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April marks the start of warmer weather, and with this comes a bumper issue of Endeavour, featuring a variety of companies across a range of sectors. This month also brings with it the continuation of Ramadan, and the Easter holiday, demonstrating a time of reflection and celebration. This is felt across the Endeavour office as we learn about some of the fantastic stories of the companies that have overcome adversity to reach a position of success.
Features with particularly fascinating stories include the Bank of Ghana, which have a history that is entangled with political freedom and overcoming the challenges of seeking independence. In a similar vein, Ok Tedi Mining stands strong as the mining giant of Papa New Guinea, existing as the beating heart of the country.
We also had the honour of talking to APT about the evolution of the mineral processing industry in South Africa. What is most revealing is the complex but coherent systems that stem across the company, particularly in the developing gold sector.
April’s magazine will also be my final issue as Editor of Endeavour, and I wanted to take the opportunity to say that I have loved discovering and chatting to companies across the world, each with their own tale to tell. I want to thank the readers of this wonderful magazine for taking the time to enjoy every story, as well as thanking the rest of the Endeavour team, whom I will greatly miss.
by Lucy Pilgrim12 APT
15 Mineco
21 Ok Tedi Mining
27 Arabian Cement
Egypt Together
35 Association of Marina Industries
of Marina Experts
41 Bank of Ghana
Emblem of Ghanaian Independence
47 Asia Wind Energy Association
53 Hilton Foods Australia
59 Deendayal Port Authority
79
After being relocated from Namibia to India in 2022, a female cheetah has given birth to four cubs. This is a highly momentous event as it is the first set of cubs to be born in India in 70 years, according to the Indian environment minister. In a tweet, Bhupendar Yadav shared his glee, by posting a short video of the cubs.
This is the first time that an Indian cheetah has been born after seven decades of extinction. In the hope to rectify this, the Indian government released eight African cheetahs into Kuno National Park in Madhya Pradesh, in the hopes of reintroducing the domestic animal. As one of the world’s fastest animals, it is great to see they are being reintegrated across the country.
Australian researchers have obtained evidence to suggest that a previously unknown ancient marsupial roamed the Australian land approximately 25 million years ago. The remains in question are suggested to be a cross between a wombat and a marsupial lion.
The creature is said to be called a Makupirna Fortidentata and is said to weigh in at 50 kg. The exact remains found were fragments of skull, bone and jaw, recovered from a site close to Alice Springs in the Northern Territory. After over 2,000 hours of work, the researchers from Flinders University uncovered 35 different Mukupirna specimens from hard limestone.
The team were able to work out the animal’s characteristics by measurements of the teeth, limbs and bones. They also found information on its diet from attributes of its skull, jaws, and molars.
Shamsuzzaman Shams, a journalist for the Bangladeshi newspaper Prothom Alo, has been arrested under the contested Digital Security Act. This is a law that has been highly controversial in the county in recent years, causing mass protests across the country.
The Bangladeshi police arrested the journalist after he reported on the steep increase in food prices. He was subsequently detained in his home in the town of Savar, near the capital Dhaka. The Home Minister cautioned that the journalist’s report was “false, fabricated, and ill-motivated”. The newspaper in question has denied all accusations.
The Digital Security Act has caused 138 cases of journalists taken between January 2019 and August 2022, of which 280 people were accused and 84 arrested.
Lesotho is a kingdom landlocked by South Africa and has a history of tensions over land ownership. Most recently, Lesotho’s government is working on a motion to claim huge parts of land back from its much bigger counterpart, South Africa.
A Lesotho MP wants to demand Free State and parts of four other provinces, claiming them as Lesotho’s territory. The people of Lesotho, known as the Basotho, lived in these particular areas until the 19th century when the land was seized by Afrikaners, white South Africans. Many Basotho remain in South Africa, particularly in Free State.
The MP behind the demands, Tshepo Lipholo, told the Lesotho parliament that “It’s time for what is ours to be returned to us,”, speaking in Sesotho. Lipholo further added that “history has a record of what was taken from our people and that people were killed in the process. It’s time to correct that.”
Lipholo hopes that Lesotho would grow from 30,000 sq. km (11,600 sq. miles) to approximately 240,000 sq. km (93,000 sq. km).
Paul Rusesabagina is an outspoken critic of the Rwandan government and became highly significant after he was portrayed as a hero in the 1995 Rwandan genocide in the 2004 film Hotel Rwanda. In 2021 he was sentenced to 25 years in prison on the basis of terrorism charges. Many of his supporters called this a sham trial.
However, he was released from prison at the end of March following many years of U.S. government diplomatic pressure, alongside talks mediated by Qatar. The former hotel manager was allowed to return to the U.S., where he has permanent residency after his sentence was “commuted by presidential order”, according to the Rwandan government upon his release.
Jake Sullivan, the White House National Security adviser, said that Rusesabagina had been “reunited with his family and friends who’ve long waited for this day to come.”
The latest DNA research suggests that up to half the people from Swahili are from Persia and Indian descent. This has been found from the first sets of DNA recovered from members of the medieval Swahili civilisation, providing evidence for the fact that Africans and Asians were intermingling on the East African coast over 1000 years ago.
Of the 50% of Swahili DNA that was detected to be from other areas, 90% was from Persia and 10% from India. The study was conducted on the DNA of 80 people from different areas of Swahili, who lived from 1250 to 1800 CE. Other interesting results were found after approximately 1500 CE, when the majority of Asian genetic contributions altered to Arabian descent.
Economists at Goldman Sachs have reported that the latest AI developments, such as the highly popular ChatGPT, could affect 300 million fulltime jobs in the coming years. Their predictions suggest that 18% of work globally could be done by a computer, with the impacts felt by developed economies more than emerging markets. This also suggests that white-collar workers are to be more affected than manual labourers, specifically administrative workers and lawyers are amongst those who will be most impacted.
The Chatbox software, ChatGPT, is by far the most widely recognised form of AI. The program is capable of answering prompts and essays. To the extent that it has already caused some businesses to reconsider more traditional working methods. The latest developments of the program also possess capabilities to simplify coding, rapidly create a website, and pass exams with impressive results.
A number of people are feared dead after a military aircraft crash occurred in Kentucky. Andy Beshear, the state Governor, said it was “tough news” with fatalities expected. The tragic incident happened at about 21:35 local time and has been said to cause as many as nine deaths.
More specifically, the crash happened in the Twigg County area, close to the sizeable Fort Campbell military base. A Fort Campbell spokesperson said the HH60 Blackhawk helicopters had crashed during a “routine training mission”. With the incident currently under investigation, the Fort Campbell command is focused on caring for the service members and their families.
The helicopters involved in the incident are part of the 101st Airborne Division, which is the only air assault division in the US Army that has been sent to conflict zones internationally.
Jair Bolsonaro, the former Brazilian President, vowed he would no longer lead the country’s opposition, following his election defeat that caused thousands of his supporters to riot in protest of the controversial result. This is the first time he has returned to Brazil following the protests.
Bolsonaro denies inspiring the attacks that occurred in the capital in January. However, he is under investigation for his involvement in the riots, amongst many other legal troubles. In response, Brazilian authorities have stepped up security and urged his supporters to not greet the former president at the airport.
Bolsonaro told CNN that “you don’t need to oppose this government. The government is an opposition in itself”. Instead, he plans to help the centre-right Liberal Party, as an “experienced person” collaborating with “whatever they wish”. CNN Brazil also quoted Bolsonaro saying he would tour the country in preparation for the municipal elections.
After five years, the European Union has removed Pakistan from the “list of high-risk third countries”. This is positive news for the country as it means that conditions will be improved for business and international investment.
For the EU, the removal will ease the cost and time of financial transactions by Pakistani entities in the EU, as well as an added “comfort level of the European economic operators.” This means that Pakistani entities in the EU will no longer be subjected to scrutiny and additional measures which come at an extra cost.
The high-risk third countries list was first created for nations that, according to the EU, do not have a strong enough regulatory and legal system that can be used to prevent crimes and terrorism.
In the latest Israeli air attacks on Syria’s capital, two soldiers were badly injured. Loud explosions were heard over the Damascus area at approximately 1: 20 am on the 29th of March, according to the state media. In the early hours of the next morning, Syrian air defences were “confronting hostile targets”.
The state media obtained information from a military source that stated Israel had launched “a number of missiles” from the Golan Heights, a region in south-west Israel. Syria’s Ministry of Defence further added that Israeli forces “carried out aerial aggression […] targeting several positions in the vicinity of Damascus.”
Approximately 20 pilgrims have been killed and 29 others injured in a bus crash in Saudi Arabia, according to the local media. The pilgrims were travelling to the Islamic holy city of Mecca on the 27th March, when the bus hit a bridge in the southwestern province of Asir, subsequently overturning and catching on fire.
The newspaper Okaz has reported that there was an issue, but the overall cause is still under investigation. The Saudi-owned media outlet, Al Arabiya, said that the victims were of many different nationalities, but included several Saudis.
The pilgrims were planning to partake the lesserknown Muslim pilgrimage of Umrah. It includes some of the rituals of the Hajj but is slightly shorter. The event occurs during the Islamic fasting month of Ramadan, which is a very busy month for Umrah pilgrimages.
After a cancelled trip to France due to escalated pension protests, King Charles is conducting his first state visit to Germany. Both the king and the Queen Consort, Camilla, were presented on a red carpet, accompanied by German President FrankWalter Steinmeier and his wife.
On the first evening, both Charles and Camilla arrived at the state banquet at the Bellevue Palace. At the banquet, King Charles gave a short speech in German regarding the warm ties and “enduring value” of the relationship between Germany and the UK. He also emphasised the importance of “shared democratic values”.
In his speech, he also mentions how he has visited Germany 40 times throughout his life, and recalls fondly his “most treasured memories” from his previous trips to the country. In reference to the late Queen Elizabeth, he said that the bond between the UK and Germany “mattered greatly to my mother”.
The right-wing government currently in power in Italy have backed a bill which would ban laboratorygrown meat, alongside other synthetic foods. Their reasoning for doing so is to protect Italian food heritage and people’s health.
If the proposed bill goes through, producing meat in a lab could land you a fine of up to £53,000. The ban was spearheaded by Francesco Lollobrigida, who runs the renewed ministry for agriculture and food sovereignty and highlighted the importance of Italy’s traditional ties to food.
The bill has faced opposition from numerous animal welfare and climate groups, who argue that lab-grown meat is a valuable solution to many problems facing the environment and the welfare of animals. Despite this, there have been over half a million signatures that call for the protection of ‘natural food vs. synthetic food’, which Italian Prime Minister Giorgia Meloni has also signed.
The European Union has approved a law, that could be a big turning point in targeting climate change, by ensuring that all new cars sold from 2035 must have zero emissions.
Only Poland voted against the law, while Italy, Bulgaria and Romania did not vote. Meanwhile, Germany called for an exception on cars that run on e-fuels, causing major delays in the final result. It has been argued that e-fuels are carbon neutral because they use previously captured CO2 released when the fuel is combusted in the engine. This is good news for traditional vehicles, on the condition that e-fuel is produced on a large enough scale by 2035.
The extraction and processing of minerals, situated within the wider mining industry, is a fast-evolving sector in South Africa. At the forefront of such mining expertise is Johannesburg-based Appropriate Process Technologies (APT). We spoke to the company about the significance of mineral processing and the highly advanced capabilities of the mining giants, as they diligently handle fluctuations in the mining industry.
APT is proud to be an A to Z provider of mineral processing services to the mining industry, encompassing both small and mediumto-large scale mineral processing equipment. Their extensive repertoire of projects facilitates highly coherent solutions for alluvial, eluvial, hard rock, tailings and a combination of feed types. Consequently, APT work hard to recover a range of different minerals and metals. Although their operations stem across international borders, they have recently been focusing on African exploration and restoration. Most pointedly, their equipment and services have been utilised in environments and mining conditions that would prove difficult for most. And yet, due to the advanced efficiency and durability of their equipment, the company rises to the challenge.
When speaking to Kevin Peacocke, the founder of APT, it is interesting to hear the inner details of their mineral processing solutions, demonstrating a certain attentiveness in their method:
“We work with our associate laboratory, Peacocke and Simpson, to establish the best method to extract the desired mineral, such as tin or gold etc. Subsequently, APT’s engineers design the flowsheet to achieve the desired result. Next comes the building of the components and the plant, mostly in our own 5000 square metre factory. Finally, the plant is installed on site and commissioned, all by APT. This service is offered for virtually any mineral and the plants come in a variety of sizes from 1 tph through to 150 tph.”
APT has obtained a diverse set of clients over the years, ranging from small-scale individual artisanals, to middle-size operators and large-scale listed companies. This demonstrates flexibility in their services, as well as a willingness to deliver any requirements to the utmost efficiency. A spectrum of processes is covered by APT, including but not
limited to, gravity concentration, flotation, and cyanidation.
It is widely understood that mining is in a constant state of fluctuation, especially for strategic energy minerals like lithium and graphite. Particularly in the smallest sectors, gold is a particular target, as they are witnessing an increase in demand. Despite the buoyancy of the industry, APT are “first and foremost, professional minerals processing engineers who understand all of the technical aspects. We design our products to be at the leading edge and through our associate testwork laboratory, we constantly improve our offerings and incorporate the latest technologies as appropriate. Our A to Z approach means that we can offer a solution with confidence.”
APT’s committed team comprises approximately 40 people, including professionally degreed engineers. As part of their wide range of services, all the training of their employees is conducted in-house, with some cadets attending university programs or specialised training which is fully funded by APT. Furthermore, APT make a conscious effort to promote from within to ensure the growth of their team. APT is also giving back to its local community, going so far as to assist some of their employees in housing and wider facilities for the community.
Additionally, APT also have many CSR projects which they work hard to deliver on. Namely, they have developed mercury-free processing
equipment that is being rolled out worldwide. It is great to witness these changes being implemented, particularly since mercury is a major issue primarily in the artisanal sector, therefore having the ability to offer an effective alternative is a huge step forward. When speaking to Kevin, he emphasised the success of the APT GoldKacha Concentrator in particular, as it “allows operators to recover gold without the use of mercury and goes a step further in that it also remediates mercury contaminated areas, usually recovering significant quantities of gold in the process.”
APT has a lot of ambitious projects in the pipeline as they continue to strive for growth and excellence. Most significantly, APT looks forward to the installation of a large gold plant in West Africa, as well as the installation and commissioning of a zero-emissions gold plant in Ethiopia, and further expansion into Zimbabwe. In regard to projects, APT is expanding its portfolio with the small-scale crushers JC25 and the JC50, alongside a new GoldGrader concentrates upgrader that further advances their high-quality capability in mineral solutions.
Overall, it was a delight to talk to APT as it pioneers the South African mining industry, through the delivery of state-of-the-art mineral solutions, from small-scale to larger mineral projects. We look forward to hearing how the company continues to accelerate in both locations and projects.
As an ever-expanding international entity, Mineco is at the cutting edge of the natural resources sector. For the past twenty years, the multifaceted mining company permeates many mining projects across the world. Consequently, they have built an expansive bank of knowledge and expertise, whilst supporting many global mining enterprises.
Established in 2003, Mineco has quickly evolved to become a titan of the industry, with over 2000 employees across numerous continents. The company can be divided into three subsectors that encompass a large majority of the natural resource industry: commodity trading, base metal mining, and smelting and refining. In regard to the former, their thorough commodity trading entails the procurement, market, and move of non-ferrous and precious metals.
Subsequently, Mineco also manages and controls five mines across Europe, alongside a dedicated in-house project delivery team that is continuously working on development projects across Europe. When looking at their operations in base metal mining, the sheer quantity that Mineco handle is rather staggering. For example, the Gross Mine in Europe is by far the company’s biggest mine, with 6.7 million tonnes of reserves and a greater 20 million tonnes of resources. Further afield, Mineco also has a highly active polymetallic lead and zinc mine. As a relatively new venture (the polymetallic mine was re-started in 2017), it has 2 million tonnes
of resources, with a production capacity that is expected to expand to 240,000 tpa, demonstrating how Mineco continues to build its capabilities to meet the current demands.
Mineco has even more to offer their clients in the form of the in-house project delivery team. This encompasses a dedicated team of mining professionals that herald extensive mining experience, and help oversee expansive mining development projects across the world, such as a poly-metallic base mine in Serbia and an antimony mine in Bosnia & Herzegovina.
Obtaining such an international presence means that Mineco has had the honour to partner with many successful mining companies across the world. Namely, in South Africa, Mineco had the pleasure of working with APT, a flagship mineral processor based in Johannesburg. The partnership
worked on a significant project when advancing an APT plant. Following investigative testwork on ore at APT’s laboratory Peocoke and Simpson, Mineco helped APT design and commission a brand-new plant. This is a great example of a flourishing and successful partnership within the mining sector, which facilitates the sharing of expertise and knowledge to further enhance the international mining industry and create meaningful relationships.
Another element of Mineco’s responsibility is its environmental commitments, which have shaped the company in recent years. As such, they continuously strive to improve their environmental practice across the board. Evidently, in 2013 the company spent two million euros on improving the waste facilities at their two biggest mines (Rudnik and Gross), which helped improve the local environmental conditions and delivered on
international sustainability legislation. Furthermore, Mineco also places the local community in which they operate in high regard. At Mineco, their mines, smelter, and development locations, always work closely with the local community to minimise the impacts of their projects, whilst maximising the benefits for the local community.
Alongside many social responsibility operations, such as a zero-tolerance policy, to modern slavery and a charitable foundation, Mineco has a standout environmental initiative known as Horizon 2020, which implements the forward-thinking IMP@CT project. Mineco identified a key issue in the high investment needed in many large mining deposits, which is no longer feasible due to the current economic situation and reduced longterm commercial liability. Consequently, the innovative IMP@CT project proposes a new switch-switch off (SOSO) mining paradigm that will improve the viability of much critical metal and other small complex deposits.
The proposed project will have extensive benefits to the mining industry, as the SOSO paradigm “centres around technological innovations in mining equipment design and mine planning that would reduce the feasibility studies required, throughout extracted material, infrastructure, land use, resource consumption and waste.” Therefore, being one of the core industrial partners of the Horizon 2020 IMP@CT project, it proactively provides case study sites, as well as putting the project’s innovative research in social, environmental, and mining technological aspects into fruition.
Overall, Mineco delivers top-quality in-house solutions to hundreds of clients across the world. Encompassing the whole process, from commodity trading to property development, they ambitiously manage each project from start to finish. Such a reputable reputation also means that they have obtained meaningful partnerships with major mining corporations across the world, delivering huge benefits to the overall international mining industry.
Ok Tedi stands as a strong supporter of Papa New Guinea (PNG). Not only is the mining entity entirely owned by PNG, but its contributions to the national economy and local community are also truly astounding. Ok Tedi has worked tirelessly to place itself on the international map of mining, as well as obtaining major achievements at home. Accordingly, Ok Tedi operates the longest-running open-pit copper, gold, and silver mine in the country and has many exciting things to come.
Ok Tedi is proud to say that they operate the largest mining corporation in PNG, contributing a staggering 65 Billion Kina (approx. $180 million USD) to the PNG economy. Such a contribution by a single mining company is truly staggering and indicative of how far-reaching and powerful they are within the mining sector. Typically, the PNG Mining industry is known for its mineral extraction, which has dominated the PNG national GDP since the 1970s. And yet, Ok Tedi has completely broken out of the mould, by branching into gold mining, which has been greatly advantageous in generating further profit for the company. However, they also contribute to the GDP through the mining of copper and silver at Mt. Fubilan in the Western Province, where they are mainly based.
When looking at the breakdown of the company ownership, the company is 100% PNG owned, of which 67% is direct shareholding by the Independent State of PNG, whilst the community of the Western Province holds 33% interest. Evidently, Ok Tedi works as a shared venture between the people and the state, and yet most importantly, all of the benefits from its operations go to the people of the Western Province. Therefore, the notion of giving back is a vital part of what makes the business prosper, as they measure their success through financial performance, as well as social development, which incorporates many different areas.
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Ok Tedi has a history of tenacity and innovation. The monster mining entity was first established in 1981, with the purpose of mining the Mt. Fubilan copper-gold ore-body discovered in the Star Mountains in the Western province of PNG, not far from the Indonesian border. Technically, you could say that Ok Tedi began in 1963 when copper mineralisation was first discovered by a government patrol that made contact with the Min people of Star Mountain. Subsequently, Ok Tedi was brought to the helm to operate the project in 1981 and formed a partnership between major shareholders and the PNG Government. At the time, Ok Tedi was a greenfield operation located in a rugged region of the PNG Western Province, thus there became a need for major infrastructural developments, such as roads, housing, airstrips, and a power supply. This illustrates one of the ways Ok Tedi has facilitated
great social and infrastructural development on the island.
In 1984, Ok Tedi launched mining operations in the gold mining sector to exploit the abundance of gold resources in the St Fubilan deposit. This was when the magic of Ok Tedi really began to take hold, as it started operations as a copper-gold mine in 1987 for the bulk of the ore body. Other major shareholders departed the entity in 2002, which was a major turning point for the company as it facilitated a focus on the Papa New Guinea Sustainable Development Program (PNGSDP).
This decision clearly paid off, as 10 years later Ok Tedi became a fully owned PNG company, with all other major shareholders bought out. More recently, in 2010, the mine was set to close after nearly 20 years in operation, however, due to the impactful community consultation process, the people’s voice was heard, and the mine’s life was extended to 2025.
Looking more closely at Ok Tedi’s output, they once again can boast some amazing statistics. For example, around 240 thousand tonnes of waste rock are mined every day, in a pit covering 2.6 kilometres! Additionally, approximately 60 thousand tonnes of
ore are mined each day and delivered to the onsite mill for processing.
From here, the ore is transported to a concentrator which consists of two SemiAutogenous Grinding and Ball milling lines, followed by conventional flotation circuits to produce a copper-gold concentrate, of which 24 million tonnes is produced per year. The curated concentrate then travels 156 kilometres south to Kiunga, where it is dried and stored. Subsequently, the dried concentrate is transferred to a silo and storage vessel, before being exported to customers in Japan, the Philippines, Germany, South Korea and India. The concentrate is then refined to produce an end product of copper, metal, gold, and silver bullion.
As we have seen, Ok Tedi’s huge operation in mining and processing is conducted 24 hours a day, 365 days a year. However, Ok Tedi’s other main focus lies in development and exploration, demonstrating a constant craving for expansion. Their key exploration strategy involves the advancement of
knowledge and mapping around the Mt. Fubilan pit, as well as exploration in other local and regional mine locations. Presently, Ok Tedi’s exploration program revolves around five exploration licences, which cover a vast 680 square kilometres. Many of the sites are licensed in what is known as the ‘Ok Tedi Corridor’. This is a designated area of reinvigorated mine exploration that is close to the mines, so mineralisation potential can be optimised. The corridor is a deep-seated geologic feature that is northeast of the main Ok Tedi deposits, where currently all known copper and gold mineralisation in the region is located.
There is no doubt, that like most industry titans, Ok Teddi faces challenges running such a complex and influential operation. Namely, mining processing brings forward the inevitable difficulty of the weather. Case in point, there is over 9,000 mm of rainfall per year in PNG. As such, rainfall and runoff contribute significant volumes of free water draining into the pit. Subsequently, rainwater permeates into the rock, which creates great instability due to increased pore pressure. This can quickly become a considerable problem for Ok Tedi. Therefore, around-the-clock monitoring
of hydro-technical and geotechnical factors are incorporated into the mining strategy to ensure safe operations.
Ok Tedi takes environmental sustainability very seriously, so much so that since 1998 over 3 billion kina (over half a billion USD) has funded the reduction of long-term environmental ramifications on the local river system. Such investments include the “removal of pyrite from the tailings, the addition of limestone to waste rock and tailings to maintain alkalinity in the river system, and the dredging of sands from the riverbed approximately 100 km downstream at the mine of Bige.” Such a diverse range of projects creates a company that cares about its environmental footprint.
Overall, there is so much that could be said about the success, and subsequent positive impacts, of Ok Mining Limited. Not only do they bring economic security to their country, but they also mine with the utmost efficiency and care so that they cause minimal damage to the planet.
Is there anything more vital to the construction and building sector than cement? At Arabian Cement Company (ACC), cement is understood to be the glue of the construction industry. As Egypt’s leading cement specialists, they understand the importance of the small but mighty chemical substance, that when mixed with water, turns into a magical solution. Therefore, ACC provides in-house cement solutions, as a fully integrated leading cement plant, producer, and seller of cement across Egypt.
First founded in 1997, ACC has put the work in over the last 25 years to secure a position as one of the leading cement producers and sellers in Egypt. Consisting of two production lines located in the Suez Governorate, they have a commitment to providing their customers with top-notch products and implementing the latest innovations in the process. In regards to the products they provide, ACC also possesses a state-of-the-art highstrength concrete mixer, alongside its production and selling of clinker and cement. Therefore, ACC has much to provide to their customers as their products provide their customers with end-to-end solutions in their projects.
In numerical terms, ACC produces an impressive average of five million tons of clinker and cement per year. In context, this means ACC produces approximately 6% of Egypt’s nominal production capacity. Most recently, Arabian Cement has reported net profit of SAR181m (USD $48.3m) in 2022. This represents a 12.1% increase, despite the fact that the company saw a six per cent decline in revenues, suggesting that economic strategies have been put in place to make sure that the company not only turn over a profit but exceeds expectations and advances the company’s operations.
It is, therefore, no wonder ACC has generated a resounding reputation for quality in the Egyptian local market, having been featured in the EGX (Egyptian Stock Exchange) since May 2015, which is evidence of their growing success in the last ten years as the second largest cement producer and seller in Egypt. Mirroring its domestic success, ACC is also making waves in the international cement market. ACC’s production and selling of Ordinary Portland Cement 42.5 N (OPC) and the Suffate Resistant Cement (SRC), as well as its sturdy clinker, has reached markets across the world, having been exported to several countries. Thus, due to such achievements, ACC has proudly acquired many certifications, including ‘Quality Management System’, ‘Occupational Health and Safety Management System’ and ‘Environmental Management System’. Accordingly, ACC is on a mission to be people’s first port of call when on the search for cement and subsequently become a recognised and dependable cement producer and supplier.
From the get-go, ACC demonstrated a strong sense of energy and innovation in their work, which has paid off today. ACC was first founded in 1997 by a group of Egyptian shareholders who saw potential in the Egyptian cement market. Consequently, they established a plant with an ambitious aim of a capacity of 2.5 MTA, which could produce cement for the entirety of the local Egyptian market. And yet, such a forward-thinking initiation was not without its challenges, as market conditions forced the flourishing project to be put on hold. However, in September 2004, the project commenced, as Spanish cement group Cementos La Union saw ACC’s potential and decided to invest, subsequently resuming activity.
The investment from Cementos La Union was an important stepping stone in ACC’s history, as it increased its capital, which opened the door to investments and technical experts, who subsequently brought serious advancements to the plant. From then on in, ACC developed in leaps and bounds, witnessed in 2006 by the achievement of obtaining a contract with a well-known multinational
engineering company and constructing a targeted clinker Greenfield plant. Two years later, after the completion of the plant, and an experienced management team to go with it, the ACC board of directors decided to project the plant even further by creating a second production line. This would allow a sizeable increase in production that would double profits and meet growing demand. Therefore, through a narrative of innovation and success, ACC has curated an impressive reputation for capacity and quality, which has led them to international markets.
Alongside the production and selling of cement, ACC also possesses a strong belief in sustainable development. As such, their environmental policy was created in the hopes of contributing to the construction of a better world. To achieve such an important objective, all their facilities work in correlation with local laws, standards and regulations, as well as securing the implantation of world-leading environmental management systems, which are in place to aptly ensure quality, safety, and environmental processes. Consequently,
advancing ACC’s position in the cement sector as a reliable sustainable company.
Alongside specialist equipment and systems, ACC looks inward at their resources that could produce hazards from its operations. Subsequently, ACC places great effort in using substitute raw materials and alternative fuel sources. Moreover, the company disposes of waste using safe and environmental methods, in order to stop accidental emissions from escaping, using a specially designed emergency program which is in place to create the safest environment possible for their employees. To further this cause, regular environmental audits are conducted on all their facilities, of which comprehensive rehabilitation plans are drawn up in response to issues raised or, expand on aspects which are working well.
In alignment with their environmental and safety precautions, ACC takes pride in being able to support the local Egyptian society, collaborating and participating in cultural and sporting activities
that help develop personal skills and creativity and encourage personal development. A particularly noteworthy case is ACC’s support of the ‘Hope Village Society’. This fantastic social development project provides shelter to over 300 orphans across Cairo, the 10th of Ramadan, and Alexandria. Therefore. Their offering of cement for the builds is greatly appreciated by many across the local area. To date, the ‘Dream Building’ Project is 40% complete, therefore ACC is excited to see how the project will help thousands of Egyptian children, giving them a better future in their local community.
It is clear to see how ACC has gone from strength to strength, by not only creating a highly streamlined economic system to generate the development of the company, but they have also broken out into the international markets and hit them by force! Here at Endeavour, we look forward to seeing how ACC continue their established history of perseverance and well-deserved success in the international cement industry.
In an increasingly digital world, the use of data centres and the transfer of information is becoming increasingly more present in everyday life. Indeed, the social media giant, Tik Tok, has recently been in the news surrounding the use of people’s information, thus questioning the power of its data centre. And yet for such a technical force, there is little known about how data centres work and what they possess.
When trying to find the answers to these questions, the information remained somewhat vague. Across an amalgamation of research, it is suggested that a data centre is a facility that contains physical or virtual servers, which provide access to applications and data via a communication infrastructure, securely storing data and digital information.
Despite its ambiguity, it’s hard to argue against the fact that data centres are incredibly powerful. In fact, it was recently reported that the heat generated from a washing machine-sized data centre was used to heat a swimming pool in Devon, UK. In this case, the computers are surrounded by oil to retain heat, enabling the data centre to heat the pool to approximately 30C, 60% of the time, which is an indication of the amount of energy that a single data centre emits.
Written by Lucy PilgrimIn America, Microsoft has decided to take the plunge by planning a $1 billion data centre on the Foxconn site at Mount Pleasant in Wisconsin, with the hopes of having a major benefit to the Wisconsin economy. The choice of location is no surprise when you look at neighbouring pieces of infrastructure,
like the major Foxconn global data centre. CEO of the Wisconsin Economic Development Corporation recently commented how Wisconsin is the ideal location for such innovative technology, due to the workforce, infrastructure, and centralised location of the state.
So, what will this mighty store of data look like? Well, according to the plans drawn up by Microsoft, the company is set to develop a 315-acre plot of land owned by Mount Pleasant. However, approval is still required from Mount Pleasant Village Board and Racine County before the final plan can go through. If approved, Microsoft would purchase the land for $50 million, as the land is viewed as prime development.
There are many benefits to data centres, the most obvious being the storage and accessibility of masses of information. Furthermore, it helps protect businesses from power outages and disturbances. Other benefits could be drawn as data centres don’t require many employees, which increases overall efficiency and reduces costs. A noteworthy example is the case of the Potawatomi Business Development Corp, which owns a 45,000
square-foot data centre worth $30 million USD. Despite the sheer size of the operation, it only has 8 employees. This brings forward the concerns of the local community nearest Foxconn, as there are questions about how advantageous the data centre will be for employment, considering the size and investment of the centre. Although members of the local community shall be employed for the construction of the project, and the surrounding infrastructure, it is still a big concern for the people of Wisconsin.
Further opposition has occurred regarding the amount of water the data centre will require; typically, data centres use the same amount of water as small cities, due to having thousands of computers in a single isolated space generating lots of heat (as demonstrated by the Devonshire swimming pool). Consequently, masses of evaporated water is used to stop the computers from generating too much heat. Pointedly, this takes a lot of pieces of additional infrastructure, including cooling towers, pumps, chillers, humidifiers, air conditioning, and much more. Again, the water used quickly exceeds expectations, using three to five gallons of water a day. However, not all hope is lost as Microsoft opened a sustainable data centre region in 2021, announcing that it would use 100% renewable resources across all data centres by 2025. Nothing yet has been confirmed for the upcoming plans, however.
Microsoft’s proposal is a clear reminder of the rate at which the digital world expands, following trends in the use of data and information surrounding Tik Tok, as well as the capabilities of AI technology. We shall have to wait to see whether such a big investment will develop past the planning stages as Wisconsin hopes to develop its Silicon Valley-esque presence.
Sources:
https://www.bbc.co.uk/news/technology-64939558
https://www.datacenterdynamics.com/en/news/ microsoft-plans-1-billion-data-center-campus-inmount-pleasant-wisconsin/
https://eu.jsonline.com/story/money/ business/2023/03/28/microsoft-expansionat-foxconn-site-what-we-know-about-datacenters/70056521007/
The Association of Marina Industries (AMI) has a strong commitment to the needs and well-being of the global marina industry. Catering to over 1,200 businesses, members include boatyards, yacht clubs, public/private moorage basins, partner associations and marine industry vendors, placing education and networking as a top priority. Therefore, although predominantly operating around the United States, it has a strong membership across the world.
As a non-profit organisation, its sole purpose is to serve the needs of its members. More specifically, it works to bring companies together so that there is an active forum for education and growth. This is most aptly demonstrated by AMI’s Training Institute, which has built a fantastic reputation for the training and certification of marina industry professionals. The institute offers a wide range of benefits for its members, including the globally recognised Certified Marina Manager (CMM) and Certified Marina Operator (CMO) programs and specialised conferences. By obtaining such qualifications, members can demonstrate a deep understanding of the marina industry, as well as enjoy numerous discounted services, industry publications, and legal guidance for any grievance.
Members in the U.S. have further access to brilliant services across the States. Specifically, they have access to forwardthinking and cost-saving business solutions, educational services, updated news, and the latest findings from ground-breaking research. Therefore, AMI is a guiding light in all related legislative issues. Further benefits are also witnessed in the Training Institute, as training is exclusively provided directly to U.S. members, rather than being distributed by partnerships, as is the case for international members.
AMI was formed from the amalgamation of two dominant associations; Marina Operators Association of America (MOAA) and the International Marina Institute (IMI). Although the merge occurred in 2005, the first sparks of AMI occurred in 1992, when a small group of marina industry owners formed MOAA. Significantly, MOAA was born out of a need for a greater advocate in the domestic legislative and regulatory agenda. The Association placed effort into working more in the marina’s interests, in a fair and responsible way. Despite having over a thousand members today, the initial membership consisted of high-end marina managers and owners, exclusively in the U.S. Nearly ten years later, MOAA had the opportunity of accepting direct sponsorship and support from the National Marine Manufacturers Association (NMMA). This was a major turning point as it enabled
MOAA to curate a healthy domestic profile that was held by major executives in the industry. Moreover, it facilitated a network of strength that was effectively able to combat state and federal issues that were causing great disturbances to the Marina industry. From this initial inkling, it became clear that a proactive voice for change was needed if the industry was going to develop at all, including the building of relationships with national and state organisations to create a tight network.
On the other end, IMI was formed in the mid1980s, which brings to the helm the educational aspects of AMI. The institute was founded to encourage education, training, and certification. Consequently, IMI did just that, as they successfully established and developed numerous management schools, including the highly regarded Certified Marina Manager (CMM) program.
Similar to MOAA, the founding members of IMI were deeply passionate about the marina industry’s consistent development, as the institution strived to educate members to overcome the complex and technical challenges of the day. IMI also has
an impressive portfolio of research and academic published papers. What is great about this particular aspect is the joining together of marina operators, industry consultants, academics, technical experts and governments, that tightly worked together to create an educational network. Accordingly, members could be more prepared to confront the multifaceted issues of the industry.
In 2005, a magnanimous decision was made to join together IMI and MOAA to form a proactive association. Although there were many reasons for the merge, they predominantly wanted to increase active US membership and gather the appeal of consolidating business services; ultimately bringing together the wealth and experience of two strong associations to form the ultimate space for marina membership.
If you were to take a cross-section of AMI, you would find a wide range of marinas, from familyrun businesses to large corporations that have
become titans of the industry. As suggested by the name, Marina companies comprise 77% of the membership.
Whilst this does make up a large majority, industry suppliers and honorary partnerships also comprise 15%. Furthermore, the demographic of their membership is spread across corporate chains, privately owned enterprises, and affiliate partnerships with local state trade associations. A recent example of this would be the joining of Alaska Association of Harbourmasters and Port Administrators, which continue to provide a wealth of knowledge to the Association, due to the affiliate partnerships with many trade organisations across the world.
Marinas that are members of AMI offer a wide range of services and expertise, thanks to the guidance and support of the Association. Significantly, 410 marinas, (almost half of the total membership) offer boat repair services to any who stops by. Additionally, 296 marina members conduct new boat sales on their properties, with another
40 possessing boat-building facilities onsite. Thus, each marina garners the advice provided by AMI, as they help an excess of 1200 businesses make a key difference in the marina industry.
With over 1 million boaters gaining access annually through AMI’s member marinas, they have to cater to a wide selection of businesses and entities. Typically, many boating and logistics associations solely focus on legal issues. And yet, thanks to the joint expertise from which AMI was founded, they have a great passion for the education of their members, exampled by the diligent and highly comprehensive AMI Training Institute, which subsequently provides invaluable certifications. Thus, there is a vast range of benefits to be gained from being part of AMI, as an indispensable network of passionate leaders and hard workers.
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From the get-go, it is clear how the Bank of Ghana does not shy away from challenges and adversities, and rather works to ensure that the machine that is Ghana’s financial system runs smoothly. This is endorsed by the bank’s eventful history which is entangled with political freedom and independence from British colonial rule. Consequently, in the past 65 years, they have overcome adversity to build a highly capable and stable financial institution for the people of Ghana.
The history of the Bank of Ghana is certainly an interesting one. The founding of the Bank came from a willingness for political independence and a revival of the country after Ghana broke from colonial British rule in 1957. This is an aspect of the Bank that its employees and members are very proud of, and with good reason, as the bank’s roots as a single centralised institution came to represent the powerful meaning of freedom and independence. However, the initial theorising of a centralised bank first occurred in 1947, under the Bank of the Gold Coast. At this time, a group of leading Ghanaian politicians argued that the establishment of a national bank with centralised functions was needed, in order to provide a financial backbone for the government. Furthermore, the bank could also begin catering for its significant indigenous aspects of the economy.
Given its founding narrative, it is fitting that the Bank of Ghana was opened just days before the declaration of Ghanaian independence, on the 4th of March 1957. Subsequently, by July 1957, the new head office was officially commissioned. To mark the occasion, the Leader of Government Business (the Prime Minister) proudly stated that the bank was the start of a new horizon in newly independent monetary administration, stating that “It is essential to our own independence that we have a government-owned bank and that the central bank follows a policy designed to secure our economic independence.”
The objectives stated by the Leader of Government Business are aptly described in the Bank of Ghana Ordinance (No. 34) of 1957. This was a highly significant document that encompasses the Bank’s role as a national institution, as well as holding the bank accountable, criteria that are still important today. A snippet from the Ordinance reveals the primary objectives of the Bank of Ghana: “to issue and redeem banknotes and coins; to keep and use reserves to influence the credit situation with a view to maintaining monetary stability in Ghana and the external value of the Ghana pound; and to act as banker and financial adviser to the Government.”
Evidently, this succinctly demonstrates how the Bank of Ghana take great pride and responsibility in the role of bringing stability to the country.
Subsequently, the Bank of Ghana Ordinance has been modernised over time to incorporate
changing financial, national and international situations. Most prevalently, The Bank of Ghana Act (2002) enabled the institution to effectively manage its price and inflation rights, so that it could further grow. Furthermore, the 2002 Act also facilitated the bank’s transition to inflation targeting and setting its interest rates, signifying an even greater form of independence.
A prominent aim that the Bank of Ghana has always held firm, is its formulation and implementation of monetary policy, which helps it reach certain targets in the stabilisation of the value of the currency, the balancing of payments, and the regulation of payment and settlement systems. More specifically, according to the Monetary Policy Framework, the Bank of Ghana also supports the general economic policy of the Government, as well as promoting economic growth and development. This involves details monitoring of the banking and credit system.
The Monetary Policy is overseen by a specialist committee, set up in 2002 and consisting of seven members. The Monetary Policy Committee (MPC)
meets twice a month over a three-day period to analyse the country’s economic conditions and inflation outlook. This allows the committee to make the important decision of the alteration of the country’s inflation rates, conducted on a vote basis.
In order to create change, the MPC has an implementation framework as a strategy to carry out the final changes to the Monetary Policy Rate (MPR), as well as operationalising procedures that support the development of monetary policy transmission. The MPR is the rate at which short-term monetary policy operations are conducted with counterparts, including commercial banks and neighbouring institutions.
The MPC is a great example of how the Bank of Ghana strive towards transparency and accountability. This enables the committee to assess inflation expectations effectively within the target band. To promote transparency, the
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committee releases a ‘Data Pack’: a summary of the macroeconomic and financial sector data that was used during MPC’s decision-making process. Releasing the information into the public domain allows the people of Ghana to understand the reasoning behind certain decisions and provides clarity on the rate of inflation, which is something that is seldom seen elsewhere.
Following a policy meeting, the MPC also holds press briefings to explain the decision for the respective interest rate in greater detail, as well as any other monetary policy courses of action. The meeting facilitates an open forum between the bank and Ghanaian media, regarding the world economy, exchange rates, domestic prices and much more. After each press briefing, the transcript is also released to the public.
Alongside the assessment of Monetary Policy, the Bank of Ghana effectively manage and control bank Notes and coins, to track the development of the currency. When looking at the historical
narrative of Ghanaian currency, the importance of the country’s independence is once again a key part of the currency’s evolution. Post-independence, as the new monetary authority, the Bank of Ghana issued its own form of the Ghana pound. However, it was not until early 1965 that Ghana decided to depart from the British colonial monetary system to create its own currency. Thus, Cedi notes and Pesewa coins were introduced on the 19th of July 1965 to replace Ghana pounds and pence. A further turning point occurred when the portrait of the currency was changed due to the overthrow of the CPP government in the late 1960s.
Today’s banknotes have a single portrait on the front, consisting of six distinguished Ghanaian figures who spearheaded Ghana’s independence. This seems incredibly fitting given the intrinsic purpose of the Bank of Ghana as a product of the country’s independence. As such, not only does the Bank of Ghana effectively regulate and oversee a great financial machine, but they are also steeped in important history that makes its monetary policy and regulation all the more important.
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As a relatively new entity, Asia Wind Energy Association (Asia WEA) brings modernisation and innovation to the realm of Asian renewable resources. In just a short seven years, they have become the leading industry association for the wind energy sector in the continent. The notion of collaboration is important in the hydroelectric sector, as it is reliant on the collective effort of many wind energy entities to bring about change and make the planet greener for the foreseeable future; a cause that is deeply important to the company.
In 2018, Asia produced 34.5 percent of the planet’s total wind energy. This is an impressive act coming from a single continent. It is therefore important that wind energy companies and stakeholders have access to a regional platform that best represents the wind energy industry’s common interests. Therefore, members of the wide-reaching Asia WEA include power project developers, turbine manufacturers, technical consultants, financial institutions, regional associations, and a considerable amount more, across entities from Jordan to New Zealand. This demonstrates how Asia WEA incorporate every aspect of wind energy to create a holistic voice in the sector, as no company is left behind.
The wind power industry is bustling with exciting potential and promise, particularly within the Asia Pacific region, which has recently witnessed a great demand for renewable forms of energy. Asia WEA aims to capture the opportunity that increased demand can facilitate, by forming a reliable and effective form of representation for those in the ever-expanding sector.
More specifically, the Association is valuable in developing and communicating policies that are influential in various forms of Asian government. Most importantly, however, Asia WEA hopes to create a positive and mutually beneficial environment. Furthermore, as a centralised agency, the Association will facilitate a platform for its members that opens up discussion with other wider organisations by arranging monthly networking events and quarterly theme-focused events. As the need for renewable forms of energy becomes more prevalent, the use of wind turbines and hydroelectric power becomes a valuable form of energy production. This is greatly understood by Asia WEA, as they continuously seek to provide cleaner energy to Asia-Pacific. However, alongside environmental action, they also place great effort in governmental and policy-making initiatives by facilitating international and national policies, as well as promoting the development of technology, infrastructure and dialogue surrounding the wind energy sector. Through their communication channels with governing bodies, they can ensure that the wind energy industry achieves sufficient
financing at a fair cost, rather than being measured by supposed risk. This means that Asia WEA must conduct a balancing act between cost and political risk. However, you could argue that this is the crux of Asia WEA’s purpose, as they will overcome challlenges for the sake of their member’s interests.
In order to improve dialogue and communication throughout governmental bodies, Asia WEA first works to develop the narrative and dialogue between its members. This is achieved by holding regular events that increase collaboration and encourage a united voice in the industry. For example, Regional Wind Days are set up to celebrate the vital work that each region achieves in sustainability. Such eye-opening events raise awareness of the evolving sector and help promote the use of wind energy in the AsiaPacific region.
For example, Asia WEA held the largest wind offshore gathering for Japan in March, at the decadent Shangri-La Hotel in Tokyo. This exciting
event was used to celebrate the blossoming Japanese offshore market and was an ideal networking event to learn and discuss the future of the offshore wind sector in Asia. Additionally, there was also the opportunity to discuss other growth markets in Taiwan, South Korea, India, Australia and Vietnam, making it the best place to gain significant contacts in the industry and expand business horizons.
As a flourishing Association, Asia WEA has many plans to make the association the leading voice in the Asia-Pacific region, by establishing AsiaWEA as the primary source of support and information to local and regional authorities, which can help execute supportive policies and legislative processes. Furthermore, AsiaWEA hopes to be the core resource for existing and future stakeholders in the wind sector, particularly for those who are passionate about the renewable energy cause. Further afield, AsiaWEA is striving to become as reputable and recognised as other neighbouring international associations.
In regard to international targets and specifications, Asia WEA prioritises certain markets
and recognises the importance of liaising with other international associations to reach COP21 targets. Furthermore, a huge adversity to wind power is the continued reliance on fossil fuels. As such Asia WEA actively disproves the argument that fossil fuels and nuclear energy is not subsidised. Rather, they lobby for the notion that “the polluter pays” principle, to reveal the murky undertones of the fossil fuel industry. This also involves the open discussion and exposure of hidden subsidies provided to other forms of electrical generation, which can have a negative effect on, not only the wind energy industry, but the planet as a whole.
To counter the ramifications of the fossil fuel industry, Asia WEA extensively promotes research and development in wind energy. This has many subsectors attached to it, including but not limited to the development of Asian technological leadership, enhancement of the affordability of wind energy, and guaranteeing the optimal use of Asia research funds and academia. Evidently, we can see how Asia WEA advance figures and organisations
within the region to be international industry titans, whether it be stakeholders, businesses, researchers, or contractors, each member is treated with equal respect.
Fundamentally, Asia WEA strives to promote and strengthen each member of their association by lobbying for change. And yet, this involves careful negotiation between political bodies, international standards, and the adversities of the overall fossil fuel sector. But as we have seen, this is not a challenge that Asia WEA cannot handle, as they graciously and comprehensively strengthen the interest of their members and the wider hydroelectric sector as it continues to expand.
Amongst all the food groups, protein is by far the most abundant in our everyday diet. In fact, some would go as far as to say that protein makes up the building blocks of life, let alone our regular consumption. Nobody understands this more than Hilton Foods! Over in Australia, Hilton Foods champions this powerful food group by supplying ready-to-go protein from coast to coast, facilitated by a strong partnership with Aussie retailer giant, Woolworths Group.
In Australia specifically, Hilton Foods operates three powerhouse facilities in Western Australia, Victoria and Queensland, to diligently supply case-ready protein across the country. Their predominant focus can be found in supplying over 1000 stores nationally for the Woolworth’s Group. This is an impressive venture, since Woolworth’s is one of the biggest supermarket retailers in the country, feeding millions every day. Therefore, Hilton Foods is very proud to supply the best quality protein for customers and families across Australia.
Hilton Foods APAC jumped at the opportunity in March 2013 to join the Woolworths Group. This was a major step for the company as it enabled them to break through the borders of the UK and Europe, to enter the APAC market. Since then, the unique partnership between the two global entities has shown great success in driving a significant change in the quality of cased meat in Australia. Such achievements opened doors to further opportunities with the commission of a new food park in Auckland in July 2021, which services Countdown Stores in the neighbouring country of New Zealand, demonstrating a serious expansion of their repertoire.
As protein is such a large part of people’s diet, ensuring the best taste and texture is crucial. Although protein has been a major food group since practically the dawn of time, the market and taste for protein is now changing, and subsequently influences international consumption. Accordingly, alongside developing solutions in the supplying of protein, Hilton Foods has a huge influence in the creating, processing and packaging of protein. Such dedications mean that Hilton Foods has developed an unbeatable reputation in processing operations on a global scale. As such, retailers and consumers alike have returned to Hilton Foods time and time again for trusted quality and added value in protein products.
Currently, APAC operations of Hilton Foods possess over 1500 team members, that are spread across three highly advanced facilities. However, despite the global operations that take place today, Hilton Foods began as a humble slaughter and deboning facility in the 1960s. It was first founded by two aspirational businessmen, who were breaking through the boundary of entrepreneurship. From
here, Hilton Foods has partnered with countless food retail giants across the world. Namely, in 1994, a partnership was formed with Tesco UK as a supplier of pre-packed beef and lamb, followed by a partnership between Hilton Foods Holland and Albert Hein, and ICA Gruppen in Sweden. These are just a few of the fantastic partnerships they have obtained over the last twenty years. Alongside the building of partnerships, is also the development of the business internally. For example, in 2017 Hilton Foods acquired UK seafood experts, Seachill, expanding their expertise on all things protein. Furthermore, in the same year, they revolutionised the digital supply chain through the software company Food Connected. Additionally, in 2019 Hilton Foods broke further ground by branching into the vegetarian and vegan market, via an investment that brought 40 years of expertise in vegetarian and vegan alternatives. Therefore, through such an expansionist attitude, Hilton Foods have amassed 24 facilities across the world, with an annual turnover of £3bn, a highly respectable number.
Evidently, Hilton Foods lives and breathe innovation and keeps up-to-date with global market trends in the food industry. Consequently, Hilton Foods consistently checks what sparks consumers’ interests by monitoring the market using five macro global trends. When researching household finances, Hilton Foods discovered that 51% of European and 49% of Australian consumers are concerned about their personal finances, with many consumers looking for helpful cheats to reduce cooking time and cost. In response to the findings, Hilton Foods promote convenience and accessibility across their numerous food products, to not only match, but exceed consumer expectations.
Through collaborative work with partners in the food industry the delivery of quality food groups, such as pre-packed protein meats in Australia, runs deep at the core of Hilton Foods. Thus, with such an insight-led approach, the notion of constant improvement and innovation is a crucial part of
the organisation’s success, working through a ‘pull model’ in which they concentrate on customers and consumer needs, so they are prepared for the supply and demand needs of tomorrow. A noteworthy case is a recent expansion into the meat alternatives market. Through the culinary creativity of their team, they have been able to improve the taste and texture of meat alternatives through specialist butchery and culinary inspiration. Subsequently, as a subsector of their protein expertise, it is quickly becoming one of their most prosperous fields of business.
The meat and wider protein industry greatly permeate the global concern for climate change and sustainability. To ensure that Hilton Foods is doing its part, they have created a 2025 Sustainable Protein Plan, to work towards a regenerative food system. Such responsibility means that they produce all their products within planetary boundaries that help save Earth’s land and oceans. As such a big corporation, they have the power and influence to have a transformative change in the food industry, which is responsible for 30% of global emissions. By incorporating specialist infrastructure and emission strategies, they are working hard to reach their environmental targets. To name just a few, they are committing to the following:
• Reduce emission intensity caused by cattle by 15% in Europe in the next five years.
• Utilise 100% renewable electricity across all their operations in Europe by 2025, and globally by 2027.
• Remain committed to active net zero emissions across global supply chains internationally by 2050, in correlation with UN Race to Zero initiative.
• Continuing to develop fresh ways to incorporate carbon emission considerations into new product development.
Hilton Foods has a great responsibility in the overall global food industry. Not only do they support numerous food retail titans, they also actively respond to the customer’s needs and expectations, as the protein sector continues to develop in a world where meat alternatives are becoming mainstream. Thus, Hilton Foods have their finger on the protein pulse, by pushing the boundaries in food processing and supply.
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Since then, we have rapidly grown to the forefront, becoming the market leader in outsourced cleaning and sanitation services.
Our market leading cleaning and sanitation services and solution ensures compliance with food standards required by regulators, retailers, and within specific supply chains.
We understand in-depth, the process of food safety by preventing the spread of harmful bacteria and other contaminants and how to remediate and actively manage your facility.
We are part of the Ecowize Group, which operates in key markets around the globe, namely Australia, New Zealand, South Africa and North America.
With the epic standing of India’s number one port, Deendayal Port Authority (DPA) has the expertise to deliver quality shipping and port management services to its wide repertoire of clientele. Having been at the top of the game for over 16 years, their capabilities in offering high volumes and advanced customer service mean they have become recognised for logistical excellence in the Indian port industry.
Located in Gujarat in Western India, DPA offers modernised capabilities that have carried them to an impressive position in volume handling and cost-effective services. So much so, that during the financial year of 2020-21, DPA handled 117.5 million tonnes of cargo, despite facing issues with low supply due to the aftermath of the pandemic, and the reconstruction of two of their ports.
Thus, through logical adaptability, DPA managed to achieve noticeable growth of over 15.35% last year, demonstrating a strong will for reaching targets and advancing the company further. Their ability in the management and overseeing of port operations is illustrated by their streamlined services that have facilitated an accomplishment of 261.1 MMTPA capacity, with an average output per ship-berthday of 16 thousand metric tonnes. Subsequently, it is no surprise that they have maintained a number one position for so many years, outshining other major ports of India.
DPA has a wealth of experience and knowledge to offer its clients, illustrated by the fact that the port was opened in 1931, almost a century ago. Their journey began with the construction of RCC Jetty in the seaport in the Gujarat region, close to the city of Gandhidham, quickly becoming one of the major ports on the West Coast. Subsequently, following the blossoming success of the first port, Kandla Port was constructed in the 1950s as the chief seaport for Western India after the culturally significant partition of India. This is telling of the dominance DPA has had for an extended period of time as post-partition, and subsequently no longer under British rule, DPA sailed from success to success.
Later in their history, DPA rose to India’s number one port in 2007, and since then, has retained that title for 16 consecutive years. Further achievements occurred in 2016 when DPA created history by handling 100 metric tonne cargo in a single year, existing as the only major Indian Port to do so. From there, DPA is more than capable to handle all major types of cargo, from bulk and break bulk, to liquid and container, with increased productivity of liquid cargo berths by 24% and dry cargo by 16%, achieving an increase across the board in the last financial year.
Plot no. 640, 12/C, Lilashah Circle, Gandhidham - Kachchh - 370201
Phone No: (02836) 223228 / 230393
E-Mail : management@mhapl.net
Air freight forwarding, shipping logistics, consolidation, warehousing & distribution, sea logistics
DPA has much to look forward to, including exciting developments in the construction of a brandnew Container Terminal and a highly functional Multipurpose Cargo Berth in the Kutch District. The construction and development of two Mega Cargo Handling Terminals are being constructed so that DPA can cater for the expanding port demands in the region, as well benefitting neighbouring businesses and downstream industries across Gujarat, that are reliant on the streamlined operation of the port.
The new container terminals shall possess the latest innovations in logistics and shipping, with the capability to support next-generation vessels/deeper draught vessels up to 6000 TEU to 21000 TEUs (20-foot equivalent unit) with a draught of 14 meters to 18 meters. Overall, the cost of the terminal is expected to be 59 million rupees (USD $715,000), making it a highly ambitious project.
Once operational, the container terminal and multipurpose cargo berth will have the capability to tap into the expanding container market across
western India and become equipped with innovative infrastructure, becoming a world-leading container facility. This is indicated by the forecasted size of the ships it is expected to support, handling vessels up to 1,00,000 DWT to 2,10,000 DWT with vessels possessing draughts of 15 meters to 18 meters. This supersize port will be ideal for handling multipurpose cargo, food grains, fertilisers, coal, ores and minerals, steel cargo and much more, rendering it a highly capable facility.
This gargantuan project is forecasted to take 30 years and is expected to be renewed every 20 years, keeping the port up to date as the international port industry continues to evolve. Furthermore, the upcoming ventures enable the company and their employees some flexibility to construct and handle more than is currently in demand. This kind of forward-thinking is admirable as it prepares for the estimated capacity and provision for a change of scope and size, which will keep it afloat in the long run.
At a recent conference announcing the construction of the brand-new container terminal, the Chairperson of DPA, Shri S. K. Mehta, IFS, illustrated
his excitement at such an innovative project: “To further aid the handling capacity, these two Mega cargo handling projects will decongest the port and reduce waiting time for handling containers and cargo.” The conference in question acted as a call to arms to those in the major maritime industry as they strive for the betterment of the overall industry and trade in the region.
DPA understands the size and ambition of the project, and as such, has implemented six major strategic areas which are conducive to cargo and productivity improvement. Consequently, their strategised planning includes, but is not limited to; landlord port development; port-led industrialisation, coastal shipping and Ro-Ro; Ro pax expansion; as well as Improvement in ease of doing business and cost of doing business and Green, Sustainable and Safe Port development. This indicates how DPA act decisively and appropriately in order to reach projected goals, paving a bright path in the future.
Overall, DPA has a strong and robust history in port construction and development, acting as a flagship for the Indian port and logistics industry. And yet, DPA is showing no signs of stopping, with innovative and ambitious upcoming projects, so the company is more than prepared to take on challenges in the future, and subsequently allow the company to continue sailing to success.
Independent Estimating Quantity Surveying
Contract Management Project Cost Control
Procurement
Commercial Management
Risk Analysis (QRA) Cost Management
Expediting
Mine Closure Cost
Estimate Validation, Review & Audit
Investment Assurance Reviews (Project Management and Project Controls)
Administration
Scheduling
Benchmarking
As the name would suggest, Fuelchief Tanks knows a thing or two about fuel, as they provide a wide range of services across a spectrum of industries. Whether it’s services in the marine industry, or farming, civil construction, aviation, and even the military, Fuelchief makes sure that their clients are fit for purpose. Thus, by encompassing the storage of fuel, the organisation of fuel tanks, and overall fuel management, they have become outstanding tanks of knowledge, stemming from a family enterprise with over 40 years of experience in the bulk fuel storage industry.
Bulk fuel management is a well-established industry across the world. However, located in New Zealand, Fuelchief has become indispensable to businesses across the island, as they can provide specialised products to suit custom tanks, as well as guaranteeing comprehensive management strategies and quality customer service to ensure that each client’s needs are met. As previously mentioned, Fuelchief offer services in fuel management solutions, fuel storage, as well as parts and accessories, to guarantee that your fuel goes a long way. When looking at each of these products more closely, the vast range that is available is really something to behold, due to its broad capability and diversification.
Fuelchief continuously strives to provide its clients with exclusive and comprehensive fuel storage solutions. As such, the company offers a diverse range of storage options, from monster SuperVault tanks to smaller polyethylene storage tanks. To describe every type of solution in one feature would be impossible. However, when taking a look at a few stand-out options, it is clear that
• Flexible plans to suit all business sizes
• Track every litre of fuel by vehicle and/or driver
• Centralised reporting - view all sites under one screen
• 250 - 10,000 users
• Stock reconciliation
• Tank Gauge compatible
Fuelchief does not skip on effective and userfriendly solutions that are specially designed for particular sectors, as well as providing helpful packages for each client.
When looking at the larger scale tanks, the sheer size of the SuperVault iTank is rather staggering, as it provides a minimum of 13,000 litres, with a staggering maximum of 88,900 litres. Clearly, they are utilising some of the best tank technology in the world, as alongside its mammoth capacity, the SuperVault tank provides state-of-the-art fire-rated and bullet-proof impact-resistant technology. Not only does this provide advanced storage facilities, but it also secures optimum safety as the fuel is stored in large amounts and highly flammable and susceptible to theft.
And yet, despite its size, clients that have utilised the SuperVault iTank are often pleasantly surprised at how lightweight the tank is, which is subsequently ideal for global entities who rely on international
shipping, particularly since the SuperVault meets international tank approvals and is easily portable.
In reference to particular industries, the SuperVault Tanks are most frequently used in the aviation fuel storage industry, which regularly uses robust and tenacious tanks to store a variety of fuels that include diesel, Jeta1, Avgas, Petrol, Lubricants, and Biofuels. To be able to tackle such large quantities, the aviation industry typically utilises the mighty SuperVault tanks because of their impact-resistant quality. In fact, there are currently 500 SuperVault tanks used in the APAC aviation sector that are using the SuperVault Aviation Series; specially made tanks that have an advanced capacity of 20,000 to an unbelievable 110,000 litres. Further afield, SuperVault tanks are also utilised by hospitals and government bodies, as well as in the waste management sector and the marine industry. This demonstrates the growing flexibility of FuelChief, as they happy to cater to their client’s needs, whatever the industry.
Alternatively, Fuelchief’s talent is not just in the big and the mountainous, as on the other end
of the size scale are the numerous Sebco Diesel tanks. Acting as the perfect storage companion for farmers, the Sebco tanks are available in 1,300 litres and 1,500 litres, combining security and convenience when it comes to fuel storage capacity.
As a large-scale farmers’ dream, the Sebco 1,500 litre diesel tank is a compliant stationary tank, that is perfect for transferring fuel to large pieces of farming machinery and is easily manoeuvred via four large lifting eyes. On the other hand, the Secbco tank can also be left in the field at the convenience of the farmer as it is made from weather-resistant polyethylene, which is best for tricky weather conditions and many other storage requirements that may arise in the agri-industry.
Significantly, Fuelchief recognises the great lengths that companies will go to in order to maintain the security of their precious supply of fuel. Therefore, they have designed products that put storage and security first, via ‘Lockable Covers’ for their unique ‘Utecube Express’ tanks. Although this particular product sounds highly technical,
they possess advanced security mechanisms that act as theft-proof covers that secure the nozzle to the fuel. This lets Fuelchief’s customers sleep at night knowing that their fuel is kept tight in the tank. Alongside fuel storage products, Fuelchief also provides many products that can give a helping hand in managing large quantities of fuel. For example, Fuelchief’s operations are supported by the well-established Everlink Controller range, which integrates with cloud based Everlink management software. This impressive piece of tech allows clients to ensure that all fuel supplies are logged, tracked, and managed. Instantaneously, clients’ fuel management becomes a breeze, as fuel storage and transportation is easily managed using an inbuilt stainless-steel keypad and RFID reader, as well as the add-on of optional card readers and Bluetooth readers, that allow customers to choose between a large range of access IDs. Even better, it also lets clients have access to a wide range of security profiles to ensure that fuel tracking and security measures are safely logged and managed. In particular, the Everlink AFM Controller can manage two pumps as a starter, however, if required the Everlink can be expanded up to 16 pumps, with
additional third-party modules that can hold up to 8000 users per enterprise. Another added bonus is definitely the 12-month warranty that provides extra security and makes sure that the client has access to the best security solutions for their large-scale fuel operations.
When it comes to fuel solutions, there is little that Fuel Chief cannot provide. Having been in operation since the mid-1980s, they continue to break boundaries when it comes to the management of large-scale and small-scale fuel operations, spanning many industries. Consequently, there is no wonder that thousands of clients across New Zealand return to Fuelchief for the most knowledgeable and experienced bulk fuel storage solutions.
The telecoms sector in Africa is one of the fastest evolving industries across the continent, due to the improvements in internet and mobile connectivity. When looking at Helios Towers, it is clear to see how they have become a key contender in linking up Africa with the rest of the international telecoms industry, as it exists as a leading independent telecoms infrastructure company. Therefore, supporting Africa in the expansion of the Telecoms sector, it is great to look at the substantial impact that Helios Towers is having.
Helios Towers’ primary focus can be found in accelerating the growth of mobile communications across nine high-growth markets. Currently, their assets can be found far and wide, across 13,391 sites and 23,881 tenancies. As indicated by the statistics, their main focus can be found in the building, acquiring and operating of telecommunications towers that can power many tenants, and consequently support the needs of over 140 million people. This is no small feat, but Helios Towers is more than prepared to serve Africa’s major mobile network operator (MNO) in an effective and hassle-free manner.
The tenancies (the total number of customers each vertical tower supports from the company) are primarily blue-chip mobile network operators that provide millions of customers with comprehensive passive infrastructure solutions. Such solutions that Helios Towers provide encompass a broad variety of services, including site selection and preparation, maintenance, security, and power management, as well as hosting and overseeing active equipment, such as antennae. Thus, Helios Towers have its customers covered with the specialised expertise needed to ensure the smooth running of such a vast network.
The varied geography and infrastructure that they encounter each has its own unique challenges. Therefore, having such a vast network in operation means that a specialised skill set is required, and complements Helios Towers’ immense experience in constructing and controlling tower assets in complex environments. Hence, the need for a diverse repertoire of services, so that customers have access to on-air experience that is cost efficient and productive.
Helios Towers’ top-quality services include colocation and build-to-suit, amongst much more. Either one of these services demonstrates a commitment to the specialised requirements of their clients. For example, colocation is highly advantageous in getting site on-air, as the company leases space on one of their existing towers, affording many added benefits, such as access to the best sites in the best locations to guarantee top-quality coverage. Furthermore, colocation is great for getting connections up and running quickly, as permits, environmental assets, and design measures are not needed since everything
Simba Oil Company Limited is a company with its headquarters in Plot No: 91 A, Korogwe Road, MorogoroTanzania - East Africa, the company has a sub-office in Dar-es-salaam city. We are mainly focused on local and international fuel business, oilfield, transport and gas stations principally involved in providing services in and outside Tanzania. The company provides a broad range of services, including spares and gas / service station equipments like pumps.
Simba Oil Company Limited is a company with its headquarters in Plot No: 91 A, Korogwe Road, MorogoroTanzania - East Africa, the company has a sub-office in Dar-es-salaam city. We are mainly focused on local and international fuel business, oilfield, transport and gas stations principally involved in providing services in and outside Tanzania. The company provides a broad range of services, including spares and gas / service station equipments like pumps.
is already set up! Alternatively, Helios Towers will also build towers to suit their customer’s particular needs with a reliable and committed workforce.
Moving away from construction, Helios Towers also provides sales and leaseback services. This can occur when MNOs may have existing towers in their local market as leftovers from other companies. Such towers can be acquired by Helios Towers, so that they can lease space back to their former owners, whilst also co-locating other tenants and ultimately increasing the use of existing infrastructure. Through this service, Helios Towers is creating history as they are a pioneer of the sale and leaseback approach in Africa, thus standing out from their competitors in the African mobile connectivity sector.
Other noteworthy services that Helios Towers provide are building solutions for large and smallscale operations. Projects of this nature in the past have included shopping malls, offices, hotels, and even high-rise buildings. Over the years, Helios Towers has discovered that issues with indoor coverage can lead to a poor subscriber experience and subsequent loss of tenancies. This is why Helios Towers endeavour to deploy comprehensive in-building solutions, which can massively improve the attractiveness of commercial buildings. Is there anything more annoying than not being able to access a mobile connection when out and
about? Thankfully, Helios Towers have the solution, through the implementation of a diligent outdoor Distributed Antenna System (DAS), that can address connection issues while utilising the operator’s existing active infrastructure. This service is invaluable in improving the subscriber experience for Helios Towers’ customers. Ingenuously, the company also utilises smaller infrastructure, such as lampposts and macro towers, to offload major connection congestion in traffic hotspot areas, improving the overall experience for customers.
Helios Towers operations first commenced in 2010, with the purchasing of over 800 sites from Millicom’s portfolio across Ghana. At the time, this was a flagship move for the independent tower company model in Africa. In the following five years, the company made it their mission to expand across Africa, acquiring over 3500 sites in Tanzania, DRC, and Congo Brazzaville. Each site acquired was a key component in establishing the networking empire that Helios Towers affords today. To consolidate their advancements, Helios Towers implemented an ethos of ‘Business Excellence’ throughout the company in 2016. This was an important step in spreading a work culture of continuous improvement and focus.
Financially speaking, the hard graft that the company witnessed at the beginning paid off. In 2017, Helios Towers issued a USD $600 million maiden bond at 9.125%, allowing the company to subsequently become listed on the London Stock Exchange two years later, raising a staggering USD
$125 million of primary equity. This allowed the company to refinance their first bond with additional investment, boosting the total to USD $975 million. In between these two events, the company also entered the South African market, on a greenfield basis.
Entering the 2020s, Helios Towers have progressed in leaps and bounds. In 2021, they reached new heights, by delivering the highest level of power uptime ever recorded, achieving 1 minute 10 seconds downtime per tower, per week. The business also heralded further expansion with the rollout of 1,400 sites across Madagascar and Malawi. Moreover, 2021 marked the beginning of a greater green initiative, as the company announced the target to reduce their carbon emissions by 46% by 2030, with net zero carbon emissions by 2040. More recently, in 2022, they announced their five-year Sustainable Business Strategy, which encompasses an attitude of governance and ethics to underpin the Helios Towers’ environmental consciousness.
When taking a closer look at the Sustainable Business Strategy, what is immediately evident is a strong willingness to meet particular sustainable development goals (SDG). Accordingly, as a facilitator of connectivity across Africa, their work contributes to all the 17 SDGs, something that is rarely seen. More specifically, Helios Towers make the greatest impact on SDG 8 (Decent Work and Economic Growth), as well as SDG 9 (Industry, Innovation and Infrastructure). By expanding their tower infrastructure, they are covering some of the world’s most remote regions. Consequently, Helio Towers brings millions of people closer together through a reliable mobile network service and drives digital inclusion and socioeconomic development. By delivering a comprehensive mobile network organisation, Helios Towers drives the competition in the African telecoms industry, by expanding the network and providing a vast range of services that provide connection to the most remote parts of the continent. It is therefore no wonder that Helios Towers has become the flagship for the blossoming telecoms sector in Africa, bringing hundreds of millions of people together every day.
If you take a look across the globe, you will find that the use of cement is abundant, existing as a key part of many industries across the world. Over in Tanzania, the important role of producing the glue-esque substance is down to Tanzania Portland Cement Public Limited Company (TPC PLC), as the largest cement producer in the East African country. As a subsidiary of the HeidelbergCement Group, Twiga Cement has come a long way from its inception in the mid-1960s, emerging as a world entity in the cement industry with a diverse range of products.
Twiga Cement was first founded by TPC in 1966, with the hope of being the primary manufacturer and seller of cement in Tanzania. Nearly 60 years later, the company has certainly stuck to this promise from the get-go, having consistently produced high-quality cement that conforms to the standards set by Tanzania Bureau of Standards (TBS). Consequently, TPC customers trust that they are receiving the highest quality products across five different brands of cement: Twiga Ordinary, Twiga Plus, Twiga Extra, Twiga Super and Twiga Jenga. The broad range that TPC recommend means that each customer’s requirements are met.
Each cement product has specially designed features that meet the differing demands of the Tanzanian cement market. Firstly, Twiga Ordinary is the standardised cement product that TPC offer, being trusty and reliable. As an extension of this, Twiga Extra provides greater value for money, with a durable workability that is perfect for plasters and moulds. Alternatively, Twiga Plus is a Portland limestone cement, that moulds very well and has lower heat hydration compared to other products. Finally, Twiga Jenga boasts superb durability and workability in plasticity soil, and aptly complies with Tanzanian and European standards.
TPC was first established by the Swiss company Cementia Holdings AG, in 1959, to address the increasing need for cement in East Africa. In just a short seven years, the construction of their first cement factory was completed at Wazo Hill in the neighbourhood of Dar es Salaam. Further significance occurred when the company was nationalised in 1973, until being fully advertised in 1998. Currently, the company is shared between Heidelberg Cement, Scancem International DA, alongside the general public of Tanzania. This means that the company reaps the benefits of both private and public investment. Evidently, the advantages are most aptly demonstrated on the Dar es Salaam Stock Exchange (DSE).
More recently, TPC work hard to continue its economic and product development. Hence, an expansion project was introduced in 2009, that increased the production capacity to 1.4 million metric tons per year. In the last ten years, TPC has continued to increase its capacity under the project
name CM5, which witnessed a staggering increase of 2.0 million metric tons per year since 2014. From this, we can see how TPC does not shy away from demands, however specialised or tricky they may become, evidenced by ten years of consistent progression.
The advancements of the company are upheld by a highly comprehensive modern laboratory that is extensively equipped with worldleading equipment, including a modern X-Ray machine for the analysis of geological materials that can be used for the cement, as well as other semi-processed products of cement. Additionally, TPC follows a strict Quality Policy which helps achieve top customer satisfaction every time. Their main quality objectives include the supplying of uniform cement that complies with customers and global standards, and exceeding party expectations.
At the heart of TPC is a strong identity as a market leader and to be the first choice for cement
consumers across the country. As we have seen, this can only be achieved by an unfaltering commitment to customer satisfaction and affordability, opening doors to a greater market. So much so, that in a firm statement of quality, TPC are “successful only when our customers are successful”, further adding that it is “the declared goal of every employee to make TPCPLC and Twiga Cement recognized by word for cement quality. This position allows us to meet market leadership.” This would suggest that there is a symbiotic relationship between customer satisfaction and the fulfilment of their employees, thus striving to be the best in the manufacturing and selling of cement.
TPC hold their responsibility to creating a greener planet in high regard. As such, they have implemented an Environment Management Strategy, to improve the output of their plant. Their main plant at Wazo Hill consumes a large percentage of limestone, water, and energy. Consequently, they have a sizeable output of dust, combustion gases, noise and particulate from the kiln, as well as masses of waste materials. It is therefore pertinent that they have a solid foundation of waste
management that controls the categorisation and segregation of different metal types. This can include metal scraps like worn-out shafts, bearings, broken plumber blocks etc. Other solid wastes like old tarpaulins, and wooden scraps, are disposed of via a hole that is dug in the ground so that any waste is specially managed.
As expected, TPC also accumulates lots of liquid waste, which requires slightly different waste management solutions. For example, any waste oils caused by lubrication are collected and pumped into the HFO day tank, which is subsequently used to fire the kiln. This means that excess oil waste is reduced by recycling it and utilising waste efficiently. Moreover, on the rare occasion that there may be an oil spillage, raw meal or dusty clinker is spread on the oil to dry it out, and stops oil from contaminating the Tegeta River. In regard to wastage from gases which are created, it is often the dust-laden gases which caused the most disturbances.
Therefore, TPC placed great investment in this issue, so that the gases pumped out are now dustfree. Plus, more positives can be found in the fact that since 2002, the CO and CO2 emissions have been reduced by over 10%, thanks to the introduction of Twiga Extra.
Twiga’s latest impressive projects showcase the expertise and striving for greatness that has advanced TPC thus far. Indeed, it could easily be argued that Twiga works hard to develop Tanzania, as well as rehabilitate and economically drive the local community of Dar es Salaam, with a diverse range of trusted cement projects that are highly sought after.
As one of the most used forms of fuel, petroleum is everywhere. In fact, it is hard to find an industry that doesn’t utilise it in some way. This is greatly understood by Staatsolie, who recognises the responsibilities that they have as a leading petroleum organisation. And yet, this is balanced with the passion they have for the advancement of their region, Suriname, as they are determined to pioneer the petroleum industry in a positive manner for the sake of the local community.
Located in the heart of South America, Staatsolie Maatschappij Suriname N. V. (Staatsolie) is a vertically integrated state-owned company, that cares deeply about developing its local region through the optimisation of petroleum. In short, Staatsolie explore, drill, produce, refine, market, sell, and transport petroleum, alongside the byproducts that are refined from the process. Evidently, utilising a vertically integrated business model means that they can oversee and manage the process of petroleum from start to finish. This ensures that each step remains focused on the company’s core values of zero harm for the planet and creating a brighter future for Suriname.
Despite being the dominant state-owned company that it is now, Staatsolie had much more humble beginnings. Pointedly, oil was first discovered in Suriname in 1920, but it wasn’t until 1960 that drilling and exploration commenced. And yet greater challenges were subsequently faced as there was little international interest in the Suriname oil reserves. In response, the government took action by creating a petroleum commission in May 1980, so that the treasure-like resource was no longer wasted. As part of the commission, Staatsolie was established to not only act as an attractive company for international investment, but to also activate drilling and exploration so that the resource could reach its full potential. Thus, rather than waiting for external ownership, the local region developed the means to do it themselves and put geologist Eddy Jharap in charge of the whole operation, showing determination and hope in their domestic resources.
The implementation of Eddy as Managing Director was to not only oversee the company, but also to prove that even without foreign knowledge and expertise, impressive results could still be achieved. The commission also illustrated the strength of a previously colonised region, therefore showing the world that Suriname could build its own domestic modern industry, utilising its own resources and people, without external input. This is a key ethos of the company that has inspired its success up to the present day, and continues to have an impact on the everyday operations of the company.
As the sole overseer of the entire petroleum sector, Staatsolie says that the key to their success
is “confidence is our own ability”. Thus, by overseeing every part of the petroleum process, Staatsolie conducts both upstream and downstream activities. Regarding the former, the exploration and production of fuel is a key part of their practice. As such, they have redefined their exploration strategy for the onshore, nearshore, and shallow offshore acreage. The production of Saramacca crude oil, from the Saramacca District, is particularly pertinent. By using specialist technologies, they can optimise oil production to maximise the required quantities for the stakeholders and owners of the company. Once produced, the Saramacca crude oil is transported to the refinery at Tout Lui Faut via a 55 km pipeline.
The downstream activities of Staatsolie is equally as impressive, as they have spent the last ten years investing in the development of the refinery. Once the Saramacca crude oil goes through the Tout Lui Faut refinery, it is sold locally, with the surplus exported to the Caribbean. Arguably, the refinery is one of the most impressive aspects of Staatsolie, as it has a processing capacity of 15,000 barrels
per day and produces different grades of fuel oil, premium diesel, premium gasoline and bitumen.
Other noteworthy downstream elements include a mighty thermal power plant that possesses a production capacity of 96 megawatts. The plant is predominantly used to generate electricity and process steam, which is taken straight to the Tout Lui Faut refinery. The power production process has recently been expanded, by the obtaining of the Afobaka Dam in 2020. This is significant in the fact Staatsolie can add the use of hydroelectric products to their repertoire, which is capable of generating twice the amount of power of the thermal power plant. Therefore, with the combined force of the thermal and hydroelectric downstream activity, Staatsolie produces a respectable 75% of the total power consumption in Suriname.
From a more commercial standpoint, Staatsolie serves the retail market through a subsidiary named GOw2 Energy Suriname N. V. This was created so that it could serve the Chevron/Texaco retail operations in Suriname in 2011. As a positive demonstration of the quality of their refinery products, such as
the ultra-low sulfur diesel and Gasoline that are retailed by GOw2, it has helped Staatsolie become a well-established name in the region and across international borders.
Since Staatsolie has had stratospheric success in the last decade, an offshoot of the company was created to regulate international investment. Named the Staatsolie Hydrocarbon Institute, it was established in 2020 to create the right conditions for investment and commercialisation. The Hydrocarbon Institute also supervises the hydrocarbon activities of independent oil companies in the region, to optimise the value of petroleum. Predominantly, the Institute is used to maximise operations and minimise risks by developing and implementing policies and guidelines that ensure that all petroleum activities are executed transparently and are conducted according to international standards. Thus, the Hydrocarbon Institute, as a figure of regulation, means that the petroleum process remains accountable and accurately managed.
In June this year (2023), Staatsolie is greatly looking forward to hosting the Suriname Energy, Oil and Gas Summit (SEOGS). This fantastic event is the leading conference for Suriname’s growing energy sector and brings together like-minded company leaders who are looking to expand and capitalise on petroleum opportunities. Over 20 partnering companies will be attending, stemming a vast range of sectors, from freight forwarders to flowers! Staalsolie is honoured to host such an event, as they welcome the chance to share their expertise and meet with local partners and buyers.
With the creation of Staatsolie, came a determination for Suriname to make their mark on the petroleum industry. They actively developed their own domestic infrastructure to demonstrate the capabilities of Suriname in a decidedly modern industry. However, after discovering their hard work and the sheer amount of effort in optimising both offshore and renewable resources across downstream and upstream activities, Staatsolie has a lot to be proud of.
Bell Equipment herald the position as one of the best-equipped construction companies in the game, with one of the widest ranges of fit-for-purpose machines, all possessing the best quality and lowest cost. In South Africa alone, Bell Equipment has been championed for supplying robust and reliable equipment, supplying over 50,000 machines spanning over 80 countries, across a range of sectors including mining, construction, agriculture, and forestry, as well as providing material handling equipment. There is nothing Bell Equipment can’t do when it comes to heavy equipment and machinery, constantly persevering to meet their customer’s needs.
For over sixty years, Bell Equipment has diligently delivered on the manufacturing, distribution and support of material handling equipment. Despite a wide range of products, Bell Equipment is most greatly known for its specialised Articulated Dump Truck (ADT) and is proud that it can offer the world’s largest range of ADTs, which have become recognised for world-leading performance.
At the core of Bell Equipment’s focus, some of the largest APTs weigh in at a staggering 40 – 50 tons, and are therefore ideal for bulk earthworks, mining and quarrying, alongside the smaller-scale E-series that are best for construction and infrastructure. The extent of the equipment’s capabilities is illustrated by the sheer influence they have on the global ADT market. In particular, the 4x4 ADT range, which is led by the transformative B60E, goes beyond the capability of typical dump trucks that are inappropriate for poor underfoot conditions often present in highend operations.
Furthermore, Bell ADTs demonstrates clear forethought through clever features that are specially designed to increase productivity and useability for their customers. For example, Bell ADTs provides keyless entry, hill stop capabilities, bin tip prevention, turbo spin protection, alongside much more. Bell Equipment guide its customers through the whole journey of their projects by also providing Aftermarket products, purposefully made to provide ample support during each stage of the operation. This includes the World Class Training Programme, where customer’s employees gain extensive information on how to use each piece of equipment, which can be specialised according to the team and the equipment operating conditions. Additionally, extra protection is guaranteed through Fleetm@tic, the fleet management system that allows customers to keep tabs on their fleet’s movements around the clock. Other valuable services Bell Equipment offer are specialised lubricants, to keep your machinery in top-notch condition, as well as Service Kits and Special Kits saving you time and cost.
Despite being a global entity, Bell Equipment has strong historical routes in South Africa. The company was first established after the Second World War when the company’s founder, Irvine Bell, settled in Zululand, in Eastern South Africa. Irvine
utilised the engineering skills he had gained in the War to create a homemade water boring machine, which was first powered by a Willy’s Jeep Engine. Consequently, this small invention sparked a company narrative of resilience and innovation. Entering the 1950s, Irvine expanded into more agricultural work. So much so, that in 1958 he built a new workshop; now joined by fellow family and friends, the company was named I. A. Bell and Company. This marked the beginning of the supply of general engineering services, as well as the manufacturing of many construction creations. A noteworthy case is a self-loading sugar cane trailer and an overhead transfer crane that was gladly used by local farmers in the area. Moreover, among the many exciting events of the 1960s, by far the most significant is the development of the revolutionary Tri-Wheeler loading machine, which transformed the sugar cane harvesting process. The TriWheeler was unique in its ability to control each of the large drive wheels independently and pivot on its axis. In the context of farming machinery at the time, this was a huge development in useability
and capability. Such advancements were further endorsed by the world’s first heavy-duty African haulage Tractor, introduced in 1977, as well as the in-house complete production of the famous TriWheeler, which brought with it many improvements. By the early 1980s, the Bell Equipment team had expanded so far that the company commissioned a new custom-built factory located in Richards Bay. With the expansion of production, Bell Equipment realised the benefits that could be had by having dedicated outlets to provide customers with direct factory support, subsequently creating Bell Customer Service. This necessary service brought with it increasing exports to neighbouring countries, growing from a national business to a global entity, and breaking into the Australasian and European markets.
With increased productivity at the Richards Bay facility, the creation of the infamous ADT began to take shape. This was a turning-point factor in Bell Equipment’s history, as the ADT remains one of their most sought-after and successful products today. By 1989, the development of the B40 ADT means
that Bell Equipment could target heavy-duty mining applications, with a global workforce that exceeded 1,650. Evidently, Bell Equipment has a history of innovation and perseverance by identifying many gaps in the construction market and thus providing revolutionary steps in greatly evolving the global heavy-duty industry, attested by a current fleet of over 150 offshore distribution outlets and dealerships, headed by a global workforce of 3,500.
As a company that is constantly striving for the latest ways to improve the heavy machine industry, Bell Equipment has many recent projects to celebrate. Most noteworthy is the brand-new Tracked Carrier, which has greatly expanded since its launch in Europe last year (2022). The Tracked Carrier is most notably recognised for its versatility, as it evolves with other equipment. For example, in North America a leading dealer combined the use of a Hydroseeder on the back of Bell’s TC11A Carrier, opening the door to a vast range of capabilities and greatly expanding purposes. Furthermore, as a multi-use piece of heavy equipment, the Tracked Carrier has been ideal in the electrical utility and power transmission industry, where specialised attachments have made the perfect tool to get the job done.
Further developments on the horizon are present in the integration of Hydrotreated Vegetable Oil (HVO) fuel, which will be used in the E-series small truck range currently being rolled out in the Northern Hemisphere, and eventually in the complete large-scale E-series truck range. This highlights a major step in the right direction towards reducing the environmental impacts of the company. HVO fuel is particularly special as it is a paraffinic fuel made entirely of renewable waste materials and can reduce greenhouse gas emissions by a staggering 90%, being completely biodegradable.
Fundamentally, the tenacity that is demonstrated by continuous innovations in capability, productivity and technology is rather spellbinding. With a rich history of thinking outside of the box and providing inventive solutions, Bell Equipment possesses a determination to help their customers complete operations to a world-class standard. Consequently, when looking for state-of-the-art manufacturers and suppliers of heavy machinery, with a diverse portfolio under their wing, Bell Equipment is the place to go.
Who doesn’t love a good trip to the movies? Over in the West Indies, you don’t need stray too far to find a bustling place of entertainment and fun. MovieTowne has quickly become the epitome of cinematic luxury, providing a relaxing viewing of your favourite film, or a joyride watching the latest blockbuster.
Trinidad and Tobago already enjoy a wonderful reputation for being the perfect idyllic holiday destination. And yet despite its successful tourism industry, the government decided that it needed to diversify its economic input, by organising various initiatives that bring other flourishing industries to the dual islands. This sparked a vision that foresaw Trinidad and Tobago as the leaders of the entertainment industry; a vision that MovieTowne has come to represent. By combining the expertise of commercial development and a willingness for new and flourishing businesses on the islands, the creators of MovieTowne knew what the people want in a place of entertainment.
Over 40 years ago, when MovieTowne was first theorised, the West Indies cinema industry was on its knees. At the time, people much preferred to watch films in the limited format of VHS, DVD or Betamax at home, rather than venturing out. And yet, this is no surprise when looking at cinema venues at the time, which typically consisted of warnout auditoriums, with limited variety and bad customer service. Therefore, something was clearly amiss, and desperately needed to change if the region’s entertainment industry were to survive.
Fast forward to today, and the Trinidad and Tobago movie scene has gone from strength to strength. MovieTowne is regarded by many as the premier Cineplex, shopping and entertainment complex in the region. Yes, that’s right, MovieTowne has gone above and beyond the common cinema, by incorporating many businesses and enterprises. First opening its doors in 2002, it was a breath of fresh air for Trinidad and Tobago, providing a warm hub of quality family-friend entertainment at an affordable price. Consequently, it singlehandedly revitalised the people’s passion for seeing the Hollywood stars on the big screen. Moreover, MovieTowne offers state-of-the-art facilities, the latest technology in sound quality, and exemplary customer service, thus swiftly becoming a favourite destination for weekends, or night-time viewing, due to its ability to bring the glitz and glamour of Hollywood to big movie fans on the islands. Another important aspect is the delivery of a world-class level of customer service. Therefore, by taking a trip to MovieTowne, visitors can enjoy a flourish of modernisation.
After nearly two decades of success, MovieTowne went through a period of expansion, given the prosperity of its initial site. A further two complexes were constructed, which like their predecessor, were not just simple cinema rooms. Rather, these incredible sites were home to multiple shopping centres, restaurants, and entertainment suites. High-quality features populated all complexes, even down to the smallest detail. For example, the cineplexes often have themed periods, that correlate with Hollywood’s latest releases. Furthermore, they have a growing range of lifesized models, such as Batman, the Joker, and Shrek, that bring another form of entertainment, curating a museum of models.
With such bustling success over the past twenty years, MovieTowne has become a somewhat landmark of Trinidad and Tobago. This is predominantly because they are key figureheads in giving back to the community. Thus, expanding beyond the realms of a business, and becoming a cultural, educational, and charitable institution in Trinidad and Tobago.
This is further prevalent in the outreach programmes that MovieTowne has conducted, such as the promotion and funding of youth educational programmes. For example, in the past, they have funded the Secondary School Short Film Competition, which enabled film students to not only get specialist support and tutoring but win scholarships into higher education courses and engage in charitable work. This is a fantastic initiative as it ensures that emerging talent does not go unnoticed, whilst having a wide-reaching benefit on the community.
MovieTowne still continues to progress to this day, now possessing over 6 complexes, all providing exemplary forms of entertainment. The flagship MovieTowne can be found in the Port of Spain, Trinidad. Visitors to this complex can enjoy an innovative Hollywood-themed experience, mobilised with both 2D and 3D screens. MovieTowne recognise that the crux of a great movie experience is in the comfort of their customers.
Thus, each screen is equipped with deluxe stadium-style seating, alongside endless exciting facilities and entertainment stations. The Port of Spain site also includes a vibrant shopping mall and PriceSmart Shopping Club, with a ravishing variety of international restaurants.
A further counterpart is MovieTowne San Fernando, bringing the excitement of New York to the south of Trinidad and Tobago. Opened in 2017, this particular cineplex provides a stunning threestorey façade with sensational architecture. Unlike the Port of Spain, the San Fernando offers the latest cinema technology, such as Digital and Dolby surround sound technology, 2 DTS Immersive Sound Digital Cinemas, with a total of 2200 seats across 9 screens, and a coney island inspired arcade and amusement ride. Expanding out of Trinidad and Tobago, MovieTowne has been taken to Guyana, the first Caribbean country outside of Trinidad and Tobago. Being the most modern complex, its ultra-up-to-date amenities stretch across 10 acres enrapturing a 200,000 sq. feet building.
MovieTowne has many anticipated projects in the pipeline. The most exciting expansion of
the franchise is ‘Streets of World.’ This latest entertainment experience will feature iconic themes from the cultures that make up Trinidad and Tobago, including influences from East India, the Middle East, and Africa. Each cultural influence will be represented across the eight streets. A noteworthy entertainment experience will be the staggering ‘Eye in the Sky’: “a larger-than-life Ferris Wheel that will tower over the development which will bring tremendous excitement to its visitors.” Thus, the project will exuberate carnival fever, with music, fun and energy.
What was once a pipedream to bolster the entertainment industry in Trinidad and Tobago, is now a magical cinematic franchise, providing millions of people from across the world with spellbounding fun. Having been in business for over a decade, it now employs 250 Trinidad and Tobago nationals, while providing meaningful initiatives that have a positive impact on the local community and economy. Most importantly, however, it has revolutionised the cinema experience in Trinidad and Tobago, heralded as a premier entertainment complex.
Having been in operation for twenty years, Edan K. Properties work hard to balance the needs of the people, with profitable enterprises in real estate. Located in Marabella, Southern Trinidad, they seek to forge an equilibrium between social responsibility and business development, with a strong sense of values and work ethic that can only derive from a family business.
Edan K. Properties Ltd. (Edan K.) has been developing its strategy since its founding in 1997, to meet corporate objectives by maximising property assets, whilst simultaneously making a meaningful impact in the community that it is a part of. The company first began as the brainchild of entrepreneur, Wazir Khan, who pioneered the company. Fast-forward to today, and the company is run by Wazir’s son, Nyal Khan. As we shall see, Edan K. has a willingness to work, with a strong set of family values that support the company.
At the forefront of their business is property acquisition and development. Such a focus at first seems entirely corporate, however, under close inspection, it is clear to see how the ideals of regional development and rejuvenation that occur in their projects can permeate into the sphere of social development. Indeed Edan K. highlight plainly that their main focus is to “maximise asset values through prudent property acquisition and development, [which is] aligned to the needs of the people and communities in which it operates.” Evidently, certain projects are only taken on if they mutually benefit the local people and the communities. So, if an opportunity does arise where an undervalued plot of land or commercial property needs developing, they can revolutionise the respective space for the greater good of the community. This is demonstrated by the impressive projects that Edan K. have already obtained, which include malls, industrial estates and business parks, each bringing capital and investment into the region.
As part of their fantastic service, customers can expect diligence and focused attention. From planning and conceptualisation, through to project financing, development and competition, Edan K. plan for every possibility that may occur. By aligning with community needs, many small businesses in the local area are fighting over a project with Edan K, who has developed a highly reputable reputation for excellence.
So far, Edan K. has acquired over 10 million square feet of industrial and commercial plots, and has subsequently expertly developed each part into prime commercial and real estate. By attracting investors into the local communities of Trinidad and Tobago, they have brought an abundance of
employment opportunities. For example, each developed set of premises are ideal spots for flourishing local businesses that could rent the building for an affordable price in an accessible location. This has led to serious advancements in job opportunities and diversification of business, having many long-term benefits. Commercially, the work of Edan K. has also added more infrastructure and entertainment facilities in the area.
But with great social development, comes great social responsibility. As such, Edan K. takes great care in being a diligent and accountable steward in each project it brings to life, which is part and parcel of why their services are so routinely required across Trinidad and Tobago. A noteworthy case of this is the Gasparillo Mall, which houses an excess of 35 shops and 40,000 square feet of shopping space. Completed in 2015, it brought great advancements to the area as it encourages people to spend money in the local economy rather than elsewhere, whilst improving the leisure infrastructure of the Island. And yet the development of this fantastic outlet was at times seen as a logistical challenge. However, Edan K. had the capability and the
manpower to identify the valuable potential of the plot of land and swiftly completed the project.
This unique development brought with it advancements in the surrounding area, in order to cater for the influx of business that the mall would facilitate. Once in possession of the deeds, it became clear that the underdeveloped single-track roads that led to the plot were in need of serious work if the property was going to be successful. Acquiring the land for this project proved to be quite a challenge, as they had to purchase the land from the owners via an agreement that was over a hundred years old. However, Edan K. pushed through with converting the track into a two-lane highway, attracting a greater wave of town traffic and was completed in less time than the expected time period, demonstrating the high-end capabilities of Edan K.
Across the spectrum of its projects, Edan K. has worked with many local and international companies. That being said, the investment
corporation, InvesTT, has been a stand-out partnership, assisting them in completing many successful projects and unlocking local economic potential. As a facilitator of many of Edan K’s projects, InvestTT has gladly worked alongside the company in fast-tracking processes necessary to implement multi-dimensional development in the area, Gasparillo Mall and its converging road being a particularly special project.
Other noteworthy projects that have projected Edan K. to where they are today include The Point Lisas Business Park, which helped the company receive positive recognition throughout Trinidad. This project was sparked by an assessment of which sector contributes most significantly to the GPD of Trinidad. Commenting on the project,
Nyal Khan said the following: “We recognise that there is an ever-growing demand for industrial space in Point Lisas as industrial growth continues and port and cargo services expand to meet increasing imports and exports. We developed the Point Lisas Business Park to meet this growing need. This
newly developed industrial park will provide the infrastructure to facilitate the expansion of business growth and cluster development to support the multitude of large industries in Point Lisas and across Trinidad.”
Even though Edan K. is a relatively small company, it has a big vision. This can-do attitude has carried the company to greater heights, as they conscientiously act for the benefit of the community and bring in economic investment, affording Trinidad a mall full of benefits!
The notion of buying, selling, and investing is a fundamental aspect of international financial services. To be conducted efficiently it takes careful regulation and management, which can be incredibly difficult to navigate. More specifically, the security lending industry is a vital part of the regulation of financial services as it allows investors to temporarily lend securities to borrowers, which can be lent in the form of government shares or public services, to guarantee that the financial market remains stable.
The South African Securities Lending Association (SASLA) is an important forum, created with the purpose of representing the common interests of security lending companies in South Africa. Thus, SASLA facilitates discussions between companies, regulators, and the government, so that specific requirements are met in the nation’s securities lending market.
Historically, it is major financial entities that have been the primary facilitator of security lending, subsequently acting as the main agent on behalf of their clients. However, in more recent years, thirdparty agencies and associations have emerged in the market, offering alternative security lending options to their members. SASLA is a prime example of financial development in South Africa, as it has become rather indispensable in ensuring that security lending companies in South Africa can conduct lending in a responsible manner and depart from the rigid forms of borrowing and security lending which have been present in the past.
Having been in operation since 1989, SASLA provides guidance in the competitive development
of the secured lending market, by closely working with South African regulators and many market committees. Consequently, with the guidance of SASLA, security lending companies can offer their customers up-to-date and strategic borrowing strategies which help boost financial development and profit.
Thus, by overseeing such operations, and providing a place of advice, SASLA has a noticeable impact on regulation and development. Evidently, with a membership comprising over 20 banks, insurance companies, pension funds, asset managers and service providers, it has an average lendable value of 1.3 trillion ZA (approximately USD $71 billion). To add to this, SASLA has a highly significant Lender-to-Broker on Loan Value of 137.6 billion ZAR (approximately USD $7.5 billion). Evidently adding a noticeable difference to the South African security lending market.
As previously mentioned, the SASLA industry forum was specifically founded to represent the common interests of security lending companies. More specifically, this entails that the requirements needed for the lending and loaning of stocks and shares are conducted effectively. To this end, SASLA were instrumental in the creation and development of the SA Securities Lending Code of Guidance and the Schedule to the Global Master Securities Lending Agreement (GMSLA). Although this is impressive, their most notable achievement is the successful lobbying of the National Treasury for an exemption of collateral exemptions from Securities Transfer Tax, as well as other tax impacts. This was also conducted in conjunction with the Banking Association of South Africa, the Association for Savings and Investments South Africa, and Johannesburg Stock Exchange. This demonstrates how SASLA have a generous influence on the financial services of South Africa and can successfully address the grievances of its members.
On a similar strand, SASLA also has a great liaison network with South African regulators, alongside other financial organisations such as the JSE, Strate, the Financial Services Board and National Treasury. In reference to the latter, SASLA has represented the industry in front of the National Treasury for a number of reasons, including tax exemption required for outright transfers of noncash collateral. Additionally, SASLA has also been involved with the Financial Services Board on the draft securities lending note as a vital part of the country’s Pension Fund Act. Accordingly, SASLA is a key part of many regulators and financial boards, as the association actively works to make the South African lending network a fairer and more responsible place.
As witnessed, there are many benefits that can be drawn from being a part of the association. Not only do members have access to an influential body of institutions and regulators, but they also have access to exclusive information on several pertinent issues in the sector. Primarily, by accessing the information via the website, members can promote the concept and understanding of security lending and borrowing to the wider public. This is not only highly advantageous for the Association, but the industry as a whole.
More recently, SASLA has broken into the global network, known as the Global Alliance Lending Association (GASLA), which was formed in September 2021. GASLA was founded with the purpose of being a collaborative working group, consisting of leading global security lending entities. As one of five international associations, GASLA facilitates a strong voice across global lending markets and believes in transparent practices, which also include the integration of environmental, social, and governed factors that respond to the world’s growing pressure to create a more accountable global market. Similarly, GASLA holds a conviction in the necessary digital evolution which enhances efficient, liquid, and sustainable capital markets.
As part of the championing of the global security lending industry, GASLA promotes positive change in the industry, which can only be achieved through beneficial engagement with stakeholders, regulators, policymakers and much more. This creates a presence of inclusivity within the Association. Hence why GASLA has consciously
worked with a diverse variety of lending market participants to promote the best practices possible and support the integration of corporate governance policies on important topics such as voting, stewardship, and active ownership. Thus, SASLA has created and is a significant part of a global network that promotes a united voice across borders, to have a meaningful and pertinent impact on the global security lending and borrowing industry.
It is therefore clear how far-reaching SASLA is in the development of South African security lending. As such, they are a vital counterpart to any companies who want to deliver the best security lending services to their customers, providing quality advice and countless insights into the condition of the market, so that lenders can make the best and wisest choice to facilitate the competitive development of the industry.
Adriatic Metals is a highly dedicated precious and base metals explorer. Despite being headquartered in the UK, they possess a flourishing global mindset, with a top-tier Vares silver exploration operation in Bosnia and Herzegovina, alongside the Raska zinc deposit in Serbia. With a predominant focus on mineral exploration and the development of resource opportunities, they are a great example of how an efficient business strategy can overcome any challenge.
Adriatic Metal’s ownership of special mining concessions in southeast Europe is highly important, as the European mining industry is notoriously difficult to navigate. Therefore as a 100% owned subsidiary operation, all projects in mineral exploration and development of resource opportunities are streamlined and expertly managed. Across the three operations in Bosnia, Herzegovina and Serbia they operate a pro-mining environment with a highly skilled workforce to operate the expansive infrastructure.
Adriatic Metals have a succinct and detailed business strategy, which ensures long-term growth for the company. In order to achieve desired objectives, workstreams are prepared and budgeted for purposes such as drilling and assaying, resource modelling, metallurgical testing, as well as engineering studies. The discoveries made from the workstreams will determine how economically beneficial the exploration will be, as well as the timings needed to successfully complete the project. Although the workstreams are an effective way of forecasting results, they are also subject to adjustments and flexibility that are dependent on the changing variables of the company, the market, and other noticeable findings.
In response to the varying conditions of the company and the industry, expenditure and time may be adjusted or reallocated to other more prosperous projects. Such flexibility is not typical of the mining industry, however, given its tendency for fluctuation, such adaptability is no bad thing. To aid in such precise decision-making, Adriatic Metals complete an internal review to determine options for optimisation, which materialises in a yearly ‘Definitive Feasibility Study’ (DFS). This demonstrates how far Adriatic Metals will go to make the right choice for beneficial optimisation.
Adriatic Metals can boast many a successful project. Currently, there are two projects in operation, which are being managed from overseas. Although this would be a difficult undertaking for many companies, Adriatic Metals rise to the challenge of high-pressure projects. A noteworthy case is the Vares Silver Project that took place in Bosnia, which arose from the 2021 DFS. The Vares project has a 41 sq. km project site, stretching
across Bosnia and Herzegovina, and is one of their most successful operations to date.
The Vares Processing Plant is constructed on the site of a previous plant that was used on an older Veovaca Plant; giving the area a new lease of life. The plant in question is located in a beautiful mountainous area with surrounding forests and meadows. The project includes two advanced exploration deposits, Veovaca and Rupice, which in the past have been mined for lead, zinc and barite. However, these operations came to an end due to the hostilities in the Balkans in the early 1990s. Nowadays, the Rupice Underground mine is a greenfield site which is beneath the Rupice Surface Infrastructure site and is connected to the Vares Processing Plant via a 24.5 km haul-road. Most recently, the Vares Project has yet more wonders to be held, as they have developed the existing infrastructure through the technical construction of a new processing plant, which allows Adriatic Metals to push their capabilities even further.
Adriatic Metals has an equally important operation in Serbia, known as The Raska Project. This project includes Kizevak and Sastavci open pit mines that produce zinc, lead and silver. Located in the Raska district, it covers a total area of 3.28km squared. Discovered in the 1970s, the Kizevak and Sastavci mines have many added benefits with a full range of advanced infrastructure, including, water, power, road and rail access all within five kilometres. Upon opening the mines, the Yugoslav State operated the mine between 1984 and 2000. Today, however, the land is designated entirely for mining purposes under the Serbian state and provide numerous advantages to the area. When looking at the two open mines more specifically, the Kizevak Project heralds 29 km of historical exploration, surface drilling, and 7,000m of underground exploration. This is a particularly advantageous prospect, as an impressive 12,000m has been drilled by Adriatic Metals since 2018. This mine also has a mineralisation strike length of 900m, with leading capabilities of drilling 200m below the surface.
In February 2023, Adriatic Metals held a public liaison meeting, so they were able to gather the thoughts of the local community. The company are
passionate about creating “a platform for ongoing dialogue with community representatives of Vares and other municipalities”. The consensus of the surrounding community is highly important, as they aim to have a positive legacy in the public areas it affects. This is achieved by creating a strong bond with the community and remaining transparent and approachable in all their host communities, as well as local governments.
Similar to their social responsibilities, Adriatic Metals care deeply about the environment and are consequently committed to using resources in a sustainable manner. By conducting social and environmental assessments, they can respond quickly and sensibly to any issues that may arise. Consequently, they have an Environmental and Social Impact Assessment (ESIA), which opens up the door to a greater understanding of their local environment.
The ESIA is highly important, as it forms the main bulk of the Environmental and Social Management System (ESMS). Such an assessment supports Adriatic Metals’ “aim to operate in a sustainable
manner that eliminates, minimises, mitigates or compensates for adverse impacts and maximises positive environmental and socio-economic impacts.”
Adriatic Metals have a lot to be proud of, with numerous projects that hold demonstrable promise, highly efficient strategic networks, and supportive systems in place for local communities. Thus, they are putting Bosnia and Herzegovina on the mining and mineral exploration map.
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The Australian mining industry is one of the largest in the world, bringing significant profit to the nation. Gold Fields’ collection of mines certainly stands as a key contributor to the Australian mining industry. Operating across four mines in the Southwest region of Australia, a lot can be said for the rapid growth that the mining entity has experienced in the last 20 years, reaching an unprecedented position in Australian mining.
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As suggested by the name, Gold Fields mines are located across the Eastern Goldfields region in Western Australia. The company is comprised of four mines: Agnew, St Ives, Granny Smith and Gruyere. The first two mines were acquired over 20 years ago, operating a tiny production, before growing into the mining entity it is today. Such success was further advanced with the attainment of Granny Smith and Lawlers gold mines from Barrick Gold towards the end of 2013. Furthermore, in 2016 Gold Fields created a vital joint venture with Gold Road, so that the Gruyere mine could be utilised more efficiently, in the form of an open pit. Such an acquisition was a solidifying moment of Gold Field’s success.
The prosperity of Gold Fields is represented by the Yilgarn South Assets, which is a measurement of the company’s contributions to the Australian mining sector. Currently, the Yilgarn South Assets provide an additional 452,000 ounces of annual production to the country’s mining sector, with 2.6 million reserve ounces and 1.9 resource ounces. In reference to the former, this is the projected figure of materials that are expected to be recovered and produced at the four mines. Alternatively, resource ounces refer to the economic interest in mining operations. This is indicative of the external investment in Gold Fields operations, and how this translates financially. It is therefore no wonder that Gold Fields Mines is the largest regional Australian production centre, responsible for 40% of total production.
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If we take a closer look at each individual mine, we can begin to see how each site has a specialism which contributes to the bigger picture of Gold Fields success. For example, St Ives is the oldest mine out of the four mines. Having been in operation since the mid-1980s, it has produced over 10.5 million ounces of gold. This makes it the leading gold producer out of all the mines, as it produces more than 350,000 ounces of gold each year. Such discoveries are made through the successful exploration of the extensive greenfields project
pipeline, as the mine is characterised by both underground and surface mining. Over the years, St Ives has had many significant findings, such as the discovery of an impressive high-grade deposit, which was viewed as such an impressive venture, that it earned the name of ‘Invincible deposit’.
Moving on to the Gruyere Mine, it is heralded as one of Australia’s largest underdeveloped gold deposits. Located about 200km east of Laverton in Western Australia, it has an accumulated mineral resource of 148 million tonnes, grading at 1.2 grams per tonne for 6.2 million ounces of contained gold. The Gruyere Mine is so successful that is projected to become Australia’s deepest open-cut gold mine. Currently, the mine consists of one main open pit which will be developed in stages to incorporate an approximate depth of 500 meters below the surface. The main mining activities that occur at Gruyere mine include loading, hauling, drilling, blasting and equipment maintenance, which is carried out by specialised contractors. Subsequently, the Gruyere Mine is projected to continue prosperous exploration until at least 2031.
Located to the northeast of Perth, is the third mine; Granny Smith Mine. This particular mine
demonstrates the unwavering dedication of the Gold Fields team, as four days a week the team fly to the site via a chartered jet from Perth Airport, taking nearly an hour and a half to travel to work.
Thankfully, Gold Fields recognises the strain that this may have on employees, consequently, some members of the team live in host community towns such as Laverton and Kalgoorlie. Granny Smith’s most active mine can be found at Wallaby, where the Granny Smith Carbon-in-pulp processing plant is located and metal ores are processed under campaign milling conditions.
Finally, the Gold Fields Australia mining network is made from the Agnew Gold Mine. Located in the Eastern Goldfields region, it produces more than a quarter of a million ounces of gold a year.
The Agnew mine was acquired by Gold Fields in 2001, which allowed the mine to source gold from underground and be processed by the CIP plant. Similar to Granny Smith, the 650-man workforce flies in from the outpost location of Perth. The commitment of the Gold Fields team stems from underground production, development, and maintenance, to low-voltage electrical works.
Gold Fields has a clear devotion to diversity and inclusivity in the company. The company has a strong belief in a rich culture throughout the organisation. Consequently, diversity is not just a tick box, but a valued contribution to the company, as the experience, knowledge, and creativity of each individual is a key asset to the success of the business. This is demonstrated by the meritocracy system that the company operates on, as each employee is encouraged to reach their full potential.
This is refreshing to see when the company is placed in a mining landscape where indigenous Australians, as well as women, lack overall representation. In response to this, they have created initiatives that help support these groups, which include bursaries, and trainee apprentice and graduate programs, which help mentor the next generation of talent in Gold Field mines. In particular, the conviction in a women-led workforce is coming to fruition: over 45% of the Perth office comprises of women, with 40% of women in leadership roles. The notion of gender equality is so deeply rooted in the value of the company, that they are working hard
towards the representation of women in all roles, with the goal of 25% representation by 2025, and 30% by 2030. This is further indicated by the indigenous populous that makes up 3.6% of the entire workforce, with clear efforts to expand in the future.
Overall, Gold Fields Australia has created a tenacious reputation in the Australian mining industry. With a wide variety of services available, spanning across mining sites, they are going through a period of exponential expansion. Consequently, they are one of the most valued added mining companies in Australia, with no plans of stopping!
A company can often be measured by its global presence, and how it responds to such pressures in the domestic and international industries. Accordingly, FTE finds strength in its worldwide sphere of influence, possessing offices and projects in Canada, Africa, and South America. As a sector, drilling spills into many different industries, playing a major role in the exploration and production side of mining, as well as emerging as a large player in the commercial sector, and expanding further afield into geotechnical investigations. Whatever the project or requirement, FTE is highly trusted in all their operations, positioning themselves as a cut above the rest in the drilling industry.
To the untrained eye, the notion of drilling seems relatively simple. And yet, there are many caveats and conditions that must be strategically managed, particularly when utilising large fleets of specialised equipment. Thankfully, FTE is widely recognised as an authority on the complex management of services and equipment. In fact, FTE takes pride in its ability to tackle a wide range of services. More notably, however, its clientele includes mining operations, junior exploration companies, municipalities, engineering firms, and even individual clients’ homes as they endeavour to be more environmentally conscious.
Since FTE’s founding 36 years ago, they have worked hard to source an extensive pool of equipment, whilst obtaining an expertly trained and dedicated workforce. Currently, the company has a team of approximately 800 people worldwide, all of whom ensure they are kept up to date with the latest developments in the industry. FTE offers comprehensive training to each member of the team, including safety and technical training to the entrylevel crew, as well as advanced training, depending on the field in which they work. Advanced training is particularly pertinent as the industry continues to evolve, therefore creating a need for the adaption of trades such as electro-mechanic technicians and drill fitters. Such a comprehensive training strategy ensures the continued high level of productivity and safety that FTE is known for.
If you ask any one of FTE’S clients, they will tell you that the company is also recognised for its versatility and adaptability. As one of its key strengths, FTE is in the perfect position to adapt and react to situations appropriately. This means that can effectively overcome any challenges that may arise, without sacrificing the overall product or service. A further point that sets FTE apart from its competitors is the fact that a lot of the founders and their families are still heavily involved in the day-to-day running of the company. Additional team members have also brought a high level of expertise to the table to ensure that the company excels, whilst never losing sight of the roots of the company.
Having been in operation since 1987, FTE Drilling has collated a wide sphere of projects and offices across Canada, Africa, and South America. However, it is important to also consider advancements closer to home. Founded and headquartered in Sherbrooke, Quebec, they have witnessed significant growth. This is firstly due to the fact that the Canadian mining industry has gone through a sizeable measure of development and evolution in the last ten years, following an extended period of difficulty. Additionally, the Canadian gold market has seen an up spike due to various environmental and financial factors. This means that FTE is witnessing a healthy advancement in operations both at home and abroad.
Possessing such a strong hold abroad, of course, comes with its challenges. However, due to FTE’s adaptable capabilities, efficient workforce, and advanced equipment, they are set to prevail. For example, FTE has offices in Western Africa that can be prone to security issues. This is a case where geographical location can have a direct
effect on the smooth running of operations. And yet, overcoming challenges such as these create a more rounded and comprehensive company.
With such a tenacious reputation, they have acquired an impressive range of clients. In the mining field more specifically, they have been able to work with major names. The list includes, but is not limited to; Nordgold, Iamgold, Barrick, Newgold, Duco Mining Supplies, Atlas Copco, Schramm Ltd, and much more. Such relationships have been carefully built over time and have subsequently opened up the international market. An open market gives FTE the confidence to invest in state-of-theart equipment, as well as the ability to discern the partnerships that add value to the company. Such investments materialise in the case of a new drill rig that was acquired last year, pushing the company to further heights.
So, what is in store for 2023? FTE has exciting plans to continue growth in the US, as well as further advance its reverse circulation drilling operations. Further plans include the increase of the diamond milling meters in Canada. Another important aim is to develop the company’s green
practices. Accordingly, the company has developed a fantastic environmental protection program that is a key component in all big decision-making.
Akin to many mining entities across the world, FTE aims to leave the smallest carbon footprint possible, whilst encouraging environmentally sensible exploration. Therefore, appropriate adjustments are made, such as fleet management, the acquirement of specially adapted machinery, and the opting for more low-impact equipment. Furthermore, it means utilising the most upto-date technology, which will benefit the client’s work environment, as well as putting the health of their employees as a top priority. As evidenced, FTE hold their environmental impacts as a great responsibility, rather than a performative action.
Other aspects of CSR can be witnessed in the continued aim for proactive and progressive change, rather than meagre damage control. Wherever a project may take them, they actively seek to benefit
the local community in which they act. This can include providing complementary water supplies to a town that is impacted by mining, implementing various fundraising events such as annual works, or making annual donations of dry goods, clothing, and hygiene products. All this, and more, demonstrates how FTE make a valuable contribution to those less fortunate in mine-impacted communities.
Overall, it has been great to revisit FTE Drilling and showcase the brilliant work that they are doing in many different fields. Whether it be the advancements in the use of specialised equipment or enacting positive change in badly affected communities, FTE Drilling is tenacious in making a big difference in the drilling industry, and forever furthering its reputation for excellence.
Schramm designs and manufactures RC (reverse circulation) drilling rigs, hammers and bits, and OEM components designed to withstand the most challenging environments.
With sales, parts, and service centers in more than 17 countries, Schramm provides global end-to-end customer support. Schramm is proud to support Forage FTE in pursuit of its drilling goals.
WITH LFS WAREHOUSE MANAGEMENT SYSTEM BY EPG: UNION COOP HANDPICKS LFS FOR DUBAI WAREHOUSE
“LFS provides detailed, real-time WMS data that we can use to make critical inventory management decisions.”
Kashif Rasheed, Project Manager at Union Coop
95% increase of pick-up times
Up to 90% error reduction
95% improvement in storage location allocation
www.epg.com
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