in the recent trials and tribulations of this most impressive Mauritian company – for every threat which

FURTHER PLANS FOR DIVERSIFICATION AND EXPANSION IN THE SHORT TO MEDIUM-TERM Over the short to medium-term, Omnicane intends to continue its strategy of aggressive expansion into Africa, along with a strategy of continued diversification. However, that isn’t to say there isn’t an

56 | Endeavour Magazine

presents itself in business there is an opportunity behind it of equal measure. Grit and good strategy go a long way, and through its successes Omnicane has proven itself to be the very embodiment of this idea.

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We have worked hard to build a

“

CarimerCare is expanding. We recently opened CarimerCare Pharmacy and a walk-in clinic both in Georgetown offering affordable, branded medicine, check-ups, testing and family planning services to the general public.

Dr. Amsterdam, who has fifteen years of experience in medical care, believes the key to offering the best treatment for patients from all walks of life is a combination of quality products, well trained staff and a caring,

Everyone should have access to high quality medicine. The price doesn’t have to be a burden”

reputation for excellence and innovation introducing state-of-the-art medical products and ground-breaking services to Guyana’s most remote locations.

Our moto, Because we care, guides our work every day as we expand our client portfolio in Guyana and the Caribbean.

What makes CarimerCare stand out is our professionalism at all levels, from our very first contact with a new patient.

Our highly trained and dedicated team seamlessly coordinate logistics and builds and maintains partnerships with transport companies and laboratories in Guyana and the United States, ensuring medical supplies and services are delivered on time, saving private and corporate client’s money

compassionate and welcoming “open door” approach.

We continue to invest in our staff through on-going training focusing on customer service and the latest developments in healthcare.

“They are exceptionally well-trained and all bring a wealth of experience to the table. We need them to be efficient, progressive and also creative. They need to deliver the most up-to-date practices under any circumstances” says Dr. Amsterdam.

From individuals to corporations, advanced equipment to affordable impartial care. CarimerCare is working to make a difference to every aspect of Caribbean medicine and Caribbean life.

Medical, Surgical and Specialists Consultants; First Aid Services; Wound Care and Prevention; Pharmacy Services; Provide Lifesaving Care; Standard Basic Life Support Advance Life Support (where applicable); Intravenous Access Administration of Intravenous Fluids Parental Medication Primary Healthcare (daily patient care);Preventative Care (routine screening, testing) Clinical Samples Collection.

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60 | Endeavour Magazine

MINISTRY OF HEALTH SWAZILAND WWW.GOV.SZ 00268 2404 5514

TAKING CARE OF THE HEALTH BUSINESS WRITTEN BY AMY TOCKNELL

Rising to challenge of providing consistently improving health services throughout Swaziland, the Ministry of Health has a big task on its hands, but it tackles it with a grace and aplomb that is worthy of the highest accolades. Endeavour Magazine got in touch with this diligent organisation to find out how they aim to be the cure that the region needs.

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MINISTRY OF HEALTH SWAZILAND

All governmental ministries are subject to stringent codes of

conduct and targets that are so high they almost seem unattainable, but when it comes to the health, safety and wellbeing of a nation’s residents, there can’t be any short cuts. The Swaziland Ministry of Health not only understands this, it also appreciates the strict covenants that are placed on its operations and seeks to rise to every challenge.

N

aturally, the Ministry has a firm mission, which is, “To improve the health of the people of Swaziland by

providing leadership in the production, delivery and utilisation

of health services which will consistently increase longevity and quality of life.”

In order to achieve this, the commensurate vision for the organisation is suitably aspirational and calls for, “A healthy and economically productive population that lives longer, healthier and socially fulfilling lives, and contributes optimally towards the national vision of achieving first world status.”

You can’t deny that location, issues of the past and potential constraints are doing little to dull the enthusiasm of this incredibly hard-working department, something that has to be respected and even if legislation makes progress slow, any steps forward are a positive move. The difference here is that progress is not slow, in fact, it is moving along at an impressive rate and that’s thanks to a global outlook. Whereas some governmental departments around the world might seek to be a little more insular in their focus and thinking, Swaziland’s Ministry of Health is keen to see how other, more advanced health services are being run, in a bid to improve their own. Progress is the order of the day but, “This requires assessing the current situation, proper planning and

budgeting,

effective

implementation,

monitoring

and

evaluation of all health sector activities. The Ministry of Health is 62 | Endeavour Magazine

MINISTRY OF HEALTH SWAZILAND

surely on the move for positive initiatives and historic progress in

have previously been unaffordable or simply impossible to secure.

its strides to building a healthier nation now, and in the future.”

In business terms, the Ministry is speculating to accumulate, with

The question, surely, has to be, how does the Ministry plan to make progress more than just a pipedream? As with many issues

the intended end result being a nation of fully functioning and well cared for people, rather than a healthy profit margin.

connected to good health, prevention is better than cure, meaning

In a bid to move progress along quickly, Swaziland residents

that immovable targets have been put in place in order to provide,

now have an impressive medical distribution channel underpinning

“Preventative, curative and rehabilitation services that are high quality, relevant, accessible, affordable, equitable and socially acceptable.”

their health care, “The Ministry of Health procured a warehouse with 14000 square metres of space. The Ministry will now have a sustainable

It’s a rare commodity in any commercial operation to be always

arrangement in terms of space availability for the storage and

thinking about what needs to be in place before there is a tangible

distribution of medicines and medical products. Furthermore,

or observable need for it, but with a nation’s population at risk,

Global Fund had made this acquiring of additional space a condition

there can be no time for half measures or last minute thinking.

of their support and since the Government of Swaziland has met

When you start to take into account what improved general health

this condition the support from Global Fund is secured for the next

can mean, on a wider scale, it starts to bring the issue of universal

three years.”

healthcare sharply into focus.

It’s a sad testament as to how jaded we have become, as a

With a healthier population comes a decrease in poverty,

species, that we are so surprised to encounter a Government

better national economics and, in turn, more money to invest in

Ministry that is being operated with the wellbeing of the population

health services again. One precludes the other and the Ministry has

firmly at the centre of all initiatives, but that is what is happening

identified the starting point as being a happier, healthier nation and

here. The bottom line isn’t a cash figure or a bonus scheme, it’s the

for now, that means investing heavily in treatment facilities that

on-going health and improved quality of life for an entire nation of

64 | Endeavour Magazine

transdermal patches and HIV/AIDS antiretroviral (ARV) therapies.

people that have the right to expect First World level health care, regardless of location. This appreciation for the sanctity of life is what makes the Ministry so different and worthy of applause.

“The Health Sector is committed to providing quality health services that are aimed at reducing the diseases burden in the country, improving the health system capacity, and effective allocation of resources. A number of interventions were implemented to reach those objectives that are outlined in the National Health Policy and operationalised by the National Health Sector Strategic Plan. Even though the financial challenges were still prevalent, the sector was able to realise a number of milestones.”

Of course, budgetary constraints will always have a part to play on Government business, but by staying optimistic and peoplefocussed, the Swaziland Ministry of Health has found better, more positive ways to use its resources that should yield impressive future results. Here in the West, we have the luxury of health services that we, shamefully, take for granted and we need to stop being so glib about the resources we have at our fingertips. We will say, however, that just imagining what a different and wonderful place the world would be if more Health Ministries followed Swaziland’s

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Through dedication and ongoing innovation, Mylan is bringing hope to people living with HIV/AIDS. Mylan has been at the forefront of addressing the debilitating effects of HIV/AIDS since 2000 by providing quality and cost-effective ARV active pharmaceutical ingredients (APIs) and since 2007 by offering finished dosage formulations (FDFs).

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Since 2007, Mylan has also been instrumental in increasing access to life-saving finished dose antiretroviral drugs in the developing world by introducing high quality U.S. FDA approved and WHO prequalified products and by reducing the cost of antiretroviral therapy per patient per year.

Endeavour Magazine | 65

66 | Endeavour Magazine

AMERTRIN WWW.AMERTRIN.COM 001 868 636 5800-3

QUALITY, RELIABLE SHIPPING SOLUTIONS WRITTEN BY ALICE INSTONE-BREWER

As a nation split over two islands, with neighbours on every side, shipping is an essential part of business in Trinidad and Tobago. Whether delivering to its other half, trading with nearby islands or dealing with the local giants (North and South America and Mexico), Trinidad and Tobago’s industry cannot escape the sea. Fortunately, the sea is AmerTrin’s business, and they are confident that they have every need covered.

Endeavour Magazine | 67

AMERTRIN

AmerTrin Marine & Logistics Services Ltd. was established on August

27th, 1997. For almost two decades, they have supported transport and shipping across the nation both physically and logistically, providing on and offshore services for the land, sea and air. As well as owning some of the world’s largest ocean carriers, the logistics company also deploys a fleet of air carriers to speed cargo across the nation, and even uses hybrid sea/air vehicles to save time and costs on high-speed, low-weight deliveries. All of AmerTrin’s vehicles are equipped with up-to-date computerised systems to allow for maximum efficiency.

S

upporting these transport solutions, AmerTrin has made it a

said that the nation’s output had shrunk, and suggested that

priority to develop links with air hangers, offshore terminals

this was due in part to a global drop in energy prices. The new

and tug and barge providers to ensure that operations run

government, elected last September, have been making active

smoothly and cargo arrives on time.

plans to counter these economic effects; Prime Minister Dr Keith

Wade Thomas, AmerTrin’s Managing Director, says that quality

Rowley notably visited Jamaica this July to deal with attempts from

and reliability are his top priorities. “AmerTrin’s goal is to operate

Jamaican businesses to boycott Trinidad and Tobago goods, and

with the highest level of integrity, responsibility and accountability,

there is a push to develop and expand local industry both within

and to continue to build on the trust that we have earned over the

the nation and through greater international trade.

years.”

This is a critical time for Trinidad and Tobago, and a time when smooth transportation is key. Ensuring that operations run

FOSTERING TRUST THROUGH RELIABLE RESULTS Fostering this trust and connection with clients is partly achieved through reliable results, and partly through the level of personal hands-on support that the company provides. Whilst they focus their transport locally, AmerTrin go beyond these services and offer their logistical support internationally as a one-stop Port Agency, offering everything from temporary cargo storage to legal advice for foreign traders dealing with customs. They even provide spare parts, on and offshore repairs, and husbandry services such as help with the local authorities and emergency bunker fuel. Whatever a client’s problem, AmerTrin claim that they are ready to fix it.

This support goes beyond a client’s vessels and cargo, and even extends to the crew themselves. AmerTrin will source hotel accommodation, assist workers and employers in union relations, provide local businesses with training and education, and can even supply crew provisions.

As twin islands, it is no surprise that Trinidad and Tobago has a booming community of shipping companies. Together, these companies form the SATT (Shipping Association of Trinidad & Tobago). However, even within the SATT, the sheer volume and range of their services set AmerTrin apart. Despite this wide range of activities, Wade Thomas’ focus on reliability and standards aims to prove that quantity does not come at a loss of quality.

AN IMPORTANT TIME FOR TRINIDAD & TOBAGO It is an important time for industry in Trinidad and Tobago. In June this year, the International Monetary Fund (IMF) reportedly 68 | Endeavour Magazine

smoothly right down the line, whether they be trade or internal industry, will help this growth to match the nation’s ambition. In an exciting time such as this, AmerTrin’s versatile services will come into play across the board.

A PROFESSIONAL TEAM DEDICATED TO COST-EFFECTIVE, EFFICIENT SOLUTIONS According to Thomas, maintaining quality is all about the quality of his staff. “AmerTrin’s strong dedication to outstanding corporate governance does not stop with management. It is reinforced with its employees. “The company employs legal professionals, mooring masters and other highly trained individuals across its departments.

This high standard, and the company’s close links with local organisations, all aim to cut costs through quick and efficient solutions. This allows AmerTrin to offer their services to clients of all scales, finding good value solutions for small businesses instead of focusing exclusively on multinational corporations.

That said, since they were established, AmerTrin have been involved in several large-scale jobs in the petrochemical and construction businesses; the two staples of booming industry. This involvement at either end of the industrial scale will allow them to play a key role in Trinidad and Tobago’s coming growth, and their hands on, personal approach will keep local and visiting businesses confident that it is always safe to get back in the water.

70 | Endeavour Magazine

AIR INDIA WWW.AIRINDIA.IN 91 11-24624074

UP, UP AND AWAY WRITTEN BY AMY TOCKNELL

An airline rich in history and lineage, Air India has been helping people ‘get away from it all’ for over 80 years. Endeavour Magazine took a closer look at this passenger-driven operation to see just how they keep flying so high, despite industry turbulence.

Endeavour Magazine | 71

AIR INDIA

Not only is Air India the flag carrier airline of India, it is also one

of the biggest set-ups as well and is responsible for transporting colossal numbers of passengers to over 80 domestic and international destinations every week, but it doesn’t simply go through the motions, it seeks to make every flight an experience that customers will never forget.

O

wned wholly by the Government of India, the airline has been given strict covenants as to the levels of success that are expected, as well as standards of care that must be adhered

to at all times and it doesn’t disappoint. This must be, in part, due to the impressive heritage of the brand, which dates all the way back to 1946 Operating as Tata Airlines for a short while, post WWII saw a dramatic change, when the organisation became a public limited company and with that came a total rebranding, leading to the creation of Air India. It was a savvy business move, given that regular commercial flights were, once again, free to be scheduled and with a keen eye for a fantastic business opportunity, the Government of India claimed a majority stake in the company in 1953. The rest, as they say, is history.

Today, an 11-strong board of directors, which is delighted to be celebrating 70 years at the forefront of the competitive passenger transportation industry, manages Air India and does so with a firm, yet approachable hand. Let’s not forget that remaining family-friendly and ‘fun’, is key to any airline that wants to continue welcoming passengers of all ages and with that in mind, the corporate branding starts to make a lot of sense.

The impressive fleet that Air India boasts has been expertly

72 | Endeavour Magazine

IN 192 COUNRTIES AND NEVER LOST IN TRANSLATION

THERE’S MORE BEHIND THE STAR

AIR INDIA

decked out in the signature red and orange livery that has come

These are the words of Bobby Kooka, the man who conceived the

to stand for quality and enjoyable travel and is a real feather in the

Maharajah. He is now a familiar, lovable figure that first made his

cap of the airline,

appearance in Air India way back in 1946, when Bobby Kooka, as

“The logo of the new airline is a red coloured flying swan with the ‘Konark Chakra’ in orange, placed inside it. The flying swan has been morphed from Air India’s characteristic logo, ‘The Centaur’, whereas the ‘Konark Chakra’ is reminiscent of Indian’s logo. The

Air India’s Commercial Director, and Umesh Rao, an artist with J.Walter Thompson Ltd., Mumbai, together created him.”

The impact that this internationally recognisable figurehead has had, is unquestionable and impressive,

new logo features prominently on the tail of the aircraft. While the

“What began as an attempt at a design for an inflight memo pad

aircraft is ivory in colour, the base retains the red streak of Air India.

grew to take Air India’s sales and promotional messages to millions

Running parallel to each other are the orange and red speed lines

of travellers across the world. Today, this naughty diminutive

from front door to the rear door, subtly signifying the individual

Maharajah of Air India has become a world figure. He can be a lover

identities merged into one.”

boy in Paris, a sumo wrestler in Tokyo, a pavement artist, a Red

There is no doubting that the vibrant livery itself has contributed

Indian, a monk and he can effortlessly flirt with the beauties of the

to a stunning, professional fleet of high quality aircraft that people

world. And most importantly, he can get away with it all, simply

want to travel on, but there is an extra string to the branding bow

because he is the Maharajah! He has completed 56 years and

that also helps to set the airline apart from its competitors, even

become the most recognisable mascot the world over. His antics,

more than the standards of passenger care that run through every

his expressions and his puns have allowed Air India to promote its

line of operation and that’s The Maharajah, a quirky little cartoon

services with a unique panache and an unmatched sense of subtle

character.

humour. In fact he has won numerous national and international

“We call him a Maharajah, for want of a better description, but his blood isn’t blue. He may look like royalty, but he isn’t royal.

74 | Endeavour Magazine

awards for Air India for humour and originality in publicity.”

Naturally, a national airline the size of Air India cannot simply

rely on cute cartoon characters alone to continue its success and development and that is where the staffing body of over 20,000 professionals come in. From ground staff through to cabin crew and an experienced team of managers, Air India has consistently strived to hire only the best and most dedicated individuals that seek to promote and support the organisation. Any hugely successful company is only ever as strong as the vision that underpins it and the people that can make that vision a reality and while some people might see airlines as simply a functional cog in the holiday machine, Air India seeks to be a memorable and enjoyable part of the whole process, not to mention a luxurious one, leading to their slogan, ‘Your palace in the sky’.

Looking to offer all passengers the ‘royal’ treatment, Air India has constantly sought to improve and develop its operation by focussing on in-flight entertainment, frequent flyer programmes and premium lounges, not to mention only acquiring the best and safest aircraft, for total peace of mind. Boasting a fleet of over 100 premium jets and with more in the pipeline, one thing is for sure; the solid future of Air India is not simply ‘pie in the sky’ thinking, it’s a certainty.

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76 | Endeavour Magazine

QATAR RAIL WWW.QR.COM.QA 974 4433 1111

DOHA METRO SYSTEM PROJECT: CONNECTING THE CAPITAL CITY WRITTEN BY DJAMIL BENMEHIDI

The Qataris have dominated headlines in recent years, with regards to the large number of spectacular infrastructure and construction projects that they have embarked on. The Doha Metro system is no exception. Once Phase I is completed in 2019, the Doha Metro system in Qatar’s capital city will be one of the most advanced rail transit systems in the world.

Endeavour Magazine | 77

QATAR RAIL

We at Endeavour were fortunate enough to speak with

Engineer Sultan Al-Anzi, EVP of Operations at Qatar Rail, about this grand multi-billion dollar undertaking.

W

ell, it can’t be said that the Qataris do things by halves, when it comes to building the spectacular. With an investment programme which will see a whopping US$70

billion spent on roads, railways, deep-water sea ports and urban builds, the Qatari construction is booming, even in spite of the regions present oil price woes. And for sure, Qatar Rail’s Doha Metro system, a vast multi-billion project which was originally originally part of Doha’s failed bid to host the 2016 Summer Olympic Games, is undoubtedly one of the crown jewels amidst Qatar’s construction frenzy.

“With road travel being an extensive mode of transport, Qatar has always enjoyed a well-developed road network made up of a highway system and expressways,” Eng. Sultan Al-Anzi tells us. “The public transport that does exist is mainly provided by Mowasalat, a state-owned integrated ground transportation company.”

Recognising the importance of a reliable and aesthetically pleasing infrastructure, these requirements led to the proposal of a comprehensive railway network for future development in the Greater Doha area, and in the state as a whole.

DEVELOPING A RELIABLE, EFFICIENT METRO SYSTEM FITTING FOR DOHA “The objective of the transport master plan for Qatar is to develop attractive, efficient and reliable public transport in the country,” he explains.

Doha Metro is part of a larger railway network, which consists of five modern and flexible railway systems integrated across the Persian Gulf, and Eng. Sultan Al-Anzi reveals that the larger network includes the development of passenger and freight rail transport systems, along with fast rail links to the international airport, based on the Gulf Cooperation Council (GCC) feasibility study.

“The master plan involves development of a metro railway system in Qatar, in addition to long-distance and freight lines connecting the emirate with the rest of the GCC,” he says.

“Currently in the planning stage, the GCC network will connect six member states, namely Oman, UAE, Qatar, Saudi Arabia, Kuwait and Bahrain, with a 1,940km rail network.”

Estimated at costing US$36billion, the Doha metro network is planned to be built in phases and will become one of the most

The rail transit system is part of a public-private sector €130bn

modern railway networks in the world with four lines, namely the

diversification and modernisation strategy, implemented by the

Red, Green, Gold and Blue metro lines, an overall length of 300km

Qatari government. The project is already underway, with contracts

and 98 stations.

for the first phase having been awarded in August 2012 and with

The Red Line, also called the Coast Line, will run between Al

work ongoing on the Msheireb interchange station, which will

Khor city in the north and Mesaieed town in the south via Lusail

serve as the hub for the metro’s operations.

and Hamad International Airport. Divided into two major segments,

78 | Endeavour Magazine

namely the North Line and South Line, this line will cover 55.7km and 18 stations between Msheiredb and Al Khor while the Red Line South will serve 12 stations on a 42.8km segment between NDIA/ Messaieed and Msheireb.

The Green Line, or Education Line, will run along Al Rayyan Road and link Education City with the heart of Doha. It will originate in Industry Area-South and end at Al Rayyan Stadium, covering 31 stations on a 65.3km stretch.

The Historic Line or Gold Line will connect Airport City in the north with Al Rayyan in the south, running for 30.6km covering 20 stations and the Blue or ‘City’ Line will be a 17.5km-long semicircular line linking the West Bay and Airport City North areas along the main C-Ring Road and connecting four stations.

LINKING THE CAPITAL The key task for the Doha metro is to link all the major locations of the city, such as the Education City and West Bay, Lusail urban development area, Doha airport, the business and conference centre and the 2022 FIFA World Cup stadiums. To achieve this, the railway lines and infrastructure will provide access through tunnels, overhead railways and at the ground level.

“Qatar Rail will build an east coast rail link between Ras Laffan and Mesaieed and a 180km high-speed link from Doha to Bahrain,” Eng. Sultan Al-Anzi says. This line will cross the Qatar-Bahrain

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QATAR RAIL

Causeway on which trains will be able to reach a speed of 350km/h.

The east-west underground line linking Airport City North with

a skilled team and advanced machines, we were able to tackle obstacles and ensure works are moving forward.”

Al Rayyan South is scheduled to be completed by 2019, and is being built by the ALYSJ joint venture of Aktor, Larsen & Toubro, Yapı Merkezi, STFA Group and Al Jaber Engineering under a €3·2bn design and build contract.

Qatar Rail has received 21 Tunnel Boring Machines (TBMs) for the project, which have been imported from Herrenknecht; the German world market leader in mechanised tunneling technology. Most of Qatar Rail TBMs are currently operational, with expectations to successfully accomplish the tunneling phase by the second quarter of 2017.

A ‘CAN DO’ PHILOSOPHY WHERE ACHIEVEMENT IS KING

OVERCOMING CHALLENGES THROUGH INNOVATION Commenting on complications that may occur during the TBMs operations underground, Al Muhannadi said. “Challenges are the rule of any innovative project similar to Qatar Rail’s current endeavour and these encounters might be logistic – like finding the best way to manage excavations left-over at any site or between two different locations, or geo-technical, as no matter how good our surveys were, we will keep on discovering what the underground world is hiding, from groundwater conditions to voids and cavities.”

He also noted, “Technical hitches cannot be avoided while implementing such a huge and complex project, however, they can

Eng. Abdulla Abdulaziz T. Al Subaie, Managing Director of Qatar

be dealt with in an efficient, effective and timely manner. We were

Rail, said, “Qatar Rail has overcome many challenges to launch a

proud of the team who handled a flooding situation at Al Bidda

successful tunneling phase at Doha Metro project. Our philosophy

station earlier this year, which had no delay or impact on the Doha

is to talk about what we have achieved, rather than share intangible

Metro progress. If and when such incidents occur, it is our duty to

promises. Today, we are pleased to announce the completion of

react immediately.”

nearly 20km of tunnels out of 113km; a development that we at

Having limited environmental footprints, the machines have

Qatar Rail are proud of. Thanks to all workers and stakeholders

very little impact on the infamously high water levels that lie

contributing to the success of this national project in alignment

beneath Doha. Dust pollution associated with construction sites

with Qatar’s National vision 2030, the Doha Metro tunneling works

is virtually non-existent as all work takes place approximately 20

are progressing as planned in adherence to global standards”.

metres below the surface. The Doha Metro project is using 7 metre

The TBMs are a key component in implementing the Doha

diameter TBMs, producing a tunnel with a diameter of 6.7 metres.

Metro innovative project; a high-tech mechanised alternative to

Among three major types of TBMs – Earth Pressure Balance

conventional methods of design-and-build mining, drilling and

(EPB), Slurry Shield and Open Face – the EPB machines were

blasting tunnels through everything from soft ground to hard rocks.

selected for Doha Metro due to the nature of the country’s

They form circular tunnels through the rock and can install concrete

geological makeup. This type of TBM is ideal for use in cohesive

linings along the drilled sections to reinforce the bored tunnel and

soft ground and rock conditions. Their name is derived from the

stabilise the ground.

fact that the pressure exerted by the machine itself is in equilibrium

Eng. Saad Ahmed Al Muhannadi, Chief Executive Officer of

to the weight of the earth above it. While the machine drills

Qatar Rail, discussed the latest updates of the rail projects said,

through the ground, grout is injected straight into the ground to fill

“During the past year, we have achieved remarkable milestones on

the overcutting gaps, stabilising the ground

the Doha Metro and Lusail Light Rail Transit (LRT) projects thanks

“2019 is right around the corner and so we are leaving nothing

to the joint efforts of the company and its contractors. Particularly,

to chance and working with the very best,” Eng. Sultan Al-Anzi

the tunneling phase for the Doha Metro was successfully launched

advises, “Combining talent with vision is the way to achieve

as we achieved great records of 11880m of tunnel dug at the Red

greatness.”

Line, 6,653m at the Green Line and 150m at the Gold Line. With 80 | Endeavour Magazine

SHARMAN GROUP LTD WWW.SHARMANGROUP.CO.UK 0161 814 1253

MORE THAN A PRESTIGE DEALERSHIP “Like any business, it all starts from an idea. And once we had the idea, we made our idea happen. We had the passion and it just grew from there. You could just say we’ve always loved boy’s toys,” Shezan laughed upon beginning the interview.

Spending a short time in Shezan and Javid’s company is telling, in that it is easy to see how their engaging manner, passion for fast cars, and deeprooted commitment to their Islamic faith has translated into business success.

B

ased in the UK’s second-city of Manchester, Sharman Group

He continued: “When we sell a car, we take full responsibility

is a premier specialist and prestige car dealership with a reach

for that car after sale. We stand by our customers; if they have any

and reputation spanning the country. Since its inception,

issues, if they need any advice, we’re there. It’s this after-sale care

Sharman Group has helped pair their discerning customers with

which sets Sharman Group apart.”

the marquee cars of their dream, be it the latest Audi, rare limited

Shezan and Javid are keen to emphasise their willingness to go

edition models, Lamborghini’s, Aston Martin’s, or BMW’s. And

above and beyond for their customers ties in with the company’s

in the unlikely event Sharman Group doesn’t have a prospective

prioritisation of quality, an outstanding bespoke service, and

customer’s desired car ready and waiting to be driven from the

customer-first focus. Such a business strategy is obviously what

showroom, they will seek out the desired model with the best

one would expect of a company which operates in the exclusive

specifications within 48-hours.

luxury cars market. The formula for Sharman Group’s success is

The story behind Sharman Group’s rise is one of passion,

a commitment to delivering superior service to their discerning

determination, and business acumen, but it also represents

customers, who expect the exceptional rather than the ordinary.

something more important for the men who nurtured and grew the

On this, Shezan said:

company into what it is today; they are seeking success, and have set out to achieve it by doing business the right way.

On this, Shezan told us: “Sharman Group provides customers

“We understand why people want to spend £50,000 on a piece of metal. Buying a prestige car is about more than just the car – it’s the experience.”

with a high-end product to the best of our ability, and with the

Another primary driver for Sharman’s success is less orthodox

best service available. In our trade there isn’t enough trust between

in nature, but undoubtedly no less important. For its founders,

traders and consumers, so we want to change this.

Sharman Group is the embodiment of a lifelong spiritual journey,

We aim to lead by example. Other traders will look at us and

and an equal commitment to both achieving not only business

know they can’t shy away from spending money when they need to.

success but wellness. Shezan and Javid’s unbending business

There is a minority in our industry who buy in cars to sell, and who

ethics, and dedication to relationship building and great service is

will cut corners to cut down their expenses. When this happens,

borne of their dedication and commitment to their Islamic faith.

it leads to problems, and the customer always has problems and loses out.”

82 | Endeavour Magazine

Shezan said: The three of us who started this business represent Islam. People look at us and our dress, our beards, and instantly

realise we are Muslims, so if we don’t act as Muslim’s should, it gives our religion a bad name.

Our faith has already been given an unfair name by the media, but we can show the world the true face of Islam and spread a positive message to our customers and the people we build relationships with.”

Like the sector in which Sharman does business, the Islamic faith has unfairly found itself on the receiving end of much dreadful press, and its reputation has been repeatedly and increasingly tarnished since the turn of century. The car sales industry, like the Islamic faith, has been victim to its fair share of bad press.

In Shezan and Javid’s view, what better way is there to stand against bigotry than to use the core tenets of love and integrity that exist at the heart of Islam as a solid foundation upon which to build a prosperous car dealership?

It is easy to see how Sharman Group has built and maintained relationships with the customers who know and trust their business, and the community in which they operate. Sharman is more than a prestige dealership, and more than a business. Rather, Sharman is a positive force which acts as both a vehicle for success and an excellent ambassador for the religion and marketplace in which it operates.

Endeavour Magazine | 83

84 | Endeavour Magazine

FURNESS GROUP WWW.FURNESSGROUP.COM 001 (868) 625-1241

125-YEARS OF QUALITY AND SERVICE WRITTEN BY DJAMIL BENMEHIDI

Founded in 1891 as a Branch office of Britishowned Furness Withy & Co Ltd, today, the Group is a well-regarded regional player, operating across a wide range of sectors such as shipping & distribution, insurance, cold storage operations and car rental. Endeavour Magazine took some time out to take a closer look at the company’s vast and varied history in the maritime sector.

Endeavour Magazine | 85

FURNESS GROUP

As you might expect of a Trinidad & Tobago-based conglomerate

which is something of a national giant, Furness Trinidad Group of Companies (FT Group) has, to say the least, a somewhat diversified portfolio of businesses operating under its 125-year old brand. The primary markets in which FT Group range from import and distribution, short and long-term car leasing, general sales, the real estate market, and general insurance, to property underwriting, motor, engineering and bonding providers, industrial and domestic cleaning, and manufacturing and distribution.

But let’s take a closer glance at the cogs and gears responsible

started when, at the turn of the decade, Furness Withy was granted

for FT Group’s success. Firstly, there’s Furness Trinidad Ltd, Furness

the management rights to two ships Canadian ships which were

Shipping and Marketing Ltd – responsible for import and distribution

gifted to the Federal Government of the West Indies in 1961,

services, AVIS/Budget – their General Sales Agents business,

the Federal Maple and Federal Palm. Upon being incorporated

Furness Anchorage General Insurance Ltd – their general insurance

into the business, Furness Withy began a regular shuttle service

providers, and Furness Rentals Ltd – the arm of the business

for passengers between the Federated Islands, which continued

responsible for long-term care leasing operations. Additionally,

even after the Federal Government was dissolved the following

within the FT Group stable is also Furness Chemicals Ltd, Furness

year. Federal Maple and Federal Palm continued their role as an

Personnel Services Ltd, Furness Withy Ltd – the group’s shipping

important, recognizable and much-loved means of transport and

agency operators, I & E Investments Ltd, WAF Resorts Ltd., and a

travel for passengers to and from Trinidad & Tobago for many years

number of other smaller subsidiaries that all contribute to make the

after.

business what it is today.

Not long after, Furness Withy enjoyed yet another boost with

Suffice to say FT Group has been a busy bee over the course of

the news that the US Navy intended to vacate part of the naval

its impressively long history, and has its fingers firmly placed in a

base at Chaguaramas in Trinidad, which was to be released back

number of lucrative pies across the islands – it is undoubtedly this

into the ownership of the government of Trinidad & Tobago. It

spreading of eggs across numerous baskets that has helped ensure

was little wonder that Furness Withy was so keen to acquire the

its longevity and success over its century-long lifetime. Well, this

newly available site. The facilities, which included two deep water

along with the businesses’ 400 well-trained employees who in the

piers, plus storage units, first-rate infrastructure, and equipment

view of William Ferreira, CEO and Chairman of the group, have

for the repair and maintenance boats and ships, were of the highest

been instrumental in making FT Group what it is today.

standard.

THE SWINGING 60’S – A BREAKTHROUGH DECADE FOR FT GROUP’S MARITIME OPERATIONS

EXPANSION OF MARITIME SERVICES AND THE MAKINGS OF TRINIDAD & TOBAGO’S MOST CAPABLE SHIPPING OPERATOR

Whilst the company’s history has always been one of aggregate

The rest as they say is history. A few years later in 1964, a

forward-movement and success, the 1960’s was a particularly

partnership was formed with Smith’s Dock Company Ltd, part of

buoyant time for the group’s shipping arm, Furness Withy. It all

the Swan Hunter Group, to lease the facility, and the newly formed

86 | Endeavour Magazine

Visit your nearest Lifestyle Motors showroom for your free test drive.

Furness-Smiths Dock Ltd entered operation in May 1966 – a joint

areas that we focus on. For example, in our car leasing business, the

venture which, in addition to Furness Withy’s previous capacity

vehicles are kept no longer than two years, even though they may

as a maritime transport and shipping management operator, now

have a four-year lease attached to them. In the case of insurance,

also offered marine repair and construction services for small

prompt and courteous claims settlement and in distribution timely

to medium-size vessels. Furness Engineering Ltd was also later

deliveries and stringent good quality control is one of the key areas

absorbed into this joint venture, giving the company yet further

that have kept the growth.”

product and service offerings, as the business evolved to become

Ferreira is keen to emphasise how the company regularly looks

Dockyard Investments Ltd – a company which added a pair of

at creating additional leverage to its supply chain so that it can

tug boats and a floating dock capable of lifting 11,200 tons to its

encourage long-term partnerships with build relationships at home

portfolio. These were delivered in 1966, and named Maraval and

and abroad. “We keep assessing and evaluating the portfolio. We

Lere respectively.

consider all suppliers/partners essential to our business operation,”

Success followed success over the decades after as the company continued to grow, and eventually became what it is today; Furness Trinidad Ltd, an associate company responsible for advising a number of overseas and local authorities on shipping and maritime matters, and an outfit considered to be the most experienced shipping agent in Trinidad & Tobago.

FURNESS; A SYMBOL OF QUALITY AND SERVICE

THE 125-YEAR MILESTONE BUT ONE OF MANY MORE TO COME There is much to look forward to, with regards to FT Group’s plans for the coming 12-18-months. Construction work on a new head office has commenced, whilst further build work on a 10-story building that will house the Holding Company, Furness Trinidad Ltd, and Furness Anchorage General Insurance Ltd, is ongoing.

The future looks not just secure but buoyant for the Furness

Whilst the company has grown beyond all recognition since

Group. Having achieved so much over its colourful 125-year history

its humble beginnings, it has retained its local company charm

so far, during which it has empires come and go, and governments

and customer-centric outlook. “Our motto is ‘Furness, Symbol

change, the company is no-doubt well placed to reach many more

of Quality and Service,” said Ferreira. He continued, “we are very

milestones over the years to come.

much customer-focused and this is reflected in the growth of our leasing operation.

After sales, customer commitment is one of the most important

Endeavour Magazine | 87

88 | Endeavour Magazine

TGV CINEMA WWW.TGV.COM.MY 603 2381 3535

BRINGING THE MAGIC BACK TO THE SILVER SCREEN WRITTEN BY DJAMIL BENMEHIDI

In an increasingly cynical and fast-moving world which can at times feel like it has lost a little of its former charm and simplicity, it’s important to turn to life’s simple pleasures now and again.

What better example is there of this than a good old-fashioned trip to the cinema?

Endeavour Magazine | 89

TGV CINEMA

However, the cinema industry is facing an ever increasing array of

threats from all sides as the digital revolution continues apace. Endeavour Magazine took some time out to speak to Gerald Dibbayawan, CEO of TGV Cinemas, to find out more about how he has taken the company into the 21st century.

T

he memories of entering a sweeping great foyer and paying

role in the suspension of disbelief that a film conveys, and the

for a cinema ticket; of waiting in line for a box of popcorn from

success of a film is often in its presentation. Each year my job is to

the glass-fronted snacks booth; the props and posters, and

make twenty million people happy.”

pocketing our ticket stubs before then taking to our seats in front of that grand old silver screen, are, for all of us, precious. They take us back to a place somewhere special and bygone. For sure, a trip to the cinema still has that sprinkle of nostalgic magic about it, but it’s no secret that cinemas have increasingly struggled to keep pace with a fast changing world and the fast changing tastes of the new breed of cinema-goers.

Certainly, this was the case when Gerald Dibbayawan was brought in as CEO of TGV Cinemas to reinvigorate and breathe new life into the brand.

“At that stage cinema had stagnated for some time,” he explains.

“In 2008 the umbrella companies of TGV Cinema chain had a big shake-up and had settled on an expansion plan, but lacked someone with the right industry experience to lead it. I was fortunate enough to be given the opportunity.”

Gerald has been in the entertainment industry for 20-years, working in Thailand, Singapore, India, Hong Kong and now Malaysia. An Australian born and raised, he is very open and honest in his approach to his industry, and his views forthright. “It’s better than selling used cars that’s for sure!” he exclaims. “There is always something changing, content is changing. We play an important

90 | Endeavour Magazine

CREATING AN INCREDIBLE CUSTOMER EXPERIENCE TO RAISE MARKET SHARE And thus far he has been doing a good job of it. Brought in with a mandate to fix what was already there and develop a path for further growth, TGV Cinemas has seen the number of screens increase from 124 to 250, and enjoyed an increase of their market share from 24% to 34%. Attendance is up as well, which is a sure sign of customer satisfaction, if ever there was one.

With no say in how a film is produced, the cinema industry is entirely focused on perception and creating an exciting, stimulating customer experience, and in Gerald’s opinion the Malaysian film industry has reached a crossroads. “There have been changes to what customers want, combined with some unusual circumstances to do with economic and political uncertainties. This all has an impact.”

CHALLENGING MALAYSIAN FILM MAKERS TO RAISE THE BAR IN QUALITY He continued, “Additionally, the big budget films of the US,

Photo ©HMSK

TGV CINEMA

while very entertaining and popular, are drawing away from smaller

point of view that you won’t be here forever, we’re realistic that

local films and filmmakers that should be getting attention. As such

you’ll move on, but it’s important you achieve personal growth and

the local film industry is going through a rough patch, as far as

have a good time,”

quality and budgets go.”

However, the standard of the local film industry fortunately has little to no adverse affect on the cinema industry, per se, and while Gerald does acknowledge that the local sector could benefit from more watching eyes, it is down to Malaysian film-makers to improve on their quality and raise the bar to a level where it can compete with the big budget films from overseas.

“Our attendance is going up,” he says, “So there is no argument that we are on the right track, and while we may have to work with

A FRESH, NEW APPROACH TO REACHING OUT TO CINEMA-GOERS Beyond the people who are the face of the business, one of the other areas that had to change was TGV’s marketing strategy.

A decision was made to move away from newspaper advertising, which was proving to be redundant for obvious reasons, in favour of a transition to online, digital and on-ground media.

“We are also moving towards data mining as well and

the films available, we have instigated a number of improvements

implemented a membership platform last year, where paying

in other areas.”

members get 10% of their transaction value to points for future

Any entertainment experience is only enhanced by good

redemptions,” he says. “This is vitally useful as we’re able to collect

customer service from the staff, and Gerald reveals that with 140

transactional and behaviour data and return it back as targeted

staff at the head office and a further 2,000 frontline staff, TGV

marketing, giving our loyal members timely information and

Cinemas’ employees play a vital role in the customer experience.

promotions relevant to them.”

This, he explains, is the key to the success he has been able to instigate over the past three years.

Suppliers, vendors and partners need to be very carefully selected, Gerald attests, “And those relationships have to be looked after.” Refurbishments, revamps, new expansions and growth is

THE CINEMA EXPERIENCE IS ONLY AS GOOD AS ITS STAFF “You have to invest time and effort into the staff training and development,” he says, “You cannot ask your staff to achieve new targets if you don’t offer them training and development options,” he says, “So we instituted a certification programme wherein you get your basic training, then you get certified at different stages

Malaysia and Offic

of your development and this ensures consistently high quality customer experience.”

Training has to be broken down, he believes, “If someone is tasked with handling cash on the front line then that person has to be training in appropriate customer services and user handling.

So training is broken down allowing everyone to gain mastery and develop. This way our newest recruits are trained by professionals who have come before them and able to show them the valuable lessons to keep.”

Furthermore, there is great scope for internal promotion and growth and Gerald is very proud that some of their key positions are held by people who had worked the front line: “In fact, our head of film buying started off on the front line serving people, he worked his way up from the bottom to one of the most important roles in the company.”

There is the risk of training people only to see them leave and head off to a competitor, but Gerald says this is a worth risk taking, “It is better to train up a person and watch them leave than not train a person and have them stay.” He also acknowledges that if everyone in the industry as a whole is trained to a similarly high level, then it can only benefit the industry as a whole. “We take the

92 | Endeavour Magazine

As one of the leading brands in Malaysia, TGV Cinemas Sdn Bhd has chosen SpinetiX to be deployed at all their branches throughout the country. Reliable, sturdy and managed by their centralized team, SpinetiX has proven to be a powerful tool for their Digital Signage solutions – the premium choice for thousands of customers around the globe

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T: 603- 78 E: idea@e

made that much harder if every time you grow you have to find

Anticipating what the customer wants is going to play a big part

new companies to work with, and this is where being selective

in the future, Gerald says, because customers don’t just want films;

with the businesses chosen to supply them. “Standards have to

“Great experiences is what they want and films are just one part of

be maintained,” he says. “Nothing can be left to chance and this is

it. Who is to say our cinemas can’t be used for live events, concerts

why we work with companies who have proven the worth of their

or sports? Recently we hosted a live screening of computer-based

relationships with us.”

league of legends.

This leads us to the question of how to make full use of our

THE FUTURE FOR TGV AND THE SILVER SCREEN – WHAT DOES IT HOLD? “Cinema is changing,” Gerald says, “We’re competing against not only obvious competitors but also the internet, cable, Netflix, and whilst they don’t show the same content, they do consume

cinemas and not just be held to tradition; how do we give an experience…?”

One of the answers came in the effort of reintroducing noncinema goers to the environment and to entice the families back.

The statement that Gerald often hears is, “I haven’t been to cinema because I have young children.”

people’s time.” The biggest shift is moving away from transactions

So they created family-friendly sessions and marketed Family

and embracing relationships. “A lot goes into these multi-faceted

Friendly periods during the weekends and in mornings and

relationships. What we do is create relationships one-to-one, but

afternoons. During this time the light levels in the hall are higher,

with millions of people, which still involves getting to know them

the sound volume lower, tables are moved so that kids are able to

better. Giving them what they want and when they want it. We have

play and move around.

a customer experience manager and she acts as the customer’s

Ultimately, Gerald’s approach to making cinema great is by

advocate, to understand what they want and to bring that learning

making the experience great; “There is nothing like the big screen

to the organisation”.

experience. TGV is where movies ‘live’, and memories are born!”

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