Endeavour Magazine January 2020

JANUARY 2020

www.littlegatepublishing.com

CREP PROTECT A Foot In The Door

TWIGA CEMENT Building Tanzania

DESIGNING NICO A DREAM

VAN DER MEULEN ARCHITECTS INSPIRED BY YOUR SUCCESS

HEADS OF DEPARTMENTS Managing Editor Alice Instone-Brewer editor@littlegatepublishing.com Sales Manager Emlyn Freeman emlynfreeman@littlegatepublishing.com Editorial Researcher James Lapping james@littlegatepublishing.com Editorial Researcher Alex Hayes alexhayes@littlegatepublishing.com Editorial Researcher Dennis Morales dennismorales@littlegatepublishing.com Editorial Researcher David Kimberley david@littlegatepublishing.com Editorial Researcher Eve Wright eve@littlegatepublishing.com Corporate Director Anthony Letchumaman anthonyl@littlegatepublishing.com Lead Designer Alina Sandu studio@littlegatepublishing.com CEO Stephen Warman stevewarman@littlegatepublishing.com For enquiries or subscriptions contact info@littlegatepublishing.com +44 1603 296 100 ENDEAVOUR MAGAZINE is published

by Littlegate Publishing LTD which is a Registered Company in the United Kingdom.

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Copyright © Littlegate Publishing Ltd 2020

EDITOR’S NOTE

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020 has a good ring to it, doesn’t it? It’s a satisfyinglooking date, and with it, there’s the implied promise of a fresh start, a positive future, or the next step in our current journey. It’s time to review our ‘2020 Visions’ and see which goals have been met, and to work towards those 2025 and 2030 milestones, both as companies and individuals.

As we embrace the new year, we spoke to many companies this month who are proof of what you can achieve if you pursue your dreams. Nico van der Meulen Architects and CREP Protect are both examples of companies started by people with a creative passion, and the dedication and work ethic to make that dream a reality. However, in some parts of the world, taking that sort of financial risk and leap of faith in ourselves may seem daunting right now. Some markets are uncertain. Yet, for all of our uncertainty, there is still so much to be amazed by in each of these countries, as well as emerging markets that are starting to come in swinging.

TWIGA Cement, the biggest cement producers in Tanzania, told us about the exciting growth of industry and investment happening not only in its country, but across many countries in Africa. Whilst some established and developed economies are plateauing or even stagnating elsewhere in the world, growing economies are providing exciting opportunities for businesses. We hear this more and more frequently from companies looking towards further global expansion, and TWIGA are enthusiastic about what this means in Tanzania and throughout the rest of the region.

As we mentioned, we also spoke with Nico van der Meulen Architects, on the other side of the construction story. Nico and his team design high-end, luxury housing and commercial buildings, and they, too, are excited about the opportunities flourishing in Africa. Based in South Africa, the architects are now finding increasing business in the DRC, Côte d’Ivoire and elsewhere in the continent, and this frontier has become their latest focus.

It’s exciting to know that even as some markets slow or struggle, others are starting to explode outwards. As the new year brings thoughts of change and fresh horizons, and as political movements in some countries have change (or the lack thereof) at the forefront of people’s minds, it’s a refreshing reminder that as some lanes slow, others speed up. Wherever we are, the important thing is to keep working, stay motivated, and do our bit to keep our economies moving. Meanwhile, if we’re able to reach further than just our local frontier, we can help others, too, by investing in these growing markets and giving them the boost they need - there might even be a fantastic opportunity to unlock in the process.

Alice Instone-Brewer Endeavour Magazine | 3

CONTENTS

TWIGA Cement

FEATURES

13

Designing A Dream Nico van der Meulen Architects

23

A Foot In The Door CREP Protect

37

Building Tanzania TWIGA Cement

Raise A Glass 45 Angostura

CREP Protect 4 | Endeavour Magazine

53

Trinidadian Support D Rampersad

59

Spreading Their Wings Sharjah Airport

67

Solid Steel LHL Engineering

73

New Blood National Blood Service Zimbabwe

81

Keeping Afloat SATT - Shipping Association Of Trinidad And Tobago

D Rampersad

ARTICLES 6

Business Headlines

6 Asia 7 Africa 8 Americas 10 Middle East 11 Europe 32

Amazing World

32 50 78

Celebrating Shogatsu The Forest Of Knives Somewhere Over The Moonbow

64 Automotives 64

2020 Nissan Versa

Sharjah Airport Endeavour Magazine | 5

BUSINESS HEADLINES ASIA Former Pakistan President sentenced to death for high treason Former Pakistan President and military ruler Pervez Musharraf has been sentenced to death in absentia for high treason following a six-year legal case.

A three-member special court in Islamabad on Tuesday convicted Musharraf of violating the constitution, in a case that had been pending since 2013.

The 76-year-old former leader has the option to appeal the verdict.

Musharraf seized power in a military coup in 1999 and ruled Pakistan as President until 2008.

He was indicted in 2014 on a total of five charges, including three counts of subverting, suspending and changing the country’s constitution, firing Pakistan’s chief justice, and imposing emergency rule.

It’s the first time in Pakistan’s history that an army chief has been tried and found guilty of treason. Under Pakistan’s constitution, high treason is a crime that carries the death penalty or life imprisonment

Violent protests in India over citizenship bill Deadly protests erupted in at least 15 cities in India on December 19th, despite strict bans on public gatherings in several areas.

The protests were sparked by anger over a controversial new citizenship law considered by many to be discriminatory against Muslims.

The new law It promises to fast-track citizenship for several religious minorities - but not if they are Muslim. The act was signed into law a week before the protests broke out.

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Protesters clashed with police, who fired tear gas and stormed a university.

Two buses and numerous cars were torched in Uttar Pradesh, and at least five people have died in Assam state.

The new law - the Citizenship Amendment Act - has been called unconstitutional, as it bases citizenship on a person’s religion and would further marginalize India’s 200-million strong Muslim community.

Hong Kong police say they froze $9 million meant for protesters Hong Kong police say they have frozen about $9 million in funds raised by anti-government protesters, and arrested four members of a prominent fundraising group on allegations of money laundering.

Chan Wai-kei, the acting superintendent of the Hong Kong Police Narcotics Bureau’s financial investigation division, said that police also seized about $16,700 in cash, 3,300 supermarket coupons, two lasers pointers, six arrows and “a lot” of protective gear. The four were taken in on money laundering offenses, Chan said.

Chan said the four suspects were connected to the Spark Alliance, a nonprofit formed in 2016 that helps arrested protesters to pay their legal fees. The group has raised $2.3 million in donations in the past six months, police said.

Over 6,000 people have been arrested during more than six months of political unrest in the semiautonomous Chinese city. Many face charges of rioting, which is punishable by up to 10 years in prison.

Spark Alliance said on its Facebook page that Hong Kong police represented its actions in “a fraudulent fashion,” and accused authorities of “smearing the Spark Alliance and other (protester) support channels.”

AFRICA Nigeria’s ex-attorney general faces $1.3 bn oil scandal Nigeria’s ex-attorney general Mohammed Adoke has returned to the country to face corruption charges over his involvement in one of the oil industry’s biggest corruption scandals.

The country anti-graft body, the Economic and Financial Crimes Commission, EFCC; confirmed his return, stating that “The ex-AGF left Dubai following pressure from the EFCC.” He was arrested by authorities in Dubai in November 2019. Adoke’s lawyer, Mike Ozekhome, claimed that the warrant used to arrest his client was expired.

Ozekhome said his client was arrested as he went to Dubai for medical appointment, adding that a Nigerian court had nullified the warrant in October because his client was not served with the charges before the warrant was issued.

The EFCC secured warrants in April for two former ministers including Adoke and an Eni manager over the $1.3 billion sale of a Nigerian offshore oilfield by Malabu Oil and Gas in 2011.

The deal has spawned legal cases spanning several countries, involving Nigerian government officials and senior executives from ENI and Royal Dutch Shell. Shell and Eni, and their executives, have denied any wrongdoing.

Apple, Google, Microsoft, Dell and Tesla sued over alleged child labour An international advocacy group has accused Apple, Google, Microsoft, Dell and Tesla of “knowingly benefiting from” the use of young children to mine cobalt in the Democratic Republic of Congo.

International Rights Advocates filed a federal class action against the five companies in Washington, D.C., where the group is based. The complaint claims that the firms “are knowingly benefiting from and aiding and abetting the cruel and brutal use of young children” to mine cobalt in extremely dangerous conditions.

The defendants have known for a “significant period of time” that Congo’s mining sector “is dependent upon children,” the complaint said, adding that cobalt mined in the region is listed

as a good produced by child labour or forced labour by the US Department of Labor.

The new suit was filed on behalf of more than a dozen anonymous plaintiffs, who are described as “guardians of children killed in tunnel or wall collapses” while mining, or “children who were maimed in such accidents.”

Several African countries legalise cannabis Zambia has joined the list of African nations that have legalised or are considering legalising cannabis to some degree, as attitudes towards the drug slowly change and investments in its medical benefits grow.

On Decemeber 4th, a cabinet meeting legalised the production and export of cannabis for economic and medicinal purposes.

Zambia’s motivation for legalising cannabis exports is rooted in a fiscal deficit and growing debt burden. Growth in external debt to $10.5 billion at the end of 2018 from $8.74 billion a year earlier has raised fears the country is headed for a debt crisis.

Zambian opposition Green Party President Peter Sinkamba, who has been advocating the export of cannabis since 2013, said the move could earn Zambia up to $36 billion annually.

The global market for medical cannabis is currently estimated at $150 billion and could reach $272 billion in 2028, according to Barclays Bank.

Endeavour Magazine | 7

AMERICAS Donald Trump impeached Donald Trump has become the third US president in history to be impeached by the House of Representatives, along with Andrew Johnson and Bill Clinton.

Trump will face trial in the Senate that will decide whether he remains in office.

The House voted on two charges - that the president had abused his power and that he had obstructed Congress.

Nearly all Democrats voted for the charges and every Republican against.

The first charge is abuse of power, stemming from Mr Trump’s alleged attempt to pressure Ukraine to announce investigations into his Democratic political rival, Joe Biden.

It passed by 230 votes to 197, almost completely on party lines. Only two Democrats opposed - New Jersey’s Jeff Van Drew, who is set to leave the party, and Minnesota’s Collin Peterson.

The second charge is obstruction of Congress, because the president allegedly refused to co-operate with the impeachment inquiry, withholding documentary evidence and barring his key aides from giving evidence.

It passed by 229-198. Democrat Jared Golden of Maine voted for the first charge but opposed this.

No Republicans supported impeachment, although ex-party member Justin Amash, from Michigan, did.

President Trump’s Republicans control the Senate so it is highly unlikely he will be removed from power.

America’s housing market on the recovery America’s housing market has come back to life in the final months of the year, and promises to boost the economy in 2020.

Low mortgage rates, a strong labor market with rising wages and unemployment hitting a 50-year low will all help real estate next year.

Housing doesn’t contribute as much to GDP growth as other sectors, but it is an important industry for the economy as a whole.

Mortgage prices fell to three-year lows in the third quarter, and even though they have 8 | Endeavour Magazine

rebounded slightly, home loans remain more affordable than they used to be.

As consumers increasingly look to buy, the low inventory of available single family homes in America is spurring building activity.

UPS hijacking shootout between suspects and Florida police Two robbery suspects and 21 law enforcement officers exchanged nearly 200 bullets in a deadly shootout at a busy Florida intersection, an official with the Florida Department of Law Enforcement said.

The incident began when two suspects robbed a jewelry store in Coral Gables and hijacked a UPS truck, taking the driver hostage, according to officials. They led police on a lengthy chase that ended in the shooting at a busy intersection in Miramar, where bystanders’ cars became shields for police as they exchanged gunfire with the suspects.

The shootout lasted less than one minute, and left four dead, including the suspects, the UPS driver Frank Ordonez, and bystander Richard Steven Cutshaw.

In the weeks since the shooting, police have faced questions about how they responded to the incident and the tactics they used. It is unclear who opened fire first.

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MIDDLE EAST Erdogan says 50,000 Syrians fleeing Idlib to Turkey About 50,000 people are fleeing Syria’s northwest region of Idlib to Turkey, its president has said, denouncing Muslim nations for not supporting his plan to resettle refugees in other parts of northern Syria.

Turkey currently hosts some 3.7 million Syrian refugees, the largest refugee population in the world, and fears another influx from the Idlib region, where up to three million Syrians live in the last significant opposition-held swathe of territory.

Syrian and Russian forces carry out regular air raids against targets in Idlib, which President Bashar al-Assad has promised to recapture, pushing more people towards the Turkish border.

“Look, 50,000 people are once again coming from Idlib to our lands,” Turkish President Recep Tayyip Erdogan told a meeting of Muslim leaders in Malaysia on December 19th.

“We already have four million people and now another 50,000 are coming and this may increase.”

He gave no details and did not say whether the Syrians had actually crossed into Turkey, which has built a wall along its 910-kilometre southern border since the outbreak of Syria’s eight-year conflict.

Hundreds of protesters took to the streets in Tripoli and Beirut to denounce Diab’s designation. Bins and tyres were set on fire in the streets of the capital, blocking roads.

Meanwhile, several hundred people gathered by central Beirut’s Nejmeh Square, the seat of parliament.

Google goes offline in Turkey, Iran and Europe after fibre cables cut Severed fibre optic cables disrupted internet access in parts of eastern Europe, Iran and Turkey on December 19th.

The issue, which lasted for about two hours, was caused by multiple fibre cables being physically cut at the same time, a highly unusual thing to happen.

Google said its services were among those unavailable in the region for about 30 minutes.

The company told internet service providers to connect to its other servers to “route around the problem”.

In a statement, the company blamed “multiple simultaneous fibre cuts”, which are very rare.

Sadjad Bonabi, a director at Iran’s Communications Infrastructure Company, said two cuts happened at once, one between Iran and Bucharest and the other on a line to Munich.

This disrupted traffic on one of the major Lebanese president asks Hassan Diab to fibre cables in the region. However, Mr Bonabi form government said traffic had been routed on to “healthy” Lebanese President Michel Aoun tasked connections in western and southern Iran. former Education Minister Hassan Diab with International internet cables have been forming the country’s next government after mistakenly cut in the past.

Hezbollah and its allies nominated him during In 2011, a 75-year-old woman admitted long-awaited talks with members of parliament. damaging fibre-optic cables linking Georgia to Lebanon has had a caretaker government Armenia while scavenging for copper, and in since October 29, when Prime Minister Saad 2018, a fibre link in Orkney was accidentally cut Hariri resigned amid a mass uprising against during the construction of a new hospital. the ruling elite.

Hariri had been expected to be selected again. However, he stepped aside on December 18th, saying that other parties had not agreed to his conditions to form a technocratic government - a main demand of protesters who, however, reject Hariri.

10 | Endeavour Magazine

EUROPE Greek Police accused of excessive force against protesters On November 17, more than 20,000 people marched in Athens to mark 46 years after the Polytechnic Uprising in 1973, when students helped to topple the military government.

About 5,000 extra police were deployed in the Greek capital in anticipation of clashes, particularly in the well-known anarchist enclave of Exarchia, which the ruling New Democracy party has promised to “clean up”.

The march, which began near the Polytechnic, ended in Exarchia approximately three hours later. Until then, it had been largely peaceful.

Clashes between protesters and police broke out in Exarchia. Thirty-three people were arrested and two police officers were reportedly injured.

Since the march, several protesters have alleged police-led violence.

The officials did not respond to the allegations of specific attacks or answer whether police would be trained on how to treat journalists.

Poland may have to leave EU, Supreme Court warns Poland could have to leave the EU over its judicial reform proposals, the country’s Supreme Court has warned.

The proposals would allow judges to be dismissed if they questioned the government’s judicial reforms.

Judges say the proposals threaten the primacy of EU law and could be an attempt to gag the judiciary.

Under the proposals put forward by the Law and Justice party government, judges can be punished for engaging in “political activity”.

Any judge that questioned the legitimacy of judges nominated by the National Council of the Judiciary could be handed a fine or in some cases dismissed.

The Supreme Court said the party was undermining the principle of the primacy of EU law over national law. It said in a statement: “Contradictions between Polish and EU law... will in all likelihood lead to an intervention by EU institutions regarding an infringement of EU treaties, and in the longer run, the need to leave the European Union.”

Deadly attack on FSB security headquarters in Moscow At least one person has been killed and five wounded in a shooting at the headquarters of Russia’s Federal Security Service (FSB) in central Moscow, Russian media say.

A gunman who opened fire with an automatic weapon at the entrance of the building was killed by an armed officer, Interfax news agency reports.

Security forces cordoned off the area and moved bystanders into buildings.

The shooting came hours after President Putin’s annual press conference.

The FSB denied earlier reports suggesting there were three gunmen in the attack on its headquarters. The unconfirmed reports said two had been killed in the lobby while the third ran off to a nearby building where he was later killed in a shootout with police.

Among the injured were two seriously hurt officers, the Health Ministry told Russian media. Shortly afterwards, the intelligence agency itself confirmed the death of one FSB officer - though it is not clear if he is one of the two reported injured in the earlier report.

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DESIGNING A DREAM Nico van der Meulen Architects chevron-square-right https://nicovdmeulen.com phone-square +27 (0) 11 789 5242

36 years ago, Nico van der Meulen walked away from a career in civil engineering to take the risk of a more creative dream. With his wife, Santa, they established what would become Nico van der Meulen Architects, working out of an office at their home. Today, Nico van der Meulen Architects designs luxury housing for clients around the world, giving people their dream homes as they continue to live out their own dream.

Written by Alice Instone-Brewer

L

eaving a guaranteed career to start your own company takes courage, but Nico had a passion for design, and in 1984, he decided to pursue it. “I was bored with civil engineering. I wanted to do something more creative than calculations on other people’s designs.”

Based out of Johannesburg, South Africa, Nico van der Meulen Architects is an internationally successful architectural firm, well known for its luxurious super houses, as well as turning its hand to commercial buildings of a similar style. The firm has produced traditionallooking buildings on demand and has been very successful in it, but its true style shows in its contemporary work. Embracing the modern indoor-outdoor, open-plan living that is iconic in California but popular around the world, Nico van der Meulen Architects has a striking portfolio of unconventional, high-end houses that put their own stamp on the trend.

When it comes to design, Nico told us that he was originally inspired by Richard Meier, a world-famous American architect who is best known for geometric, predominantly white, designs. However, this of course evolved into a style that was his own. “Most of it is inspired by the structure and functionalism more than Endeavour Magazine | 13

NICO VAN DER MEULEN ARCHITECTS

anything else,” Nico told us, referring to both the structural layout of the building, and the site it will be built on. Nico’s designs play heavily with levels and the way these interact with the building site. “We don’t just slap buildings on sites. We do a proper site investigation before we start, and we try to make our buildings as sitespecific as possible. This approach works with the natural beauty and the natural challenges of a site in order to inspire unique choices, including internal gardens to incorporate striking existing elements: “We quite often use atriums in the middle of buildings to retain trees or water features, which again create that indoor-outdoor feel.” That sought-after indooroutdoor feel is also created by a heavy use of glass, including large sliding glass panels that literally allow indoor rooms to flow out onto the outdoor spaces. Well-designed open plan rooms also create a natural flow around the home that adds to this feeling, as does the way

14 | Endeavour Magazine

in which Nico’s designs, and those of his team, seek to complement the views around them.

Today, the company hires 25 staff. The designers amongst these include two of Nico and Santa’s sons and their wives, all architects, whilst their third son is a renowned sculptor and some of his work can be seen in the buildings designed by Nico van der Meulen Architects.

All in all, it’s a creative family with a good visual and structural eye. Whilst the company has a general unifying aesthetic, Nico doesn’t try to tether his designers, instead letting them find their own signature: “We try to encourage as much diversity as possible, because we don’t want to run into that rut where everything is exactly the same. We encourage them to come up with new ideas and original perspectives.”

Nico tends to be hired by homeowners rather than property development companies, as he says that the latter are looking to save money on design in order to maximise their profits. Clients who love and are invested in their future home, though, come to him.

So, when a design is commissioned, how does the process typically work? Nico broke it down for us: “Normally, what we get from a client is a brief – what rooms they want and what size rooms they want, so we get an idea of the size of the house. We try to deliver a house within 5% of that size we were briefed by the client. We start with the floor plans and show them, to make sure they’re happy with it, and then the next phase is playing with the elevations. There, we try to totally surprise people and come up with our own ideas.”

Nico mentioned Kloof Road House as a recent example of these elevations at play.

“From the floor plans, you would never have thought that it would look like it does. When the clients started seeing the 3Ds, they were amazed. They hadn’t visualised anything like that.”

Kloof Road House is a stunning example of not only van der Meulen’s style, but also of the other service they offer – renovation and alteration of pre-existing houses, as well as the interior design and furniture. In the Kloof Road House, the building began life as a bungalow, and Werner van der Meulen took it through

DESIGNING A DREAM

DHR Apartments

Kloof Road House

Endeavour Magazine | 15

NICO VAN DER MEULEN ARCHITECTS a remarkable transformation. “We got a lot of international work from that house. People see that and want similar buildings.”

“What is really important to us is functionalism. The building must function properly for that type of building – whether it’s an office or a commercial building or a house, it must be properly thought through to function properly.” Part of this functionalism includes a greener way of operating: Nico explained to us that his company has designed with green ideas in mind for the past 30 years, through considerations such as orientation of buildings to get the winter sun but cut out the summer sun, and other details such as the materials used and shading devices.

It took the company four to five years to take off, with business picking up once its first designs had been fully constructed. “People could see what we could do. When we started, most of the people in South Africa were building these low, single-storey bungalows.

People were very dubious about the flat-roofed

Forrest Road

16 | Endeavour Magazine

modern structures with huge sheets of glass, gardens in the middle of the house etc. They had to see it to realise, ‘Oh, this is nice, we like it. We’d like one like that.’ We were lucky that around that period, we picked up some large projects that immediately put us on the map.”

Nico’s company also does interior design of most of the buildings they design and often even furnish the buildings, using established links to international furniture manufacturers to create a contemporary, luxurious ambience.

However, the focus remains on the architectural design. To date, Nico van der Meulen Architects has designed approximately 4000 buildings, and has an average of 50+ active projects at any given time. Some of the countries its clients have hailed from include the USA, the UK, Cypress, Italy, Saudi Arabia, Russia and, increasingly, many African countries. 20% of its business is still in South Africa, whilst the DRC, Zambia and Côte d’Ivoire emerge as leading markets. In most countries, Nico and his team of designers get very similar briefs; whilst the

Kloof Road House

NICO VAN DER MEULEN ARCHITECTS

buildings themselves vary and bring in fresh ideas from project to project, clients come to them with the same requirements, from South Africa to Ireland to Russia. “The work we pick up is from people who like our style – the openplan, indoor-outdoor living. They come to us looking to get something like that, something fresh, whereas if they don’t like that type of building, they go to a more traditional architect.”

The exception to this rule is the Middle East: whilst clients from this region come to Nico and his team because they admire their style, their briefs vary due to culture and religion: “They’ve got the idea of separate lounge areas for men and women, and don’t want women to be visible to male visitors, so you design in a different way to our normal open plan, very exposed houses,” Nico explained. “We’ve been working in the Middle East a good 25 years now. Also, in South Africa, we’ve got quite a reasonablesized Muslim population where you pick the

Moscow Residence 18 | Endeavour Magazine

same sort of requirements for more separate, private areas.”

With business taking place the world over, we asked Nico which markets were the most exciting for luxury housing and contemporary architecture right now. “In South Africa, business is quite depressed, but globally, we are optimistic. The developed world is stabilising: there’s not that much growth anymore, and if you look at a country like Italy, where we live 50% of the time, the young people are all moving out of the smaller towns and into the cities, living in apartments. However, in developing countries, there’s a lot of potential.” Whilst business is far from drying up in the developed world, there isn’t the same demand as there used to be, as the market is well catered for, and often there is a good stock of existing houses, whilst the younger generation choose apartment living.

However, in terms of economy, developing world markets are on the rise at the same time as more established markets are plateauing

DESIGNING A DREAM

out, and like many companies who are in the position to do so, Nico is turning his attention to this frontier: “I would say the big markets are in Africa.

The Ivory Coast, Zambia, the DRC – these countries, we do a lot of work in. There’s a lot of movement there. We’re also doing a bit of work in Australia, and as I say, the States at the moment, but in the DRC and the Ivory Coast, people are feeling quite confident with their money, so we’re getting a lot of projects from there. We’re doing one in the DRC at the moment that’s on the riverbank, and that’s going to be quite a spectacular residence.”

As well as developing its African markets, as Nico’s company looks to the future, it intends to expand its currently growing work in the commercial sector. One such current potential project is a 1000-bedroom six-star hotel, although Nico wasn’t able to tell us where this is being built. “However, really, we’ve found our niche doing luxury housing. It is our main

market, and I think it will remain that way.

But we are also working on a large mixed-use development in Nigeria, which we hope will come to fruition.”

Nico and Santa took a dream and made it a reality, and now they do the same for every client who comes to them looking for their ultimate home or building. We asked Nico for his advice on staying relevant in a creative, competitive industry for over three decades, and his answer was to never be complacent, no matter your current success. “The key is hard work, and always trying to improve; never resting on your laurels; staying up to date with technology and being paranoid. There is always someone better than you out there, so keep on improving and doing original, creative work.”

He has a belief in himself, his company, his staff, and the integrity and originality in their work, and this belief reflects a standard and reputation that they have earnt in their sector, and continuously work to maintain.

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A FOOT IN THE DOOR CREP Protect chevron-square-right https://crepprotect.com envelope-square wholesale@crepprotect.com

Nohman, Rizwan and Imran Ahmed are three brothers from vastly different career backgrounds who, in 2013, came together to found a business. They were entering an overlooked category that generated little excitement, yet they could see the potential not only for excellent, high-end products, but a community and image to match. Seven years later, they now run the world’s largest premium sneaker care brand, and their story is an inspiration to anyone looking to launch a product.

Written by Alice Instone-Brewer

P

rotection spray, cleaning kits, shoe wipes, scuff erasers...None of these sound particularly exciting, and yet Crep Protect has managed to take shoe care and create a fashionable, go-to brand. Centred around highend sneaker care, Crep Protect has reinvented shoe care products and created a culture around it, engaging with sneaker enthusiasts in a new way and filling a gap that its founders wanted to see filled.

The brothers founded the company in 2013, and remain its only directors. The growth it has undergone is remarkable: in fact, the company was ranked as the 2nd fastest growing independent company in the UK, according to the Sunday Times Fast Track 100, and was also ranked as fastest growing fashion brand by The Financial Times. Today, Crep Protect is sold in 52 countries worldwide and has distribution centres in the UK, Belgium, China, and the USA. It sold 16 million units last year, and this figure is only set to grow. All of this is at a premium price point, with only high-tier retailers stocking the product. None of this was expected by the industry leaders that spoke with the brothers, many of whom were critics: “We were constantly told by industry leaders, ‘Shoe care has been around for 27 years. No one’s that Endeavour Magazine | 23

CREP PROTECT

bothered about it.’” Now, people are bothered about it. Crep Protect sought to change the way people thought about shoe protection, to make a brand that was fashionable, relevant, and actually engaged with their consumer.

“The shoe care industry is often ignored,” Nohman explained. “It’s often just an item for sale in the store that you’re pushed to buy, even though you don’t really want it. There’s no brand engagement, there’s no brand loyalty.

You go home, you throw it under your sink and that’s it – journey’s over. So, for us, it was about changing that mindset, drawing the customer to the product, and becoming a brand that was bought, not sold. Basically, we wanted to make it cool to protect your sneakers.”

Despite advice against it, the brothers chased their dream, and it paid off, big time. Their success is a combined result of careful strategy, consumer awareness and a genuine passion for what they’re doing. So, what inspired the three brothers to take a risk on launching a new

24 | Endeavour Magazine

business in a category as overlooked as shoe care? “It was a passion for sneakers, really. We found that we couldn’t trust anything out there to clean or spray our sneakers properly, so we were answering a question that we needed an answer to. We knew that there were other likeminded sneaker-heads in the community that definitely had the same problem.”

To develop the product itself, Crep Protect worked with a lab in Germany to produce their first recipe. They teamed up with experts in Nano-proteins, seeking to create a sprayable solution that could be sprayed onto textiles and would successfully protect them without damaging the fabric or changing the shoe’s look, feel or performance. After eight months of development, the brothers and the lab reached a solution that they were happy with, and Crep Protect was launched. “Since then, we’ve probably changed the solution about 12 different times,” Nohman adds with a laugh, but this is no bad thing. The company seeks to constantly learn and improve, and has an R&D department constantly working on this task.

Not only does Crep keep improving its formula, but it must adapt it to changing circumstances, too – differing safety policies between countries regarding chemicals and aerosols is one factor to constantly stay on top of, and the other is the evolution of sneaker manufacturers themselves. “Sneaker manufacturers are changing constantly – they keep coming up with innovative new materials, so we need to continue to stay above that curve.”

Whilst having a high-quality, reliable and up-to-date product is all critical, and the entire reason that Crep Protect was founded, the brothers knew that the only way to truly stand out all relied on their marketing. As Nohman said, they wanted to be bought, not sold – they didn’t want to be chasing sales and pushing a forgettable product on people, like so many other shoe care brands. Instead, they wanted the product to speak for itself, through the impression of an aesthetic, vibe and lifestyle that it communicates to its customers.

“Everything we did was focused on marketing.

We knew that if you focus on the inputs,

CREP PROTECT

the outputs will come. That’s why we always chased customer engagement; we wanted that emotional connection ith the consumer.” To date, 80% of the staff in Crep Protect’s HQ are part of its creative and marketing team. It was important to the brothers that this side of the business be kept in-house, where there was a true passion for and understanding of their product and their message to the consumer.

“We’ve been highly commended for our marketing style and our world class, engaging content. I mean, we’re a shoe care brand, but we have 1.4 million followers on Instagram.”

From their Instagram to their website to their packaging, everything about Crep Protect’s vibe is fun, street, on-trend and engaging. There’s an undeniable sense of style, and an understanding of its consumers and their community that you can’t fake. This authenticity, both in lifestyle and in passion for the product, is important in winning over customer loyalty and making that genuine brand connection...which is always a

26 | Endeavour Magazine

challenge to convey whilst strategically creating media.

It’s no surprise that one of the keys is staying up to date, rather than presuming that they know who their customers are, given that what is and isn’t relevant changes so quickly. “It’s just about keeping on top of being on trend, really. We’re geared around sneaker-heads, but the consumer changes and shifts constantly.”

However, there is an even bigger factor to take into consideration: “We’re selling to 52 markets in the world, and it’s understanding that your marketing that works in China doesn’t particularly work in the UK.” Country by country, the face of fashion, culture and social media changes, and Crep’s team works to respond to this. China, however, is by far the greatest anomaly out of Crep’s markets: “The Chinese market is a world of its own. We have a dedicated team that just looks after China. We have a social media platform, but that doesn’t resonate with China because they have their

A FOOT IN THE DOOR

own platforms. It’s important to create content that’s geared around that. It’s a massive, massive untapped market for many companies.”

A market that’s proven very successful for Crep is South America, which was something of a pleasant surprise for the brothers. “The South American market has a demand for the product, and the rate of sale we have for the product there is outstanding. Sitting in the UK, we’ve had our perceptions of how different markets were, but until you actually start selling in them and visit the market, you don’t really know.”

Authenticity isn’t just about being wellversed in your market, though – it’s also about your attitude in how you push your product.

Whilst Crep’s efforts focus heavily on their marketing, they don’t believe in hounding people for sales. “We don’t like to force product down people’s throats. We like consumers to be drawn to us. We have to constantly engage the audience, but at the same time, stay core to

our roots, and the community that allows us to sell at that premium price point.”

This attitude can’t just be public, but must exist behind the scenes, in the ways the gears of the business and product sales turn. “The industry was heavily incentivized, because the sales staff are getting commission out of, and we found that to be quite ingenuine, so we moved away from that. Changing the mindset of the consumer was a challenge, but changing the mindset of the retailer was quite difficult as well.” Crep didn’t want its product to be yet another shoe care item that’s forced on you at check-out and then thrown under the sink – it knew it was better than that. Although it was a new approach, however, isn’t to say they didn’t get support: Nohman was keen to mention JD Sports, Footlocker and Snipes, all of whom understood the company’s vision and took a gamble on them when they needed it.

As a part of its marketing, Crep works with influencers, including YouTubers and major

Endeavour Magazine | 27

CREP PROTECT

celebrities. However, again, whilst some of these are paid partnerships, the most major names that Crep has crossed paths with have been the result of an organic coming-together, from the celebrities genuinely coming towards the product. After all, high-tier protection that can safeguard expensive sneakers is something that many a celebrity is going to be interested in. “We’ve got Dele Alli, a premiership footballer, as an ambassador; we’ve had DJ Khalid as an ambassador. 50 Cent has worn one of our clothing items. We’ve had Tory Lanez come to our store, we’ve had Neymar, the footballer, come to our store.”

The store Nohman is referring to is linked to Crep’s other brand. Off the back of Crep Protect’s success, the brothers also opened a premium streetwear retail store called PresentedBy, which is partnered with luxury fashion store Harvey Nichols, and also therefore appears in a selection of Harvey Nichols stores, including London, Manchester, Birmingham and Dohar,

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and is set to open in Mexico City, Paris and Dubai next year. The celebrities Nohman listed are but a few of the high-profile customers this store attracts, through which customers can buy not only premium streetwear, but rare sneakers as well. As you can imagine, they aren’t cheap!

“It’s about creating that premium in-store experience, where the consumer is led by experience and emotion rather than price.

That partnership with Harvey Nichols has gone really well, and allows us to elevate both brands together.”

On top of these two main companies, the brothers also have a handful of sideoperations, all sneaker-based – these ones with a view to promoting sustainability and supporting charity efforts. For example, the company has a sneaker drop-off station at some locations that allows you to have your sneakers cleaned whilst you shop (in some provided sliders). This, plus workshops on

CREP PROTECT

sneaker protection and restoration, couples with the company’s overall stance as a shoe care brand to encourage people away from ‘fast fashion’ and to look after their sneakers, so they keep them instead of replacing them.

The company also has donation points where you can give away your old sneakers, which the company then cleans, restores, and donates to various charities.

Crep has certainly made a name for itself, and for its founders, at times, it’s still a little surreal.

“Usually we’re working hard, moving at 100 miles an hour, but sometimes we take a step back.” Amongst all of this success, one moment that really drove it home for the brothers was the day that they were approached by one of their favourite brands: Adidas. Adidas AG licenses out different elements of its business to external manufactures, including products such as its shower gels, cosmetics, etc. One such product licence covers shoe care. Adidas turned to Crep Protect, and asked them to take

30 | Endeavour Magazine

on the manufacture and sale of Adidas’ own shoe care line.

“It was quite humbling, to see that even a big player like Adidas, leaders in the market, were coming to us. Growing up with Adidas as one of our favourite brands, being approached by them was one of those moments where we suddenly appreciated the positioning of the brand world-wide. We are now, by far, the world’s largest premium shoe care brand in the world.” The brothers accepted, and as of January 2019, Crep has been the official licence holder for Adidas shoe care.

‘Athleisure’ has become increasingly fashionable, thanks in part to the influence of YouTubers, as well as fitness gurus promoting their lifestyle via Instagram. Alongside this, the global footwear market is set to grow to £250.24bn by 2023. With a view to move more into the clothing segment, Crep is working on developing a waterproofing solution for streetwear that is equivalent to its shoe

A FOOT IN THE DOOR

products, but there are no plans to rush this out until the product is of the right standard.

Currently, it is in the development stage, but watch this space. In the meantime, the company plans to focus on expanding into its new global locations, and continuing to stay up to date with its market as the passion for footwear continues to increase.

What these brothers have achieved is an inspiration: they didn’t have experience in the sector, and people doubted their vision, but with a combination of faith and talent, they stuck with it and made their dreams a reality.

“We created a category. We wanted to be the Red Bull of sneaker care, and I think we achieved that.” As we enter a new year, perhaps Crep’s success can inspire future entrepreneurs.

We asked Nohmad what advice he would give to someone looking to launch their own brand – particularly those looking to push the limits of their category:

“Don’t always follow the rulebook, because if you follow the rulebook, you can’t innovate, and it’s innovating away from the norm that allows you to succeed.” The most important thing for Crep was to make sure that their product answered a question for the consumer; with this as a foundation, the rest comes down to engagement. “Challenge the status quo and always, always follow those inputs and the marketing. Do that, and the volumes will come.”

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AMAZING WORLD

CELEBRATING SHOGATSU

by David Kimberley Since 1873, the official Japanese New month. Interestingly, mochi is made into a New Year (Shogatsu) has been celebrated on Year’s decoration called kagami mochi, which is the 1st January (Ganjitsu). This is a festival formed from two round cakes with a tangerine with a number of customs that are unique placed on top. to the country, many of which may not be It is not just food that defines the widely known. celebrations, however. At midnight on the 31st During the celebrations, the Japanese December, Buddhist temples across Japan ring people eat a selection of dishes known as their bells a total of 108 times to symbolize the osechi, many of which are sweet, sour or 108 human sins in their beliefs, and to get rid of dried, so there is no need for refrigeration. the worldly desires in every citizen.

These traditional delights date back to a time A major attraction during Shogatsu is the before homes had fridges, and have continued Watched Night bell in Tokyo, which is rung 107 to present day. There are many variations of times on the 31st, then once past midnight to osechi, from sashimi and sushi to the seven- signify the ridding of sin from the previous year herb rice soup that is prepared on the seventh into the new one. day of January, a day known as jinjitsu.

The Japanese also have a custom of sending Another custom regards mochi - special rice New Year’s Day postcards (nengajo) to friends cakes that are created by boiling sticky rice in a and family, which is similar to the sending of wooden container, with one person patting it Christmas cards. Originally, these were sent to with water while another hits it with a mallet. those loved ones who live far away, to let them Mashing the rice this way forms a dumpling of know that they were still thought of and that sorts that is made just before New Year’s Day all was well at home. The postcards are sent so and then eaten during the first few days of the that they arrive on the 1st January, so the end 32 | Endeavour Magazine

of the previous year is the busiest time for the post offices, who often hire students part-time to help deliver them all.

If a loved one has died during the previous year, a mourning postcard (mochu hagaki) is sent instead to inform friends and family that they should not send nengajo out of respect for the deceased.

The standard design on nengajo is that of the respective Chinese zodiac sign, so many postcards will have the Rat displayed for 2020.

Even though we live in the digital age now, nengajo remain popular in Japan. However, it has been noted in recent years that the younger generation have started exchanging greetings via their mobile phones instead. This has slowly become accepted by society, albeit reluctantly.

On New Year’s Day, there is also a custom known as otoshidama which involves the giving of money to children by their adult relatives. It is handed out in small decorated envelopes called pochibukuro, and the amount of money given depends on the age of the child. However,

Endeavour Magazine | 33

when a family has more than one child, usually the same amount is given to all.

The Japanese people enjoy playing a variety of games during the New Year period, including the very popular takoage (kite flying), koma (spinning tops), karuta (playing cards) and fukuwarai (placing paper eyes, nose, mouth etc. onto a paper face while blindfolded, a little like Pin the Tail on the Donkey). These old-fashioned games are still popular today, although again, the encroachment of the digital age means that the younger generations are turning towards video games and electronic party games.

There are even traditional entertainment events that take place for the Japanese New Year. For example, it has been customary for decades to watch the TV show Kohaku Uta Gassen, which is aired on New Year’s Eve. This popular show features two teams of popular music artists competing against each other.

The final of the Emperor’s Cup, a national football elimination tournament, also takes place on New Year’s Day, usually in the Olympic Stadium in Tokyo. This has taken place since 1969 and is televised, too, being a major sporting event celebrating the start of the New Year.

A very interesting and perhaps surprising tradition in Japan revolves around Beethoven’s Ninth Symphony, which is performed throughout the country during the festival season. This piece of music was introduced to 34 | Endeavour Magazine

Japan by German prisoners-of-war held in the country during World War I. In 1925, Japanese orchestras began performing the symphony and, during World War II, the imperial government promoted performances to encourage allegiance to Japanese nationalism.

After the war, Japan underwent hard times economically and so orchestras began promoting performances of the symphony around New Year’s Eve. In the 1960s, these performances became more widespread and the tradition was fully established.

Less known is the associated festival of Little New Year (koshogatsu), which celebrates the first full moon of the year around the middle of February. However, this is now celebrated early often on the 15th January. Little New Year festivities include prayers for a bountiful harvest, eating rice gruel in the morning and the removal of New Year decorations. There is even a ceremony in some temples called Torin-in, which is similar to the Chinese Lantern Festival.

All of the New Year celebrations across Japan show the diverse and fascinating nature of the country. Whilst there are many differences, there are also many overlaps with other cultures – most of all, the importance of enjoying the season with friends and family, and looking ahead to a prosperous and healthy New Year.

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BUILDING TANZANIA TWIGA Cement chevron-square-right www.twigacement.com phone-square +255 746 810 930

The construction industry and the country it supports exist hand in hand – if one is thriving, so is the other.

We spoke Yves Mataigne, Commercial Director at Twiga Cement, about Tanzania’s ongoing infrastructure push, and the steady, consistent growth happening in the exciting African country.

Lastly, we of course spoke about how this growth is proving positive for TWIGA Cement and the many local and international contracting partners it supplies.

Written by Alice Instone-Brewer

T

wiga Cement was founded in 1966, though it was nationalised in 1978 and later privatised again in 1998. It is now a part of the HeidelbergCement Group – a Germany-based company with operations around the world. Whilst a part of a far larger machine, Twiga is an impressive entity in its own right: the Portland cement producer is one of the largest in Tanzania. “We don’t have the largest theoretical production capacity in Tanzania, but nevertheless, we are perceived as the market leader” Yves explained. “We have a production capacity of around 2 million tons, and this year, we will again improve the sales volumes sold this year compared to prior year. This achievement leaves our competitors clearly behind us.

As those figures show, Twiga is currently operating close to full capacity, which is fantastic news, but also a prompt that further expansion is required. The company could complacently stay as it is, but not wanting to miss out on business by being caught short, it is working to push what it is capable of, ready to meet rising demand from the country as it grows – and growing it is.

Yves told us that the true appeal in Tanzania is that it not only has growth, but stability, Endeavour Magazine | 37

TWIGA CEMENT which is far more valuable than growth in a volatile market or country. “Tanzania is a very interesting country in the region for many reasons. What you see here is that growth and stability are going hand in hand together.”

Tanzania’s GDP isn’t growing at the rate of some of its neighbours, but it is on a continuous, gradual increase. Its average growth over the past 25 years has been 6.2% a year, with the maximum hitting 8% and the minimum 3.5%.

Compared to its next-door neighbour Kenya, which reaches 16%-20% for some years, this is nothing much, but at the same time, it’s stable and consistent, in a country that can support and utilise it.

There is still a way to go. Currently, 37% of Tanzania’s inhabitants are living under the poverty line. However, there are reasons to be optimistic for the future. “There are lot of factors in this country that are very interesting.

We have 162 different tribes, but they all speak in one common language, which is Swahili, and there are no tribe wars. There is also no tension

MINING & INDUSTRIAL SOLUTIONS (T) LIMITED

38 | Endeavour Magazine

between the two main religions in the country - the Christian and Muslim communities are living peacefully together. All of that gives people confidence.”

Thanks to this stability, and to a peaceful democracy in the country, Tanzania is proving a popular destination for people to move to.

This year, it has received 1.5 million inhabitants, and this is projected to continue. “On this front, it’s a fast-growing country. So, of course, there is the daily challenge of policies changing, and a government that is putting a lot of stress on short-term action, but on the other hand, the long term is going in the right direction.”

As inhabitants and the GDP increase, the country must grow and develop with it. Tanzania is amidst a broad four-pronged development of its infrastructure, all of which makes work for companies such as Twiga, and the wider sector it plays a part in. Yves talked us through these four areas of development, to show us just how much activity is taking place in the African country. Firstly, there’s the road network, which the government has been improving for some years, and, in a similar vein, there is a push to improve the railways. “So, there is now a very important railway project ongoing,” Yves told us, “which is connecting Dar es Salaam to the capital, Dodoma, and then that connection will start to go towards Rwanda.” Dar es Salaam is Tanzania’s main port, and it, along with its other ports and harbours, are the third prong of the development push. Dar es Salaam’s port, in particular, in an important access point for Tanzania’s landlocked neighbors, such as Zambia, Uganda, Rwanda and even the DRC. Lastly, there is also a push to develop the country’s airlines, from international airports to smaller, local operations, including the restoration of existing terminals.

This work is something that Yves expects to keep growing as steadily as Tanzania itself.

This being the case, the fact that Twiga is already operating so close to capacity means that something has to change, if the company intends to be ready to match the demands of the future. Yves told us that he believes in evolution, rather than revolution: the gradual development of what exists, instead of a radical upheaval. “We’re keeping the reasons that we

BUILDING TANZANIA work well, and we’re just changing the status quo. We’re not going to build a new mill or a new kiln, but we do have an interest in the rehabilitation of an old mill, which has been less reliable over the past years. We thought it wasn’t needed anymore because we have two new ones, but, as the market is increasing, we will invest some millions of dollars to get it back on track.” By doing so we will be able to again increase our output by 200,000 ton/year. This restoration reduces waste, and makes the most of what Twiga already has, which is a more sustainable choice, as well as wiser business.

When it comes to sustainability, Twiga’s greatest focus is on the responsible handling of its mines. Limestone is the key raw material used in cement production, and Twiga has its own quarries for its extraction. The company is also contentious about not wanting to leave any damage behind, and so takes steps to restore the land to how it was when it arrived. This effort includes landscaping and the planting of trees and other plants, as well as interventions

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TWIGA CEMENT enacted under the advice of biodiversity experts that visit from Twiga’s colleagues in Germany. On top we are giving support to the local communities via an involvement in their many schools around the plant.

This is one of the many ways in which the HeidelbergCement Group supports Twiga and its other subsidiaries. It holds Twiga to higher safety and quality standards than are required by Tanzania, but as well as holding it to these standards, it supports it with a wealth of experience and technical expertise in every area of cement production. However, although they are an ongoing source of support, they also leave Twiga the space to operate: “On a local leave, we operate with a lot of autonomy, able to react to local circumstances, but always backed up with the knowledge of an international group operating behind us. This way of operating has always been the culture of HeidelbergCement: we can call on their expertise, they help us, but in the end we just work together.”

One of the benefits of being in this global group is a high level of cooperation and exchange between the companies. For example, for staff training, workshops are often hosted in different locations, with staff from all over the continents flying in to learn on a particular topic. Yves told us that Twiga recently hosted a workshop on procurement, and earlier last year, colleagues from Germany came over to exchange during a highly technical workshop on the kiln maintenance in particular.

Yves doesn’t underestimate his staff, or the importance of the company and the Group investing in them: “Our people are making the difference on a daily basis. One of the main reasons is the competence in the people we are employing, and in the consistency of their work. For us, it’s consistency for our customers that matters, and thanks to that consistency, we are valued as the most reliable cement producer in Tanzania.”

Over 10% of Twiga’s business comes from the export market, including Rwanda and the

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BUILDING TANZANIA DRC, but the vast majority of its business is local. This includes Chinese contractors, who have a high presence within the country, but Yves has been delighted to see Tanzania-based contractors also coming through strong. As for distributors, the company has a limited but powerful network, including a primary ‘Big Five’, as it calls them, which always have some stock in the market and thus are a constant stability for the company.

Tanzania may be growing slowly, but it is growing, and from a foundation of peace that paints a positive picture for the country long term. Companies like Twiga are directly affected by this growth, and with its finger on the pulse, Twiga is making wise moves to prepare for these future opportunities. Like the country itself, these moves are slow and steady, but, like a sturdy structure of concrete, stable and built to last.

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RAISE A GLASS Angostura chevron-square-right www.angostura.com phone-square 868-623-1841

Angostura is one of the Caribbean’s leading rum producers, and the world’s most highly awarded rum range. As we finish making merry during the holiday season here at the Endeavour office, we took a look at Angostura to see if we could find out their secret for the perfect beverage.

Written by Alice Instone-Brewer

W

hen selling an alcohol, more so than with most other products on the market, there is a focus on legacy. The history of an alcoholic beverage has a romance and an authenticity to it that seems to be woven into the taste of the drinks themselves – or, that’s what successful marketing of a luxury and lifestyle product will make us think. A well-crafted spirit takes time and care to produce, and that artisanal process inspires an awe and interest; sure, we could just grab a bottle from the shelves, take it home and drown it in a mixer, but a true appreciation of mixology encourages bars and consumers alike to put as much thought into the cocktails we make or the spirits we use as its producers think about its ingredients. After all, these recipes can date back hundreds of years, and the subtleties in aroma and taste are the reflection of this legacy, as well as the lengthy process that has gone into fermenting, distilling and aging the liquid you are drinking. In short, it’s no wonder there’s an appeal in learning the story behind our shots, and Angostura certainly has one.

First of all, who are Angostura? The company is one of the Caribbean’s leading rum producers, and is the world leader for bitters. Its rum is, as the company brags itself, “100% Trinidadian.

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ANGOSTURA Made in one distillery, on one island, much like a single malt...Only better.” The company, too, is proudly Trinidadian, though its origins lie in Venezuela. It began in 1825, when a Dr. Johan Siegert created his perfected formula for aromatic bitters – Amargo Aromatico - with the intention of using these bitters in his medical practice. He was Surgeon General to the armies of Simon Bolivar, and so, with this surprisingly militant and medical background, the iconic drink was created. At the time of this creation, Dr. Siegert lived in the Venezuelan town of Angostura, where the resulting company takes its name. (These days, this town is known as Ciudad Bolivar.)

The family moved to Trinidad in 1875, where Siegert’s sons, Carlos, Alfredo and Luis, founded the company Dr J.G.B Siegert & Hijos. From a small factory in the Port of Spain, this company produced Johan’s aromatic bitters, which through the sons’ entrepreneurship became an internationally sold product. Business continued at a steady pace until 1903, when

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Carlos passed away, leaving Alfredo and Luis to run the company together. This is where the story takes an unexpectedly royal turn: in 1904, Alfredo was appointed purveyor of Angostura aromatic bitters to the king of Prussia, and in 1907, to King Alfonso XIII of Spain. If this wasn’t enough, in 1912, the company – now a public limited company registered in England – was appointed as purveyors of the bitters to King George V. In 1922, the company changed its name to Angostura Limited, the name it holds today.

There is a drama and story-like quality to think of these simple family beginnings that led on to international royal recognition. As many stories do, however, the timeline goes quiet of developments here until the late 40s, with two world wars affecting business at every corner of the globe. Thankfully, the company held firm, and in 1949, it expanded its operations to bring it a significant step closer to what it is today, by founding d Trinidad Distillers Limited. Today, this is where the magic happens. As well as expanding its resources, it expanded its team, bringing chemists and sugar technologists to lend their expertise to the perfection of Angostura’s recipes, and in 1952, history repeated itself once more, with the company’s appointment as manufacturers of Angostura aromatic bitters to His Majesty, King Gustav VI Adolph of Sweden, and in 1955, to Her Majesty Queen Elizabeth II - a Royal Warrant it holds to this day.

So how is the rum made? The recipe is even more important than the company’s origins, and it dates back just as far. Key elements in this process are the same today as they were when the distillery was founded, and other elements go back even further, to the family’s wellguarded recipes. First, every Angostura rum begins with molasses, which is used because of its robust aromas and flavours. The yeast used for fermentation is even more iconic than this: rather than using any old yeast, Angostura’s labs create their own, every day, from samples of the yeast first used when the company began distilling. As the company admits, “It’s a more expensive approach, but we believe, well worth it.” As it ferments, yeast reacts and, as well as alcohol, creates other flavours and elements

ANGOSTURA

that can vary from batch to batch, meaning that Angostura’s re-created yeast ferments in a way that is unique to them.

This fermentation process technically takes 48 hours to complete, but Angostura will often leave it to stand for 72 hours, in order to let the flavours further develop. Then, in industrialsized column still, this mixture is distilled, in order to remove excess water and leave only the alcohol and these other flavours behind.

Once this is complete, the next step is the most iconic part of rum production: the aging process.

Angostura believes in upholding tradition, and therefore ages its rum in barrels. Not only this, it uses genuine, once-used American whiteoak barrels, which they say “infuses the liquid and help to create the rich character of all our rums.”

“We’re very particular about our cask collection”, a sneak-peak video into Angostura’s rum production process shares. “The barrel plays a critical role in the aging of our rum. The

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oak cask does four things: It mellows the rum, purifies it by removing ‘off’ smells, enhances the flavour and aroma, and allows the rum to generate new components to add complexity.”

Angostura has a collection of over 80,000 barrels, all of which are maintained by the distillery’s cooperage. A cooperage is where coopers, aka barrel makers, make sure that the metal bands on the barrels keep them tightly bound. This is to reduce how much spirit content is lost from the mixture during the aging process – a loss that is traditionally and whimsically called “the angel’s share”. There’ll be no drunk angels if Angostura’s coopers have anything to do with it!

Using this process, Angostura both produces pure rums, and blended rums, which are prepared with extreme precision to get the very best out of the different nuances in their rums to create the best combined flavours.

In the company’s words, “The blender must be highly skilled - one part artisan, one part

RAISE A GLASS

scientist – in order to ensure the finest quality and consistency.” Finally, the beverages must pass a taste test, and then they are sent off into the world.

Angostura became Trinidad & Tobago’s largest non-oil exporter in 1971, and the company has received more awards for its various rums and bitters than any other rum brand. It re-imagined its packaging and marketing in 2010, which elevated it to the premium status it holds today, and to date, it is sold in 170 markets around the world.

When you sell an alcoholic beverage, you sell an experience, and Angostura has captured how to do this. It is a part of its market that it understands just as much as its beverages themselves: “Our mission is to craft unique beverage brands, enrich lives and create moments that bring joy and laughter. The value we create uplifts the lives of our people and brings the spirit of Trinidad and Tobago to the world.”

DL Diversified Limited

Diversified Limited has been in the business of blow molding of High Density Polyethylene (HDPE) and Polyethylene Terephthalate (PET) for more than 15 years.

Factory Road, Chaguanas Trinidad, West Indies

At Diversified, we have a wellequipped Quality Assurance laboratory. Our QA technicians are trained to use calibrated instruments to test any bottle that is produced.

Phone 1-868-672-6720 www.diversifiedlimited.com

We take pride in our ability to customize a product for any customer. We work with them unti we can produce the bottle to the Endeavour Magazine specifications they have| 49 outlined.

AMAZING WORLD

THE FOREST OF KNIVES

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eep in the heart of the Melaky region of north-western Madagascar sprawls a natural phenomenon unlike any other. Sinisterly dubbed by the locals the ‘forest of knives’, the Tsingy de Bemaraha is almost entirely devoid of the typical characteristics of a forest. Instead, it is a labyrinthine network of rocky pinnacles, caves and canyons that evoke fantastical visions of a monstrous lair.

Forged from 200 million years’ worth of violent monsoons and the erosion of karstic plateaus, the limestone needles now form a stone jungle, and have been labelled the New York City of nature. A dizzying concoction of claustrophobic corridors, colossal towers and razor-sharp rocks at ground level, it is no wonder that the Tsingy de Bemaraha is one of the least visited national parks in the world since it was given the title in 1998.

The region is divided into two parts; the Petit and the Grand Tsingy. The Petit Tsingy is home to rocky formations of about 20 metres tall, and the Grand Tsingy reaches the staggering height 50 | Endeavour Magazine

by Eve Wright of 100 metres. This, combined with canyons that can be as narrow as one metre wide in places, creates a wondrously bizarre cathedral of stone unlike any other.

Deriving from the Malagasy word ‘to walk on tiptoe’, both the Grand and the Petit Tsingy are places where, as their name suggests, extreme care is required. Navigating the network of steeples and summits is no straightforward task, and while the park is a climber’s dream, both the toughest wits and some serious climbing gear are imperative.

Unsurprisingly, the Tsingy is notoriously difficult to access. The park itself is only open during the dry season, and even then, entering the maze of stone proves challenging. This, combined with its rather unwelcoming persona, has prompted a variety of tales and legends.

The jungle of passageways and caverns, all forged from the same grey limestone, means that traversing the Tsingy can become disorientating. The native Malagasy avoid venturing into the Tsingy, and locals and tour guides alike are quick to narrate the ‘legends

of the lost’, who disappeared amidst the rocky hallways.

The Tsingy also boasts the estimated largest underground cave system in the world.

Primarily uncharted, no one quite knows what lies within these grottos. Those who do venture into their cold embrace find the tunnels damp and claustrophobic. They might appear to be completely devoid of life, yet wildlife does exist and even thrive within these limestone pinnacles and caverns.

The park has been heralded as a hive of biological diversity and endemism, with the estimated rates of general endemism being around 86%. This mineral forest is home to such a unique collection of species - many that are still unknown - that is has been labelled ‘the eighth continent’.

No fewer than 11 lemur species can be spotted frolicking amongst the rocky precipices of the Tsingy, one of which - the Sambirano lesser bamboo lemur - can only be found in this region. Further to this, over 100 bird species and 45 reptiles and amphibians also call the Tsingy home, alongside five different

species of bat, and 650 plant species. All the wildlife has adapted in various ways to the harsh climate, which can either be incredibly arid, or continuously wet in the rainy season.

The variety of wildlife which Tsingy can support is vast and impressive, considering its seemingly sparse facade. A single limestone needle, for example, might harbour differing ecosystems on its base, slope and peak. The national park was declared a UNESCO World Heritage Site in 1990 and has since become a treasure trove for biologists and scientists alike due to the richness of its flora and fauna.

The Tsingy remains a source of mystery and intrigue for natives and tourists alike and attracts adventurers from all over the globe who are eager to uncover its enigmas. While visitors and locals may never be privy to the innermost secrets of the stone forest, it is an inspiriting consolation to know that life does indeed abound within its the cold grips, and that the Tsingy will continue to inspire and fascinate all those who come into contact with it.

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TRINIDADIAN SUPPORT D Rampersad chevron-square-right www.drampersad.com phone-square (868) 671-7267

Trinidad and Tobago – they’re islands that we keep coming back to at Endeavour, and with good reason. The twin Caribbean islands are well known for their industry, particularly in the oil and gas sector, with its ports and the Point Lisas Business Park forming a focused hub of this activity. We got back in touch with Avinash Rampersad at D. Rampersad, one of the largest providers of engineering support in Trinidad and Tobago, to hear about this successful family-run company’s plans for the new year, and how these will help it further take advantage of its position in this thriving industrial region.

Written by Alice Instone-Brewer

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Rampersad & Company Limited operates one of the largest ISO certified service centres in Central Trinidad. An engineering support operation of this scale, in a region as driven by heavy industry as Trinidad and Tobago, is already a recipe for success, but of course, it is also a market that is filled with competition. D. Rampersad had to reach the position in that market that it now holds, and in order to stay on top, it cannot get complacent, but must always strive to improve. We spoke with Avinash Rampersad, D. Rampersad Director, about his family’s legacy, and how their company plans to increase its success in 2020.

Some industries never sleep, so neither does D. Rampersad: the company’s facilities are open 24 hours a day, equipped and ready to assist with an emergency no matter when it occurs. The support it offers is specialised, and yet wide-reaching, with the correct equipment and expertise for in-depth solutions in many an industrial context. We asked Avinash what he feels sets the company apart, and he replied that it’s “A one stop shop! D. Rampersad identifies itself as an organisation that offers diversity of business, which in addition to our one-stop approach, puts us in a fairly unique Endeavour Magazine | 53

D RAMPERSAD

position with respect to other predominantly local service companies.”

This extensive range of services includes CNG services and automotive engineering; valve refurbishment, fabrication and welding; water treatment plant installation, refurbishment and maintenance; machine shop services; and framework maintenance. These services and more are available specifically for companies and clients in the energy, petrochemical, power, steel and process industries – aka, the cogs that make the wheels of Trinidad and Tobago turn.

The majority of these services are offered from D. Rampersad’s main office, which is located in Central Trinidad and is one of the largest of its kind on the island. The company also has a second facility, which is located on the east of the island and focuses primarily on automotive engineering.

“We recognise maintaining our market share is highly dependent on repeated high standards, deliverability and customer

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requirements and satisfaction,” Avinash told us.

“We use state of the art machinery, maintain our ISO 9001 and other local industry related safety and quality certifications to ensure the highest standards are utilised throughout all our business processes.”

As well as these services, the company also provides both equipment and aftermarket equipment support for a wide range of major brands and specialist parts. “At Rampersad, we intelligently choose our business relationships and partnerships so these are of the greatest benefit to our customers. Equally, we actively maintain these collaborative relationships to promote our business and that of our partners.” Some of D. Rampersad’s equipment partnerships include major international OEM companies such as LEWA, Sulzer and IMW (Clean Energy Corporation). As the sole distributor or service centre in Trinidad for some of these companies, these partnerships are a key way that D. Rampersad is able to stay ahead in its market.

Finally, the company also offers manpower/ labour services and personnel to fill related gaps their customers are experiencing. This includes both remote online services and on-site specialists and technicians. In fact, surprisingly, a massive 48% of D. Rampersad’s revenue is generated from the supply of human resources, most of which comes into play during planned plant shutdowns.

With all of these areas covered, how does D. Rampersad plan to expand its position in 2020? Avinash was keen to get into it: “It is very exciting news to share that by year end, we will be relocating our facilities to the Point Lisas Business Park, still considered central Trinidad but also the heart of the country’s petrochemical sector and where the vast majority of our clients are located. This is a move that will enable Rampersad’s growth, expansion and sustainability, and most importantly, allow us to enhance our customer service and clientele confidence.”

D. Rampersad aims to be settled in Point Lisas by the end of Q1/2020. On top of this, it has also spread the reach of its services, doing work for companies around the Caribbean, and

D RAMPERSAD

it aims to establish itself in Guyana by Q1/2020.

Finally, as a part of all of these changes, the company is also branching out into Electrical and Instrumentation services, to even better fulfil its ‘one-stop-shop’ reputation.

Often times, periods of growth are the result of a fruitful economic period in the company’s country and sector, but for D Rampersad, it is happening despite a quiet period. “Despite an uptick in natural gas production and improvements in the construction and finance sectors, lower levels of economic activity were recorded in both the energy and non-energy sectors in the earlier part of this year,” Avinash shared with us. “The foreign exchange market remained tight despite increased forex inflows from the energy sector, adding to the challenges of the local companies buying power for international goods and services.” Thankfully, as D. Rampersad provides services, rather than deals directly in oil and gas, this means it has had the diversity to continue to thrive during

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this period. Above all, though, Avinash believes the company’s strength lies in its treatment of its customers: “At D. Rampersad we distinguish ourselves from our competitors by focussing on the needs of our customers, continuously improving our service and delivery times, and we almost always aim to provide the service to our clients directly rather than subcontract work. In so doing, we are able to give our customers the best prices and value for money.”

The D. Rampersad team currently averages at 150 people, all of whom it carefully trains both in-house and through external programmes.

One challenge in the industry that Avinash listed is that competing companies may seek to snipe and recruit trained staff, but D. Rampersad prides itself on its internal promotion structure and its treatment of employees, and the resulting staff retention rates. “I am privileged to say that the majority of our employees have

TRINIDADIAN SUPPORT

been with us well over ten years, and about 15% of the staff for more than 20 years.”

The correct treatment of staff is important not just to Avinash, but his whole family, and the wider D. Rampersad leadership team. Nirmal Rampersad, the company’s Chairman and Avinash’s father, had this to say on the topic: “The satisfaction at the end of the day is not just profitability, which is what everyone looks at to sustain business. Of more importance to me is my workforce, to ensure they are treated fairly and remain with us for a long time, because without our employees we could not survive.”

Avinash is a third-generation owner of D. Rampersad, which he has worked with ever since graduating law school over 20 years ago.

As a natural progression from his law degree, he began his career with the company as the Contract’s Administrator, looking after all of the company’s legal contracts. “However, my interests quickly sparked in every other area of the business but the legal department and I

invested my time learning about each division and seeking out sustainability and new growth opportunities for the business.”

Avinash remains passionately committed to the company, both to its future and its original roots. In fact, as the company continues to grow, it plans to look back at its origins: “This house started in the automotive industry, and that light has never left our hearts, more so my father’s heart. In recent times, we have been focusing on developing our automotive division and increasing our market share for the sale and servicing of CNG vehicles, as well as revamping our spare parts business…Stay tuned.” If a business can thrive even when the economy is quiet, it’s doing something right, and we can’t wait to see what’s next for D. Rampersad as it settles into its new locations and continues to expand the way it operates.

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SPREADING THEIR WINGS Sharjah Airport chevron-square-right www.sharjahairport.ae phone-square +971 6 558 1111

It’s the holiday season again for many of us, and that can mean a period of travel.

Whether you’re jetting off on holiday or traveling to visit far-flung family and friends, or even squeezing in that one last business trip, many of us will see the inside of at least one airport this winter.

Written by Alice Instone-Brewer

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hen we spend so much time in airports – usually hours before and even after our flight – it’s extremely important that they’re as well run and customer friendly as possible. After all, they bookend our trips, and our experiences in them can leave a lasting impression on whether or not we had a positive time away. As some of us get ready for our own holiday travels, and others nations stay hard at work, we spoke with Chairman of Sharjah Airport Authority (SAA) Ali Salim Al Midfa about how the airline has achieved its current success, and the ambitious plans that it has set in motion for 2022.

Sharjah is the third largest and most populated city in the UAE, following Dubai and Abu Dhabi. The first flight landed there in 1932, and ever since then, its success, and that of Sharjah itself, have always been closely linked. December is the third busiest time for the airport, in terms of passenger aircraft, unsurprisingly surpassed only by July and August. In these three holiday months, the number of aircraft on the move through the airport is in the 7 - 8,000.

As Al Midfa told us, the airport “benefits from Sharjah’s strategic location and welldeveloped, diversified economy”. As the official Endeavour Magazine | 59

SHARJAH AIRPORT

airport for Sharjah, it handles a great amount of traffic in both travel and trade, and with a high number of passengers and flights passing through it, its smooth operation is paramount.

Al Midfa assured us that under SAA’s guidance, the airport “provides excellent services and facilities to our passengers and partners.”

However, the proof is always in the pudding, and in this case, Sharjah Airport comes up trumps: in 2019, the international airline database OAG ranked Sharjah first in the Middle East and North Africa and fourth internationally in terms of punctuality and on-time performance.

This is not an award, but a statistic, meaning there is no potential selection bias at play – just the data.

As well as applying this efficiency to their passenger flights, SAA also runs a tight cargo operation, aided by E-cargo processes and a carefully designed modern infrastructure which allows it to operate in an eco-friendly way. These services aren’t just limited to the air,

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either; SAA offers an inter-airport connectivity service through its ground handling crew, taking on any and all cargo, including dangerous goods, perishables and even livestock. To top it all off, it offers this service for a full 30% lower than its competition.

Under Mr Al Midfa’s leadership, Sharjah Airport has experienced record growth in terms of both passenger numbers and cargo.

Last year, more than 12 million passengers used Sharjah Airport, and this is projected to keep growing. In response to this, SAA has devised an ambitious and thoroughly planned AED 1.5 billion expansion for the airport. Al Midfa is overseeing the expansion project, which will increase the airport’s capacity to 20 million passengers by 2025. “The project includes the expansion of the existing terminal building, which will include two departure halls and two passport control areas to maintain the flow of passengers through the airport. A new VIP lounge with a separate entrance and exit will

SPREADING THEIR WINGS

serve businesspeople in the UAE. Inspired by the fact that Sharjah is the Cultural Capital, the exterior of the terminal building will be shaped like the wing of a plane ending in a structure shaped like a book.”

As Al Midfa told us, part of this growth is thanks to the directives of His Highness Sheikh Dr Sultan bin Mohammed Al Qasimi, Member of the Supreme Council and Ruler of Sharjah, and His Highness Sheikh Sultan bin Mohammed bin Sultan Al Qasimi, Crown Prince, Deputy Ruler of Sharjah and Chairman of the Sharjah Executive Council. Input from this high level shows the airport’s importance to Sharjah, and the UAE as a whole, as an essential transport link. The leaders had close involvement in the development process, including reviewing and approving of the final plans.

In conjunction with this expansion, the airport’s services also continue to grow, with many new airlines joining Sharjah’s regular

UNITED ARAB EMIRATES . SHARJAH (SHJ)

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SHARJAH AIRPORT

roster even in these years that run up to its completion. “Sharjah is the preferred airport for many international airlines entering the region’s markets,” Al Midfa told us, “And we welcomed a number of new airlines in 2018 and 2019.” These new airlines include the first Pegasus Airlines flight from Sabiha Gokcen International Airport in Istanbul, Pakistan International Airlines’ inaugural flight from Sialkot, Cham Wings Airlines’ first flight from Damascus and the first Jordan Aviation flight from Amman. As well these new flight routes, the airport also receives unscheduled weekly flights from a number of charter airlines in Russia and Central Asia, including Russia Air, Royal Air and SCAT Airlines.

To support this boost in traffic and activity, SAA isn’t just investing in its terminals. Its expansion plans also include improvements to the road access to the airport. As part of a planned new 1,200m road network, a new bridge to the airport has already been opened, representing an AED 85 million investment.

In further preparation, the airport has also added 1000 new parking spaces to its lots, and added a range of new facilities to improve the ease of passenger flow through the airport, including smart gates and a Sharjah Airport App that includes flight tracking, a boarding pass scanner, interactive map, and a chat box to offer support.

Meanwhile, on the marketing front, SAA also made a deal with Provantage Media Group earlier this year. Provantage specialises in commercial advertising at international airports - in other words, it manages the many posters on terminal walls (digital and physical), adverts in in-flight magazines, and other instances of advertising space within an airport. In an effort to boost its business revenues through making the best use of such spaces, SAA signed an agreement with Provantage to allow it to manage these spaces for the next eight years, which will therefore carry over into the launch of the new areas of the terminal once they are constructed.

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Al Midfa was appointed as Chairman of Sharjah Airport Authority in April 2014 by His Highness Sheikh Dr Sultan bin Mohammed Al Qasimi, Member of the Supreme Council and Ruler of Sharjah. He originally joined the airport in 1996, and held a number of different managerial posts before becoming a Director of the airport in 2005, and Director General in 2012.

In total, from both Sharjah Airport and previous positions, he has 23 years of experience in the aviation industry; he was twice elected Director of Airports Council International (ACI) AsiaPacific Region, and also holds several posts with international aviation bodies, including Chairman of Sharjah Aviation Services (SAS), and Chairman of DUFRY Sharjah. He uses this experience not only to keep an eye on the competition, but to support his people from the ground up: “I make it a point to stay abreast of new management practices at international airports. I also visit the departments at Sharjah Airport Authority to provide support to the teams.”

Under Al Midfa’s leadership, Sharjah Airport continues to strengthen its position as a global gateway to the UAE, not only expanding its capacity, but investing in the improvement of customers’ experiences, as well. A company can grow in capacity, but to the detriment of its smooth operations, but through thoughtful additions like its app and even these new roadways, SAA is making sure that it supports everyone who comes through its gate. Al Midfa believes that this customer care has already tremendously helped in Sharjah Airport’s growth, and that SAA is ready to meet future challenges with innovations and creative solutions.

AUTOMOTIVES

2020 NISSAN VERSA

T

he latest in a series of redesigns, Nissan are saying that their third generation 2020 Nissan Versa is going to take the popular subcompact sedan to a new level, thanks to a fresh look, new safety features and the use of Nissan Intelligent Mobility technology.

Let’s start with these safety features.

Technology is a top priority in the new Nissan Versa, featuring Nissan Safety Shield 360, a prime example of Nissan Intelligent Mobility that helps provide front, side and rear safety monitoring and intervention technologies.

Safety Shield 360’s features include automatic emergency braking with pedestrian detection, rear automatic braking, lane departure warning, high beam assist, blind spot warning and rear cross traffic alert, as well as intelligent driver alertness and intelligent cruise control. On top of this technology, the car also features more traditional safety features such as child locks and the inclusion of ten air bags, positioned at pretty much every strategic angle.

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As for the design, Nissan has reimagined the entry-level sedan. The new look features lower, wider and longer exterior dimensions, whilst still retaining Versa’s roomy interior space. It is the latest in the makeover of Nissan’s complete sedan lineup following the flagship Maxima and all-new Altima.

Details such as the V-motion grille, boomerang-shaped headlamps and tail lamps, kick-up C-pillars and floating roof all give the vehicle a gorgeous look for an entry-level car.

Practical elements to the exterior’s design include heated side mirrors, which makes clearing them extremely convenient in cold weather, and the wider body of the design gives the boot a handy 14.3 cubic feet of cargo space.

As for the interior, more care has been taken over the quality and treatment of the surfaces than you would usually expect to find on an entry-level car, including smooth finishes and a leather steering wheel, giving this vehicle the

feeling of being at least one tier up. This feeling is true of both the interior and exterior of the car, making the Nissan Versa resemble something from a more developed price bracket. A ‘Gliding Wing’ instrument panel helps to expand the feeling of space through its light and sleek design. In fact, the entire cabin feels spacious, smooth and calming.

Of course, an attractive look only means so much if it isn’t matched by the car’s performance. All three of the Versa’s grade levels come with a next generation 1.6-litre 4-cylinder engine rated at 122 horsepower and a 114 lb-ft of torque. As an entry-level car, it isn’t the zippiest, taking a few seconds to accelerate, but it handles beautifully.

The 2020 Nissan Versa is available from $14,730, and comes in eight colour options: Electric Blue Metallic, Monarch Orange Metallic (premium colour), Brilliant Silver Metallic, Gun Metallic, Super Black, Scarlet Ember Tintcoat (premium colour), Aspen White TriCoat (premium colour) and Fresh Powder.

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SOLID STEEL LHL Engineering chevron-square-right www.lhl.co.za phone-square (031) 7055856

Founded in 1969, LHL Engineering (LHL) has been operating in South Africa for 50 years. Stationed in New Germany, just 15km from the Port of Durban, LHL has come a long way from its simple beginnings, and made the most of its extremely strategic location. We spoke with Nelson Govender, LHL’s Chairperson, about his family’s company and the broad reach it has achieved in its market.

Written by Alice Instone-Brewer

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ith half a century of experience, LHL Engineering is well dug in to South Africa’s industrial sector. Working with metal, it specialises in the fabrication of tanks, pressure vessels, heat exchangers, reactors and piping. It takes on all forms of fabrication to do this, using a range of steel grades, from carbon through to titanium and other exotic metals. This range in grades means a range in price points, and also in applications, so it’s no surprise that a broad spectrum of industries make use of LHL’s products and services. They are used by customers in the sugar and food industries, wood and paper, water and sanitation, chemical, petro-chemical, pharmaceutical and even the transport industries. In fact, transport is where LHL’s journey began.

When LHL was founded, it was created in order to support the import of the German LHL axel, a mechanical part used in the transport and logistics industry at the time. From this small starting point, it has grown and grown, filling its niche and then continuing to branch further and further out into other industries.

Although it was founded to support a German product, it has become local endeavour, and more than that, a family one.

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LHL ENGINEERING The Govender family makes up much of its leadership team today, with Nelson as Chairperson, Silken Govender as General Manager and Janice Govender as Financial Director. Each one has their own reasons for being passionate about the company and their work within it: for Janice, it is the sense of traditional and commitment to family, whereas for Silken, it is an enthusiasm for the engineering industry and being able to see it evolve first hand, and for Nelson, it is the constant challenge of business, and an ambitious desire to see the company improve and prosper.

To Nelson’s satisfaction, improve and prosper, it has: “We started off in the transport sector and now have a wide range of solutions supporting almost every sector in our economy.

LHL historically focussed only on workshopbased fabrication, but we’ve now evolved to include site-based solutions. We have adapted to our customers requiring turnkey project solutions.” It even offers companies a design

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service, with design and drawing facilities if clients wish to outsource this aspect of their process.

LHL’s fabrication and installation services are no small operations – LHL can boast some huge international clients, some of which are household names. This roster includes Bayer, BASF, Buckman Laboratories, Dow Corning, Tisand, Rohm and Haas, Sara Lee, Unilever, Degussa, Cray Valley Products, HOSAF, Scott Bader and even Coca-Cola. With this broad a reach, LHL is well and truly integrated, with a diverse scope that means whatever up and downs different markets take, it should be steady and secure.

“The majority of our products are manufactured for the Southern African market,” Nelson told us, “And we are currently working on expanding our international client base.”

The diverse industries its specialist offerings are used in make for a secure launch-pad from which to branch out to other nations. To date, the company has exported to Australia, Lesotho, Mozambique, Madagascar, Zambia, Angola, Tanzania, Mauritius, Seychelles, the Comores Islands and Hong Kong, and it plans to spread much further.

Whilst it intends to expand its export market, LHL is very aware of the numerous benefits of its physical location, and it plans to stay put.

New Germany is a town close to Durban in KwaZulu-Natal, South Africa. KwaZulu-Natal is South Africa’s second largest economy, contributing an average 16% to the country’s GDP. It has highly advantageous access to two of Africa’s largest ports, Durban and Richards Bay, with direct access to the Indian and Pacific Ocean rims. It is the second most industrialised area in the country, and is, unsurprisingly, one of the top locations for export, thanks to its location within world trade routes. All in all, it’s a perfect base of operations for a company like LHL. In fact, its manufacturing sector is the second largest in the country, topped only

by Gauteng Province, and two thirds of this is geared towards export. LHL’s move to expand its global reach will take greater advantage of this trend and its fantastic location for carrying this out with ease.

SOLID STEEL LHL is also looking to grow locally, and is looking for companies interested in benefitting from what they offer: “We are now at the growth phase of our business, looking for input from companies. We have 3000m² under cover, with opportunity to build on a further 2000m² of specialized workshop to suit other companies’ needs. Our site layout allows for effective flows that prevent unnecessary movement as we have three gates to facilitate this plan.

We also have 1500Amp of power which allows for installation of large machinery if needed.

We have improved our competitive strengths by way of accreditation in ISO9001/2015, ISO3834-2/Appendix 10 and complying to the safety standards of all our clients. We are currently working on ISO45000 accreditation.”

Given its established career in its sector, LHL is a member of the Southern African Stainless Steel Development Association (SASSDA).

Membership in this organisation comes with certain perks, such as the support of a board of experts and industry people who are ready

to speak with the government on its members’ behalf, and are looking out for the stainless steel industry in the country as a whole. Education, training and events are all parts of the benefits that SASSDA members can enjoy, but with this, there also comes a responsibility to uphold a certain standard. Nelson broke down these standards and responsibilities for us: “We commit ourselves to establishing and satisfying the needs of our users by timeously supplying competitive, quality products; maintaining high professional and ethical standards; through our commitment to interactive and constructive communication between the industry and those it serves; through respecting the dignity, integrity, and safety of the individual; by planning, creating and dedicating the resources necessary for the upgrading of skills, and through the ongoing technological development and upgrading of technical competence and facilities.”

This family-run South African company is dedicated to its country and its people as much

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LHL ENGINEERING as its legacy. “As a LEVEL 1 BBBEE Contributor, our staff policy is to afford opportunities to employees who exhibit the commitment and skills, with particular reference to addressing past inequalities.” As well as training, the company offers its staff medical aid and other benefits, looking after its own, because it knows that this way, its staff will look after it, too. “Our well-trained, happy workforce ensures stability and continuity.”

One of the main challenges that face LHL is what Nelson describes as the “incestuous” nature of South Africa’s industrial sectors. “This industry is very incestuous due to the limited employment scope. Economies of scale do not exist and engineering does not require large staff complements. Customers are not keen to change, and the customer base is almost the same as the industry in that it operates in a closed shop environment. Getting into new customer supply lists can take years if you’re lucky enough to become a vendor at all.” In part, LHL tackles this through a collaborative

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approach to business; through working with other companies and teams, it not only makes its own operations more cost effective, but it also helps to promote a ‘you help me; I help you’ culture that spreads opportunities further afield.

To keep itself in check, LHL has trained up some of its staff as internal inspectors, to keep an eye on LHL’s operations in addition to the third-party inspections that are required by law. This move to go above and beyond in the name of safety has helped LHL to produce its reliable products and smooth operations, as well as, Nelson told us, “resulted in us achieving a great track record with external inspection authorities.”

Inspectors aren’t the only people LHL has great relationships with – it also, as a successful business should, has a fantastic relationship with its customers. “Most customers are repeat loyal customers that we’ve proven our commitment to,” Nelson told us. That, more than anything, attests to LHL’s quality.

SOLID STEEL “Our reliability, quick responses and decision making, excellent lead times and management process makes dealing with us a pleasure.”

Having better service than the competition is certainly a goal for the company, and to this end, it has even gone back to the drawing board on how to approach some sectors: “We have re-strategised and increased focus in all sectors (especially petro-chemicals) that can offer repetitive scope in both maintenance and renewal/replacement, with increased emphasis on site solutions.”

Ultimately, LHL’s goal is simple: “We want to be a fast and reliable one-stop shop, with value and integrity as our key drivers.” This isn’t a goal that’s easy to achieve, but after 50 diligent years, it already finds itself in a strong position to charge on. Through pulling together all of the offerings it is already capable of, all it needs is to find those companies to collaborate with that can take it to the next level as we all enter the new year.

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NEW BLOOD National Blood Service Zimbabwe chevron-square-right www.nbsw.co.zw phone-square 00263 24 2251851

Whether private or public, health services rely on donors, for everything from organs after the donors pass away, to assistance that can be given more regularly. Of these resources, the most highly sought after and frequently used is, almost universally, blood. National Blood Service Zimbabwe (NBSZ) looks after this need in the southern African country. The organisation has since gone through a series of changes, as have Zimbabwe’s blood supply systems; we decided to investigate.

Written by Alice Instone-Brewer

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ntil last year, units of blood had a price attached to them for any Zimbabwean patient, whether they were on the public or private health care system. In 2017, up until October, the price of blood was around $100 per unit of blood. At the end of the year, between November and December, this price was reduced to $80, and commencing 2018, from January to June, it was lowered again, to $50. In July that year, blood became completely free for all public health institutions. Private health institution fees currently remain at $120 per unit. These fees have always been set in consultation with the Ministry of Health & Child Care.

It is NBSZ’s job to meet this need. As predicted, removing the price tag from blood has led to a spike in demand, as more patients are able to access the healthy blood that they need where previously, they would not have been able to afford treatment. This spike represents lives that are being changed by the new system, but eyes are on NBSZ to keep up.

In response, the organisation adjusted its targets, raising its previous annual goal of 80,000 units of donated blood to its adjusted 2019 target of 108,405 units. To reach this new target, the organisation has added new mobile Endeavour Magazine | 73

NATIONAL BLOOD SERVICE ZIMBABWE

collections teams in Harare, Bulawayo and Mutare, and has also held discussions with the government regarding the cost of blood collection, which the government has now agreed to subsidize.

In association with the World Health Organisation (WHO), NBSZ has a set of guidelines to make sure that donors are only giving blood if it is healthy and ethical for them to do so. For example, donors must be between the ages of 16-65 years old, need to weigh more than 50kgs and must be in good health.

The charity is looking at ways to reach out to new donors, as over half of donations (68%) are currently given by students between the ages of 16-20. This group represents only around one tenth of the population, showing that there are many areas of the population who still need to be targeted and reached correctly.

To assist with this effort, NBSZ is also upgrading its website with a feature that will allow donors to book their donations

online. This new system follows in the trend of many European blood services, and would allow NBSZ to gauge in advance the levels of donations it will receive in the coming months, which will allow it to plan accordingly and prevent any periods of low supply. The aim is for the website to be user-friendly, allowing donors to book their own appointments. The organisation is also starting to develop its social media engagement, a tool that it has previously under-exploited in terms of its ability to reach out to people.

All of these solutions should comfortably increase the number of donations that the blood service receives, and currently, it is not reporting any difficulties in meeting the new demand. However, in the wake of this positive change for Zimbabwe, there have been concerns raised. NBSZ ran into some media pressure in March last year when an article in the country’s Sunday Mail published an article titled, “Zim runs sort of critical blood stocks”. The

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article observed that the bank had five days’ worth of blood in its stocks and interpreted this as a sign that the banks were alarmingly low on supply. However, the NBSZ shot back in a statement from their Public Affairs Manager, Esther Massundah, explaining that whilst blood has a 42-day shelf life, keeping levels at a five-day stock avoids blood being allowed to expire from the bank being over-stocked. “The Blood Service confirms that the national blood bank currently has enough stocks for any procedures requiring blood transfusion at both government and private health institutions,” Esther stated publicly.

As well as issuing this statement, the blood service responded to the news report by apologising to both the public and to health institutions for any panic that the article had caused, and it plans to take proactive steps to assist the media in its health reporting to prevent such misunderstandings occurring again. The service therefore intends to host a

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series of workshops to educate health reporters and other members of the press on blood and blood-related issues.

In the recent past, concerns have also been voiced about NBSZ in regards to the organisation’s Board of Directors, many of whom had held office for several decades.

The Board had come under scrutiny for not attracting as many investors and as much government assistance as desired, with some donors and supporters concerned that these leaders were not doing enough to develop NBSZ the way it needed. Following this unrest, in June 2018, the news was released that the organisation would appoint a new Board.

The organisation has five branches: Harare, Mutare, Masvingo, Bulawayo and Gweru. All five groups held AGMs and voted on their new leadership. Justice Leslie Smith, who had held his position for 38 years, retired as the Harare chairperson for the organisation. His deputy, Elliot Mugamo, also stepped down. From each

NEW BLOOD

branch, two people were elected to collectively form the new board, which came together in July 2018.

Today, the change in NBSZ is clear, demonstrated in the various changes it is making to broaden its reach. These changes have not gone unnoticed, and in fact, the blood service received official recognition this May through the receipt of two awards from the Zimbabwe National Business and Leadership Council. Within the Health Sector segment of the awards ceremony, NBSZ’s CEO Lucy Marowa received the national ‘CEO of the Year’ award, and the blood service also received ‘Organisation of the Year’.

The organisation is also receiving acknowledgement from its peers; blood services from other countries have taken note of NBSZ’s changes and have reached out to them with the hope of learning from their progress.

For example, a delegation from Sudan is set to visit NBSZ to familiarize themselves with

their operations – both their long-established systems and the areas in which they have updated and grown. If anything is proof of faith, it’s this, and a clear sign that NBSZ is rising to the new bar set for it – fantastic news for the people of Zimbabwe, as they are finally able to access the care they need without a high cost, or any cost, attached to it.

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AMAZING WORLD

SOMEWHERE OVER THE MOONBOW

by James Lapping veryone knows that rainbows appear in light to reflect and refract water droplets/rain the sky when the sun comes out during to allow a moonbow to appear. In addition or shortly after a rain shower. These to this, the sky must be clear, and the area in optical structures have mesmerised people which the moonbow appears must be very for centuries and are even rumoured to have a dark. Due to the extent of light pollution from pot of gold at the end of them! They are a very cities and roads nowadays, there are few places common phenomenon around the globe, but where you can experience a moonbow. whenever they appear, they don’t fail to make If you are lucky enough to be travelling to people gaze in wonderment at the sky. somewhere with waterfalls, such as Yosemite However, there is something rarer and much National Park in California, Cumberland Falls more mysterious that graces our skies under State Resort Park in Kentucky, Victoria Falls in the darkness of the night: the moonbow. Also Zambia and Zimbabwe, or Waimea in Hawaii, known as a lunar rainbow, these mysterious these are all prime locations in which you may optical phenomena can only be found in be able to spot the rare lunar rainbow. As well specific places. They are very picky and require as being places of beauty of their own accord, various factors to coincide before they can imagine setting up camp in one of these appear in front of our eyes. national parks, hearing the drizzle of rain on For starters, regular solar rainbows require your tent, and peeking to look at the sky on the the sun to be shining. Even at its brightest, the night of a full moon and witnessing one of the moon is unable to produce the same amount rarest sights of this world! of light as the sun. However, if the moon is full, Fear not - you don’t have to travel far and and very low in the sky, it can produce enough wide to an area of natural beauty to experience

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the moonbow. Sightings can also occur closer to home. In March of 2019, a moonbow was spotted by a weather watcher in Cumbria, England. This was an example of the rarest form of moonbow: a super moon was in the sky, as it was the spring equinox, when the moon is closest to the Earth. The extra brightness of the moon meant that the moonbow appeared in full colour, whereas usually they are paler in shade – or even white.

As moonbows often appear as a white bow across the sky, they are much harder to capture for photographers. The naked eye can only see so much, but if you alter the settings on your camera and take a long exposure image, you will be able to see that the moonbow is made up of the same prism of lights as a rainbow – just far paler. These images capture the complete beauty of the lunar illusion.

The awe around moonbows has struck a chord with people for centuries, even millennia.

For example, Aristotle’s ‘Meteorology’ mentions

sightings of moonbows. This was recorded around 350 BCE, and notes musings on water evaporation, earthquakes and other weather phenomena, including moonbows.

So, will you ever see one? Maybe. There are still mysteries that surround the lunar sightings.

It is known that there should be a pot of gold at the end of a rainbow, but what lays at the end of its lunar equivalent? Is it diamonds? Silver?

There’s only one way to find out – by chasing the moonbow.

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KEEPING AFLOAT SATT - Shipping Association of Trinidad and Tobago chevron-square-right 001 868 625 2388 phone-square www.shipping.co.tt As twin islands with a booming oil and gas industry and an equally bustling leisure and hospitality trade, Trinidad and Tobago rely on shipping. The Shipping Association of Trinidad & Tobago has a hefty responsibility on its shoulders, so we took a look to see how it copes.

Written by Alice Instone-Brewer

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stablished in 1938, the Shipping Association of Trinidad and Tobago (SATT) exists to look after and represent not only the many ports that exist around the coasts of the island region, but also shipping agents, ship owners and operators, ship brokers, freight forwarders, and NVOCCs, among others. Its members include many wellknown names in the shipping or oil and gas industries, including Gordon Grant & Company Limited, Gulf Shipping, Seaboard (Trinidad) Ltd, NEC, BPTT, and both container ports – PLIPDECO and PPOS, T & T Marine Pilots Association. Unsurprisingly, there are many entities in Trinidad and Tobago that either work exclusively or closely with shipping, and these agents and groups rely on SATT to go between them and the government to represent their interests.

As with many such associations, SATT’s main responsibilities are to lobby and advocate in maritime-related matters, both to the Trinidadian government and other significant authorities and entities, including the UN, NGOs and other interested parties. It must also represent members’ interests to the industry’s regulators, and to facilitate communication and Endeavour Magazine | 81

SATT - SHIPPING ASSOCIATION OF TRINIDAD AND TOBAGO

cooperation between its members and these entities to promote trade and industry reform.

Whilst shipping is essential for Trinidad and Tobago, it is not a problem-free industry.

Far from it – elements such as rival ports on other Caribbean islands, both in terms of shipping and refueling, have caused difficulties for the country lately, and SATT recognises these difficulties as issues that it must help its members adapt and respond to. As the association states: “The association remains committed to strengthening the position of its members in the market-place, and promoting capacitybuilding initiatives. We have adopted a new membership structure to more strategically respond to the challenges plaguing the industry, and to enable more rapid change and transformation. SATT will continue to evolve to ensure that it remains relevant to its diverse membership in an ever-challenging environment.”

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That said, SATT has a long history, and in its time, it has seen Trinidad & Tobago through more challenging and elaborate changes than these, so it is confident that it can rise to the challenge again. It describes itself as having a “highly adaptive nature”, which it points out is “an important attribute in the global maritime industry”, and it isn’t wrong. The maritime industries tie together many interconnected issues, including fuel prices, politics and environment changes, to name but a few.

However, looking at SATT’s history, it is easy to see that it can take such things in its stride.

SATT was born during one of the most fraught and complex periods in modern history – the Second World War. Before this, it had existed in the form of the Steamers Warehouse Association, which the trading house of the same name formed to address the issue of port labour employment on behalf of its members. When the Port Authority of Trinidad and Tobago and the Seamen and Waterfront Workers Trade Union were formed, this association was no longer able to call the shots without becoming part of a more official body.

Therefore, on April 1938, SATT was formed, with the sole aim of negotiating with the SWWTU on behalf of its members.

During its early life, SATT functioned as a labour employer, and it couldn’t have faced a more tense or complex period of time to begin. It worked to protect employees and its members’ interests throughout the end of the Second World War, including Trinidad & Tobago’s Port of Spain being used as a marshalling point for the Allied Nations. This was a hectic and challenging time for the port and for the region, but SATT persevered.

For Trinidad and Tobago, the end of the war brought a period of industrialisation, and as Trinidad’s operations grew, so too did SATT’s influence and range of responsibilities. This further grew when Trinidad & Tobago achieved independence from Britain in 1962, and became a republic in 1976. The Government assumed the overseeing of all port labour employment, which took away a large portion of SATT’s

SATT - SHIPPING ASSOCIATION OF TRINIDAD AND TOBAGO

operations at the time. However, all was not lost; SATT’s built-up wealth of experience meant that it was still invaluable, especially to a government that had just taken on a series of duties it had previously not tended to. SATT’s role therefore shifted into that of a consultant, and from there, an association to lobby on others’ behalf.

Today, it does just that, looking out for the interests of its members and Trinidad & Tobago as a whole. It also provides information in the form of studies and statistical analysis, as well as educational materials, and works as a middle-person in trade negotiations, amongst other duties. Its total operations are numerous and, by and large, they can be summed up by the words advocacy, negotiation and advice.

“The dynamic and interconnected nature of the maritime industry calls for an equally dynamic local body with the appropriate global mindset to effectively lead the development of the industry at the national level. Today,

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the SATT contributes to the development of the local maritime industry and by extension national development through the provision of critical services to its membership. These services aim at developing and sustaining an industry representation at the highest level, both locally and internationally, and assisting the membership to operate at international industry standards.”

The SATT is broken down into three levels or sections of operations: the executive council, the secretariat and a series of subcommittees. The executive council is headed by the association’s President, and focuses on the formulation of policies and guidelines for the association and its members to follow.

The secretariat, led by the General Manager, implements these policies, whilst subcommittees work under these to focus on specific projects. This structure makes sure that projects are always getting the dynamic input they require, whilst the more overarching

KEEPING AFLOAT

issues are still attended to and standards are maintained.

Externally, SATT also works closely with and is supported by many larger-reaching bodies – specifically, entities that oversee or are involved with shipping concerns in the Caribbean. These include the Caribbean Shipping Association (CSA), of which SATT was a founding member, the Caribbean Latin American Action (CLAA), the Association of the Caribbean States (ACS) and the Economic Commission of Latin America and the Caribbean (UNECLAC).

Involvement with these entities allows an exchange of information that benefits all parties, as well as a wider reach for SATT’s voice, giving SATT a wider insight into Caribbean operations whilst also keeping these Caribbean associations mindful of Trinidad & Tobago’s needs.

Its journey has been a long one, with its mission being redefined many times, but SATT has refused to sink. As it states itself, “The SATT

has evolved into a modern, customer-oriented organization. It readily dealt with challenges presented by its external environment by remolding its operation and using its expertise towards achieving new objectives. The Association has evolved with time and under its able leadership will meet the demands of the shipping industry way into the future.”

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