March 2013

March 2013 www.endeavourmagazine.com

BARRY HEARN

FROM SNOOKER TO PING PONG

A STORY OF WORKING TO YOUR PASSIONS

APM TERMINALS

AL-GHAZI TRACTORS

NAMIBIAN BROADCASTING COMPANY

UK £4.95 CAN $14.75 USA $7.99 EUR €7.90 SA ZAR 58.00

Inspired by your success

March 2013 www.endeavourmagazine.com

BARRY HEARN

FROM SNOOKER TO PING PONG

A STORY OF WORKING TO YOUR PASSIONS

Editor’s note

APM TERMINALS

By Daemon Sands

AL-GHAZI TRACTORS

Chief Editor of Endeavour Magazine

NAMIBIAN BROADCASTING COMPANY

UK £4.95 CAN $14.75 USA $7.99 EUR €7.90 SA ZAR 58.00

Inspired by your success

Heads of Departments Editor in Chief Daemon Sands daemonsands@littlegatepublishing.com Director of Research Don Campbell doncampbell@littlegatepublishing.com Sales Director James Martin jamesmartin@littlegatepublishing.com Corporate Director Anthony Letchumaman anthonyl@littlegatepublishing.com Lead Designer Alina Sandu studio@littlegatepublishing.com Publisher: Stephen Warman stevewarman@littlegatepublishing.com Any enquiries or subscriptions can be sent to info@littlegatepublishing.com ENDEAVOUR MAGAZINE is published by Littlegate Publishing LTD which is a Registered Company in the United Kingdom.

Company Registration: 07657236 Registered office: 343 City Road London EC1 V1LR VAT registration number:116 776007 Littlegate Publishing Ltd Kings Lane Norwich, NR1 3PS United Kingdom

I don’t know what is the more sobering thought, that going into March 2013 there are some countries who are only now starting to feel the pinch of the economic recession that the rest of the world has firmly been in for the last five years or that for some innovative minds this current state provides a fantastic opportunity to become millionaires.

Today anything and everything can be provided cheaper, quicker and easier. If you have a product that you can offer at $1 there is someone else who is able to offer it at 0.50c, and this is creating an age where everything is temporary, expendable and nothing is sacred. The push now is to offer the same for less.

Today, the business world is not a place for people who are scared to give something a go or who are frightened by the possibility of failure because failure today just isn’t what it was fifty years ago. Thanks to the connectivity of the internet and the ease at which things are being created online you can start something that could either fail hopelessly or make you an overnight millionaire while costing less to set up than a new shirt.

In fact, a key component to business survival today is to push to fail. Push every idea and opportunity as hard as you can so that failure is guaranteed to happen because it is not like it was fifty, thirty or even ten years ago when not winning cost money, time and lives.

Today we have teenagers who are becoming millionaires by working an hour a week, we have old age pensioners who’ve worked as janitors their entire lives putting together a website and being able to buy a Mercedes for the first time. We have companies reinventing themselves to better suit this new world.

Because the new world is online, and online it is a prosperous and healthy world and for now, the bridges and roads are open.

Littlegate Publishing Ltd does not accept responsibility for omissions or errors. The points of view expressed in articles by attributing writers and/or in advertisements included in this magazine do not necessarily represent those of the publisher.

Any resemblance to real persons, living or dead is purely coincidental. Whilst every effort is made to ensure the accuracy of the information contained within this magazine, no legal responsibility will be accepted by the publishers for loss arising from use of information published. All rights reserved.

No part of this publication may be reproduced or stored in a retrievable system or transmitted in any form or by any means without the prior written consent of the publisher.

Copyright © Littlegate Publishing Ltd 2013

Kindest,

Endeavour Magazine • March 2013 •

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Features

16 Royal Canin: There Is No Great Business Without Great People 20 Samoo Architects & Engineers: Lasting Beauty 26 Indwe Risk Services: Securing Your Dreams 32 CAL Bank Limited: Banking For Africa 38 TOFCO: Remembering Your Roots 44 CL Marine: Trinidad & Tobago’s Maritime Future 50 Shin Yang Shipping: Smooth Sailing 56 APM Terminals: All aboard! 60 Arab Potash Company 68 Al-Ghazi Tractors Ltd. 72 Arabian Bemco Contracting Co. 78 Namibian Broadcasting Company: Broadcasting Africa’s Dreams

Nicolas Cage convinced Johnny Depp to pursue acting

Johnny Depp is one of the most well-known and successful movie stars of today. However, it was sort of a fluke that he got into film at all. He didn’t aspire to be an actor and instead was interested in music. He was in a band in L.A. and happy with that life.

However, his band broke up, and his life changed forever.

In fact, fellow successful movie star, Nicholas Cage, convinced Depp to pursue acting. They were hanging out and Cage suggested that Depp try acting and sent him to his agent. The agent then sent Depp to read for a movie that Wes Craven was doing, his breakout role in A Nightmare on Elm Street.

He then rose to fame in the television series 21 Jump Street.

And the rest, as they say, is history and to date Nicholas Cage’s biggest contribution to film!

Articles

6 Barry Hearn: 10 From Snooker To Ping Pong How The Yuppies 14 Are IT Biz-tainment 86 News Industry Headlines

PAYPAL: Voted worst business idea of 1999 PayPal is one of the most successful Internet business endeavours of the last few decades. However, when it was first pitched, it was voted one of the 10 worst business ideas of 1999!

Today, PayPal is a global e-commerce business that allows money transfers to be made safely online, it serves as an alternative to traditional money transferring methods, such as credit cards or checks and is the preferred method for millions of business enterprises.

In 1999 however, PayPal was not what it is today. It started out (and was pitched as) an infrared beaming device on Palm Pilots for sending money. The founder says that it was a product failure at this point, but their team was still good. So they went What is 7 times more expensive back, reworked the idea and turned their failure than champagne? Printer Ink! into a success.

Printers may soon go the way of the VCR (Irrelevant and unnecessary). For now, we still need and use them and they can be a major annoyance.

Not only do they seem to break down every other job, but their ink tends to run out all the time. And that is an expensive problem. Ink cartridges today can cost more per ml than vintage quality champagne, specifically the famous label Dom Perignon. Sometimes, the ink costs more than seven times per ml than champagne.

Ink users may be spending even more than necessary because a lot of printers say that ink levels are low well before they actually are. In reality, printers can print 17%-38% more pages if they continue to print after these alerts. So next time, ignore your printer and just keep printing until it actually can print no more.

“At 16 my dad knew nothing, by 21 I was amazed at what he’d learnt” Budge

Tech and Travel Headlines

Yammer Announces Message Translation to Ignite Multilingual Collaboration, Uses Microsoft Translator Technology to Support 39 Languages.

SAN FRANCISCO, Feb. 28, 2013 Yammer, Inc., a best-in-class Enterprise Social Network and part of the Microsoft Office Division, today announced plans to add message translation capabilities, which will allow users to instantly translate Yammer conversations into their native languages.

“Removing language as a barrier to cross-company collaboration can be a competitive game changer for multinational organizations. It opens a world of possibilities,” said Adam Pisoni, Yammer co-founder and general manager of Engineering, Microsoft Office Division. “This is another example of Yammer’s accelerated innovation following the Microsoft acquisition — we’re able to use Microsoft Translator to quickly deliver additional value to customers.”

Enterprise Social Networking brings people and teams together across organizational silos and geographies to drive better communication, collaboration and knowledge sharing.

Currently, 65 percent of Yammer’s 7 million users are located outside the United States. Yammer anticipates that message translation will drive greater international adoption and crosscultural collaboration within and between organizations.

FMC Technologies Announces First Quarter 2013 Earnings Release and Teleconference Schedule FMC Technologies, Inc. (NYSE: FTI) announced that it will issue its first quarter 2013 earnings release after the market closes on Tuesday, April 23, 2013. The Company also announced it will host its first quarter 2013 earnings release teleconference on Wednesday, April 24, 2013 at 9:00 a.m. EST. The teleconference can be accessed from the U.S. and Canada by dialing 888-771-4371. Callers outside the U.S. and Canada can access the teleconference by dialing 847-5854405 and referring to Conference ID 34311223. The event will be webcast simultaneously and can be accessed at www. fmctechnologies.com or http://ir.fmctechnologies.com.

Those interested in listening to the webcast should go to the website at least ten minutes before the call to register.

An online audio replay of the call will be available at approximately 2:00 p.m. EST on April 24. An audio replay

will also be accessible through May 23 by dialing 888-8437419 (U.S. / Canada) or 630-652-3042 (International) and referring to Conference ID 34311223.

FMC Technologies, Inc. (NYSE:FTI) is a leading global provider of technology solutions for the energy industry.

Named by FORTUNE® Magazine as the World’s Most Admired Oil and Gas Equipment, Service Company in 2012, the Company has approximately 18,4 00 employees and operates 30 production facilities in 16 countries.

FMC Technologies designs, manufactures and services technologically sophisticated systems and products such as subsea production and processing systems, surface wellhead systems, high pressure fluid control equipment, measurement solutions, and marine loading systems for the oil and gas industry. For more information, visit fmctechnologies.com.

How It Works Whenever a Yammer conversation includes a language different from the user’s default language setting, a translate button will appear below the initial post. Clicking translate will instantly convert the entire conversation, including related responses, into the user’s default language. Clicking “show original text” will revert the conversation back to the initial language(s).

Microsoft Translator supports 39 languages. This feature is planned for availability in late spring 2013 for Yammer Enterprise customers.

About Yammer Yammer (yammer.com) is a best-in-class Enterprise Social Network used by more than 200,000 organizations worldwide — including 85 percent of the Fortune 500 — to foster team collaboration, empower employees, drive business agility and promote organizational connectedness.

Yammer’s freemium business model lets customers see the value of Yammer before upgrading to the premium offering.

Founded in 2008, Yammer is now part of the Microsoft Office Division.

About Microsoft Founded in 1975, Microsoft (Nasdaq “MSFT”) is the worldwide leader in software, services and solutions that help people and businesses realize their full potential.

Hawaiian Airlines Flight Attendants Ratify Narrow Body Aircraft Agreement HONOLULU, -- Hawaiian Airlines flight attendants have ratified a tentative agreement reached earlier this month between the company and the Association of Flight Attendants (AFA) on new contract terms covering the operation of long-range, single-aisle aircraft the company plans to acquire to complement its current fleet of wide-body aircraft serving Hawai’i from the U.S. West Coast.

On January 7, Hawaiian announced the signing of a Memorandum of Understanding with airframe manufacturer Airbus to acquire 16 new A321neo aircraft between 2017 and 2020, with rights to purchase an additional nine aircraft.

The company also announced that the acquisitions are contingent upon the signing of new agreements with its pilots’ and flight attendants’ unions covering operation of the new aircraft type.

Hawaiian’s pilots ratified a similar agreement between the company and the Air Line Pilots Association on January 28.

The fleet expansion is expected to generate roughly 1,000 new jobs at Hawaiian.

The long-range, single-aisle A321neo aircraft will complement Hawaiian’s existing fleet of wide-body, twin-aisle aircraft used for long-haul flying between Hawai’i and the U.S. West Coast.

At 146-feet-long, the A321neo seats approximately 190 passengers in a two-class configuration (First and Coach) and has a range of 3,650 nautical miles. The aircraft will offer the more comfortable seat widths found in the twin-aisle A330.

Terms of the agreement were not disclosed, however, the aircraft have a total list-price value of approximately $2.8 billion if all of the purchase rights are exercised.

“Everyone at Hawaiian wants us to keep our position as the market leader in service quality, cost efficiency and choice of destinations and ordering the A321neo will secure this legacy on routes between the U.S. West Coast and Hawai’i beyond the middle of this decade,” said Mark Dunkerley, president and chief executive officer of Hawaiian Airlines.

Hawaiian Airlines, Inc. is a subsidiary of Hawaiian Holdings, Inc. (NASDAQ: HA). Additional information is available at HawaiianAirlines.com. Follow updates on Twitter about Hawaiian (@HawaiianAir) and its special fare offers (@HawaiianFares), and become a fan on its Facebook page (Hawaiian Airlines).

Endeavour Magazine • February 2013 • 7

Food and Restaurant Headlines

Opening Night At The JW Marriott Marquis Dubai Spotlights “World’s Tallest Hotel” Star-Studded Evening Features Performance

by Leona Lewis DUBAI, United Arab Emirates, Feb. 27, 2013 Last night, the JW Marriott luxury brand celebrated the newly opened landmark hotel in the Middle East and second Marquis worldwide – the JW Marriott Marquis Dubai. Featuring an exclusive performance by British singer / songwriter and recording star, Leona Lewis, the “World’s Tallest Hotel” hosted more than 1,200 VIP guests, including international design icon Donna Karan, local singing sensation Salha and the Million Dollar Band, and Dubai television personality DJ Bliss.

Party guests were greeted by fire dancers and stilt walkers and escorted into the hotel on a stunning signature JW Marriott black carpet. Celebrities, local dignitaries and business leaders dined on international fare from six of the hotel’s signature restaurants – Rang Mahal by Atul Kochhar, Izakaya, Tong Thai, Prime 68 La Farina and the Arabic Restaurant– while enjoying premium beverages from Dubai’s newest night spot, Vault.

The International Foodservice Manufacturers Association Names 2013 Silver Plate Award Recipients Legendary Operators Recognized for Contributions in Eight Foodservice Segments CHICAGO, Feb. 28, 2013 The film industry celebrates the best of the year by awarding gold statues, so it’s only fitting that the foodservice industry salutes excellence with Gold and Silver Plates. The International Foodservice Manufacturers Association (IFMA) announced the recipients of the 2013 Silver Plate Awards, which recognizes excellence in eight segments of foodservice operations. From among the winners, one will be named the 2013 IFMA Gold Plate Award winner at the 59th Annual Gold & Silver Plate Celebration, May 20, 2013 in Chicago, Ill. Long considered the most coveted operator awards in the foodservice industry, IFMA Gold and Silver Plates have been awarded to such legendary operators as Dave Thomas of Wendy’s (‘79), Ralph Brennan (‘97), Steve Ells of Chipotle (‘03) and most recently to Mary Molt, PHD, RD, LD, of Kansas State University (‘12). This year’s awards celebration is hosted by Gold Plate recipient Ted Balestreri, Chairman & CEO, Cannery Row Company (‘84).

“We are honored to announce this year’s class of Silver Plate recipients,” said Larry Oberkfell, President &

Virgin Radio’s Simon Heng and television presenter Diala Makki were the emcee’s during the evening, guiding guests through a series of live performances by some of the world’s most exciting artists. In just five minutes, world-renowned live artist Jean Pierre Blanchard astonished guests by transforming a blank canvas into a stunning image of surprise headline act Leona Lewis. Guests were then treated to an electrifying live performance of Lewis’ hit song Bleeding Love as well as tracks from her new album, Glassheart.

Other entertainment highlights included two performances by classical pop sensation, 2CELLOS. Young Croatian cellists Luka Sulic and Stjepan Hauser achieved international fame when a YouTube clip of their unique cello version of Michael Jackson’s Smooth Criminal took the world by storm. Their viral success led to a record deal with Sony Masterworks and an invitation to join Elton John on his worldwide tour. 2CELLOS wowed party guests with their eclectic mix of classical, pop and rock.

Marriott International, Inc. (NYSE: MAR) is a leading lodging company based in Bethesda, Maryland, USA, with more than 3,800 properties in 74 countries and territories and reported revenues of nearly $12 billion in fiscal year 2012. The company operates and franchises hotels and licenses vacation ownership resorts under 18 brands. For more information or reservations, please visit our web site at www.marriott.com.

CEO, IFMA. “The awards allow us to pay tribute to these outstanding individuals whose contributions advance their individual segments and the foodservice industry as a whole.”

A distinguished jury, including national trade press editors, foodservice experts, past award winners and the chairperson of the International Gold & Silver Plate Society, weigh the merits of hundreds of candidates nominated by IFMA Members. From among the eight IFMA Silver Plate winners, one is chosen to receive the industry’s most coveted recognition, the IFMA Gold Plate. The jury’s secret ballot is kept confidential until the Gold & Silver Plate Celebration when the Gold Plate winner is announced for the first time.

The 2013 Silver Plate winners are: • Independent Restaurants/Multi-Concept: John Metz, CEO, Executive Chef and Co-Founder, Sterling Hospitality • Chain Full Service/Multi-Concept: Harald Herrmann, President & CEO, Yard House • Chain Limited Service: Don Fox, CEO, Firehouse Subs • Health Care: Angelo Mojica, Director of Nutrition & Services/Associate Professor, UNC Hospitals/UNC Gillings School of Global Health • Elementary & Secondary Schools: Julia Bauscher, Director, School & Community Nutrition Services, Jefferson County Public Schools • Colleges & Universities: Ken Toong, Executive Director,

World’s First Hybrid Personal Bar Launched in Delhi and Mumbai

Auxiliary Enterprises, University of Massachusetts Amherst • Business & Industry/Foodservice Management: Jay Silverstine, Vice President, Conference & Dining Services, Credit Suisse • Hotels & Lodging: James Purdum, General Manager, Hospitality Services, Penn State University The 59th annual Gold & Silver Plate Awards Celebration is May 20, 2013 at the Great Hall at Union Station in Chicago, Ill. The Celebration draws hundreds of leading foodservice executives from the supplier and operator communities and features a pre-dinner wine tasting, gourmet meal and exciting after-party.

Tickets are now available for the Gold & Silver Plate Celebration at ifmaworld.com. Please contact Lisa Ptak, Director, Integrated Marketing with media inquiries at lisa@ifmaworld.com.

About International Foodservice Manufacturers Association (IFMA) IFMA is a leading trade association comprising more than 300 of the world’s most prestigious food, equipment and supply manufacturers in the $600 billion foodservice industry, as well as related marketing service organizations, trade publications, distributors and brokers. IFMA’s mission is to serve as a business partner to its members by bringing them relevant, actionable services that are fundamental to their business assessment, planning and execution.

NEW DELHI, February 28, 2013 The BarTrender Pro Hybrids Were Launched in Delhi and Mumbai by Benneta Group, Unfolding the First Ever High-end Entertainment Concept in Personal Bars in Association With it’s International Partners Benneta Group known for its foray in advanced bar concepts since 1998, having setup its bars for luxury chains as Park Hotels, ITC, The Taj, Lalit, and Kempinski; launched the world’s first hybrid personal bar ‘BarTrender Pro’ through its showrooms in DLF Towers Jasola, and its franchise Jazbar Concepts in Mumbai.

The BarTrender Pro is a fully-functional professional bar fitted with advanced bar equipment. It has built in refrigeration, dual zone wine preservation, cocktail mixing station and storage for glasses and beverage bottles. It comes with attached accessories such as bottle opener, towel ring and stemware glass holder every element in a luxury hotel bar. The bar combines beauty by exterior creative design (under patent) marrying intelligent functions as composite package.

Its essence is finest readymade bars by barmakers.

Vickram Mederata, the chief designer of BarTrender Pro said, “India has a rich and large luxury market.

High income Indians are savvy, cosmopolitan, and the society has expanded its global reach. The real estate market is at its zenith. We see daily, new luxury condos and estates launches and owners are making savvy living pads. Customers for last two years have been coming to us for professional bars for their guest entertainment and we have been modifying commercial bars to fit for home use. Each bar we designed takes same amount of work and came out similarly in the end. Therefore we thought of making the perfect hybrid between aesthetics and a real professional bar for home.”

Discussing the response, Mederata said, “We have had a promising and elevating response from anyone who has seen the bar at showroom. People have demanded the showroom set, which we cannot give out. Our production for the first year will be limited to only two hundred sets. These are prized possessions, and we plan sell limited numbers each year per region.

Luxury hotel chains have considered the bar for their suites.”

India has traditionally not been known for luxury goods; BarTrender Pro is designed for international clients. “Working with Glastender for fourteen years and making bars for an international client at five star hotels placed us at the right position of knowing what finest bars need. BarTrender Pro is a child of excellence for the world market,” said Mederata.

Endeavour Magazine • February 2013 • 9

BARRY HEARN

FROM SNOOKER TO PING PONG

A STORY OF WORKING TO YOUR PASSIONS

by Donnie Rust I admire any man who makes a living out of his passions because it makes me more confident that I can do the same.

For our March issue I wanted to bring you the tale of someone simply outstanding, who is recognized as a British icon in the broadcasting and event promotion industry - a solid monarch of one of the most successful businesses to date, owner and founder of Matchroom, Barry Hearn.

Switch on Sky Sports and you won’t have to wait for very long before seeing something Barry Hearn has put there and his story is definitely one to pay attention to.

Born in a council estate in June 1948 he exhibited an early knack for building businesses at a young age, and at 26 bought a chain of snooker halls in Greater London in a bid to establish a foothold in property investment. That same year, through design or providence the BBC began promoting

snooker on BBC1 on television which sparked an immediate interest in snooker and pool, resulting in long queues around the block for people wanting to play. He consequently purchased Lucania Billiard Halls and this formed the foundation of his future in promoting snooker via television.

This led to the creation of Matchroom.

“Matchroom began in 1982,” Barry explains, “It has always had three shareholders, myself and my two children.”

Through Matchroom, Barry has become involved in

promoting many other sports including pool, boxing, darts, poker, tenpin bowling, golf and fishing. He also chairs Leyton Orient Football Club, the Professional Darts Corporation and World Snooker.

“We provide over 2500 hours a year of sport and syndicate to nearly one hundred territories worldwide giving us approximately 40,000 hours of air time globally a year,” he reveals, “And we’ve partnered with Sky Sports for over twenty-two years.”

Sky Sports is the brand name for a group of sportsoriented television channels operated by the UK and Ireland’s main satellite Pay-TV company, British Sky Broadcasting, the

dominant subscription television sports brand in the UK and Ireland. Very much an institution, it provides the highest quality and most up-to-date sports coverage and has shaped a global viewing ethos around itself. That Matchroom have worked with Sky Sports for over two decades is a testament of their worth.

“It’s important to take things to the next level,” Barry reveals, “Sport especially always needs to be taken up a notch.”

Creativity, focus, passion and experience stand out in shining colours when speaking to Barry. This is a man who has been at the centre of a storm of his own creation for Endeavour Magazine • March 2013 • 11

decades with no end in sight. Bearing in mind that this is an industry that runs exclusively on fresh ideas, where creativity has to be combined with hard work in large measures to keep up with peers and ahead of competition, it sounds exhausting!

“To find that right idea,” Barry explains simply, “we look at what we enjoy watching or doing. We research it fully to get the right business platform and then go hell-for-leather from there onwards.”

And that’s where Barry, his team and Matchroom stand out. They have revolutionized the way we watch certain sports having pin-pointed the interests of the working class man and capitalizing on the simple fact that people who enjoy doing something in their leisure time will be interested in watching professionals do it too.

“I love fishing and after watching the first recording of Wrestle Mania, I pitched the idea of Fish-o-Mania to LWT

but was turned down,” he recalls, “But then sold the idea to Sky Sports which has been a successful television franchise for nineteen years.”

“I’ve also been promoting darts for twelve years,” he continues, “It used to be just a pub sport and at first people didn’t take us seriously. Now you can’t get a ticket unless you buy it on the first night they’re available.”

This approach has revealed some unexpected winners.

Ping pong for example has proven to be a ludicrously well followed sport and Barry had to point out the details before I would completely believe him.

“The Ping Pong Championship in January this year was televised to over 600 million homes,” he reveals candidly, “And we are setting up a global network of tournaments over 2013. It’s incredibly popular with three hundred million people playing it. Second only to football.”

And also, boxing.

It’s no surprise that I am a fan of boxing. Not only as a fighter myself but as a spectator for there is something very special that happens when two contenders compete in a match that’s properly promoted with just the right amount of hype and captured perfectly in sublime images and footage.

Barry looked into promoting boxing in 1987 and his first promotion was the Frank Bruno versus Joe Bugner bout at White Hart Lane in October 1987. An interesting fact is that he offered the television rights to Greg Dyke of London Weekend Television for £200,000, who agreed to pay £250,000 because he didn’t believe Hearn could deliver for the quoted price!

Since then Barry has promoted many leading British and Irish boxers, including Chris Eubank, Nigel Benn, Lennox Lewis, Naseem Hamed, Steve Collins and Herbie Hide and Matchroom presently promote Carl Froch, Kell Brook and Tony Bellew.

“In April 2008 we introduced the Prizefighter series,” Barry says, “a knockout tournament featuring eight different boxers in a last man standing competition. My son Eddie now manages the boxing side of the business.”

It’s difficult to imagine the face of sport programming if not for the experienced hand of Barry Hearn. While the last 30 years may appear to be one upward march, it hasn’t all just been sunshine and roses. Barry has endured many a hurdle including near bankruptcy in the early 1990s and a heart attack in 2002 but has returned from such shakes to become one of the wealthiest businessmen in Britain.

It is frankly quite impossible to speak with him without becoming inspired.

“Big dreams, big plans,” Barry reminds us, “but day to day working is crucial. It’s all about figures, television views and ticket sales. It’s a fairly clear cut approach.

“You can hit the jackpot if you get it right,” he concludes.

Endeavour Magazine • March 2013 • 13

HOW THE YUPPIES ARE IT

by Donnie Rust

When I was at school Michael Stohartly became the class monitor and was responsible for titt-tattling to the teacher to get the rest of the class into trouble. This guaranteed a vicious circle of me constantly getting into trouble, resulting in me pouring super glue down Mikey’s Y-Fronts, to me getting caned by the teacher and finally to me getting into a fight with Mikey which resulted in an unexpected discovery that little Michael Stohartly was also a closet semi-professional boxer.

Hence, I am now incredibly resentful of anyone who is given power over me for any reason.

This includes all and everyone in the IT industry.

Like global warming, poverty, Justin Bieber and soap operas, IT is here to stay. It’s like we’re living in a quasiharry-potter universe where every bit of work we do is crucially reliant on the magical-techno-babbling-bull-snow*.

It’s the ultimate cheeky-git scenario. An IT certificate seems to qualify you to be paid an exuberant amount of money to be nothing more than a middle-man-go-between translator of the IT jargon bull-snow and the normal English language. Working entirely at their own pace, unaware of timelines, deadlines or targets and entirely, completely and without exception plagued by questionable personal hygiene!

No customer service ability, no accountability, the list just goes on and on and as far they’re concerned their customers are idiots. And we are! We are the morons who don’t understand the technology or don’t have the time to understand the technology because we are all too busy providing the work for the people who do understand the technology!

It’s a niche industry created by the ignorance of the busiest people and so IT get to sit on their backsides until a problem arises and then they come in and partially fix it**.

And, so sure of the importance of their role they don’t feel it’s necessary to develop the social skills of anything higher than an amoeba and Gods forbid you ever work with an IT service provider because I can guarantee you will

get provided by everything other than service! They’re the teenagerpimple-ridden-Macdonald’s-SubwayGeneration of the real business world determined to drive people working to deadlines and targets insane.

At work everything goes online, the phones, the emails, the internet; all of it is reliant on a working internet system. That stops working and I might as well go back to using carrier pigeons.

Naturally I call the service provider and I get the opportunity to speak with the same person on the other side who says the same thing irrespective of the problem: “Oh has your internet gone down?” (shouldn’t you

know that?)

“Have you switched it off and on?” (….no) “Switch it on and off.” (….okay…. still doesn’t work) “Well I’ve raised the issue to the supplier.” (isn’t

that you?)

“We called them and It turns out there’s a problem on their side so we’re waiting for them to sort it.” (why

couldn’t I have done that?)

“It should be working now.” (of course it isn’t!)

“Well not much else we can do right now but wait I’m afraid.” (what the hell am I paying you

for?)

“Call us if there is another problem.”

(seriously what the hell am I paying you for??)

In the 90s people hated the yuppy cultures who made loads of money by brokering deals with people and were made rich by the hard work of other people. This generation we hate the IT people because they can’t really substantiate what they do aside from plug holes

*a more publishing-friendly four letter word beginning with S that I frankly do not like stepping in. **because if they fixed it right the first time we wouldn’t need to call them again would we?

and point fingers. Plus, there is an assumption that it is an industry that doesn’t have a bottom and that everyone can just become an overnight millionaire by getting into IT… and appalling, disgustingly, revoltingly and unfairly they’re right.

But there will always be the people, like me, who have to yell down my cell phone at my IT guy because my internet phone doesn’t work and I will hate the service, I’ll hate his annoying, effeminate-never-plays-a-ball-sport voice and his condescending tone and I’ll roll my eyes and drum my fingers and agree to pay the call out fee for him to come out and jiggle the wires, put his hands on his hip and say, “Don’t know what’s wrong there…. that’ll be £70 please.”

In the same way, any agency exists to get in the way, be they PR, tenancy, brokerage or public service - an agency exists to be that annoying, slow moving person on the

sidewalk who manages to hold up the traffic. Or the driver who has to drive ten miles under the national speed limit because they want to be safe. They are that annoying kid at school who follows all the rules because he can’t make up his own mind or the stripper who refuses to use her hands because she doesn’t like you.

Yes, they’re all the same. Yes, they all get tarred with the same brush.

Thankfully though the people who find themselves on either side of the trough in which agencies, IT companies and managers float, we will outlast them. We are the people pushing forwards in the industries we choose and whenever our civilization collapses we will be the ones left to pick up the pieces that the backs of these skinny latte buying bagel eating farts.

Endeavour Magazine • March 2013 • 15

Namibian Broadcasting Company www.nbc.com.na 00264 61 291 3111 Written by Don Campbell

BROADCASTING AFRICA’S DREAMS

Endeavour Magazine • March 2013 • 17

Namibian Broadcasting Company

Television is and will remain our eye into the rest of the world and the lives of the celebrities we worship. As a product it is as necessary in the living room as walls and no household is complete without it. Used both for entertainment, education and distraction this machine would just be a box without the broadcasters behind it. Broadcasters like Namibian Broadcasting Corporation. We caught up with Director General, Albertus Aochamub.

“The NBC was established in line with the Namibian Broadcasting Act, Act 9 of 1991. In terms of this act the NBC is a juristic person. Its main source of funding is an annual state subsidy. Other sources of income are the sale of air time and programs, the issuing of yearly television licenses and the renting out of transmitters.” – Albertus.

Being a recipient of state subsidies, the NBC is accountable in the first instance, to its line Ministry, the Ministry of Information and Communication Technology and in the second instance to the Namibian Parliament which in turn represents the Namibian people. The Ministry of Information and Communication Technology tables and accounts for the NBC’s budget in Parliament.

In accordance with the Broadcasting Act, the NBC has to submit its financial statements and accounts for auditing by the office of the Auditor-General on a yearly basis. In addition, each year before the tabling of the budget in the National Assembly the NBC Board has to furnish its line ministry with a report on its work during the previous financial year, together with a balance sheet and a complete statement of its revenue and expenditure for the preceding financial year.

“The affairs of the NBC are supervised and controlled by the NBC Board of Directors. This board is appointed by the Minister of Information and Communication Technology for a period of five years.” – Albertus.

The NBC Board, in turn, appoints a Director General.

This Director General, the chief executive officer, is a member of the Board; he is, however, not entitled to exercise a vote at board meetings. The Director General, as per the Broadcasting Act, exercises control and supervision over the other officers and employees of the NBC and performs the duties and functions assigned to him/her by the NBC Board.

The head office of the NBC is situated in Cullinan Street, Northern Industrial, Windhoek. The head office in Windhoek houses mainly the staff members of the following departments and sections: Human Capital & Organizational Development; TV Programs; News & Current Affairs; Engineering & IT; Finance & Administration; Marketing & Corporate Communications; Commercial Services; Project Planning , as well as the office of the Director General.

The NBC Radio building is located in Pettenkofer Street, Windhoek West. This building contains the offices and studios of six NBC Radio Language Services, namely Afrikaans Service, Damara/Nama Service, German Service, National Radio, Otjiherero Service and Tirelo Ya Setswana, as well as the Windhoek based representatives of the regional stations

(except !Ha Radio). Four NBC Radio Language Services are situated in the regions, namely !Ha Radio in Tsumkwe, Lozi Service in Katima Mulilo, Oshiwambo Service in Oshakati and Rukavango Service in Rundu. The regional stations are also equipped with staff from NBC Engineering & IT and NBC News & Current Affairs.

The NBC furthermore has three Contribution Centres, namely in Otjiwarongo, Walvis Bay and Keetmanshoop. The Contribution Centres are smaller in size than the regional stations and house fewer employees.

“NBC TV currently broadcasts on a 24 hour basis as does NBC National Radio and other NBC Radio Language Services broadcast include a number of appropriate religious and cultural shows in a number of languages included, Damara/Nama, Afrikaans, German and Tirelo Ya Setswana.”

– Albertus.

The NBC maintains over 50 transmitter stations throughout Namibia which in turn house over 260 transmitters.

Approximately 94% of the Namibian population is reached via NBC Radio and 64% of the population has access to NBC TV. They have also developed a highly loyal and engaging following online making use of online social networks such as Facebook to keep people up to date with what’s new and exciting. On here viewers can get a glimpse into the inner workings of this national broadcaster.

“Our aim is to be the leading multi media broadcaster choice of Africa.”

Endeavour Magazine • March 2013 • 19

Royal Canin www.royalcanin.co.za +27 11 801 5000 Written by Don Campbell

THERE IS NO GREAT BUSINESS WITHOUT GREAT PEOPLE

Endeavour Magazine • March 2013 • 21

Royal Canin

Our regular readers will recognize this company and its remarkable story. Royal Canin has a wonderful vision in providing the most precise nutritional answer for each Cat and Dog and is a trusted brand for owners wanting to keep their pets fit and healthy. Last year we caught up with Managing Director of Royal Canin South Africa, Frederic Desbrosses to discuss the developments of 2012. This year we focussed on the 10th birthday of their South African factory and the significant role this company has played in South Africa for the past decade.

“Celebrating ten years of the South African factory is a milestone,” Fredric opens up, “In conjunction with this, we also celebrated long serving associates with commemorative trophies and 10 year anniversary gifts including a traditional spit-braai in the Eco Park attended by all associates. It was a lot of fun.”

A quick recap on Royal Canin: A French brand, part of the Mars Corporation that entered South Africa in March 2001 after distributing the product through an established network for several years to establish a local taste. In 2003 they established themselves with a state-of-the-art South African factory and now benefit from three fully integrated distribution centres in Johannesburg, Cape Town and Durban which brings them into closer proximity with their local markets.

Last year we looked at the Royal Canin Eco Park, an incredibly self-sustainable environmental site that, in 2003 Mr Henri Legarde (CEO of Royal Canin at the time), and Dr. Charles Moore established as a natural ecological safe zone surrounding the Royal Canin factory in South Africa to protect and rebuild a natural, indigenous environment.

Well ahead of their peers this practice of repair and creation has since been consistent through the history of the company and has developed a culture of sustainability that is emulated and driven by the staff. This was all featured in the celebrations: a decade of doing what other companies can only dream of and an acknowledgement to those who work there and share in the dream.

“There is no great business without great people. We don’t have employees,” Frederic points out, “We have engaged and passionate associates. Employees put in only what they’re asked to and they do only what their jobs entail.

The difference between the two is that the Mars Associate Concept has the key elements of equality, egalitarianism,

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Endeavour Magazine 2013/03/06 • March 2013 • 23 10:40 AM

Royal Canin

a mutually beneficial relationship between the business and the associates, open communication, freedom with accountability, productivity and mutual respect. We attract and retain people with passion, with focus.”

Sustainability is very important at Royal Canin and for the Mars Corporation. A long term look at sustainability has to be taken into consideration for the environment, use of raw materials and recyclable materials to develop an attitude and a culture that is respondent through the staff.

“Ten years is not just an event but a result of applying proper business principles and ensuring that our vision for the future and our Mars 5 Principles are clearly communicated on an on going basis,” Frederic expresses proudly, “We’re also refurbishing the office, to further enhance the working experience and this is one of many upgrades that are planned for the future.”

Quality doesn’t happen by chance and a lot of time and investment goes into Royal Canin’s associates who are largely responsible for the standards of the product. Through training, education and development Royal Canin is creating a talent pipeline of local people with the future aim of having

more management from the local area.

“Principles and passion are integral to our staff and our culture,” Frederic says. “That is what Royal Canin is and must always be about, passion.”

Recognizing that a happy associate will inevitably equal a happy customer, the company ensures that every staff member is kept up to date with the latest product training from the headquarters in France, offered regularly assessed personal development programs and given the best tools to work with.

“We have always had a laboratory on site but there was a need to upgrade the facilities. The laboratory is central to our daily analyses of raw materials and finished products.

Raw materials undergo stringent checks before offloading is allowed. Should these raw materials not meet our international specifications for quality and food safety, the raw material is rejected immediately. As part of the Mars Corporation, Royal Canin is committed and wholly dedicated to the Mars Five Principles of Quality, Freedom, Efficiency, Responsibility and Mutuality. These are the guidelines that have encouraged the development of Royal Canin into the company it is today.

“Major investments have been put into quality and food safety with a large investment plan to reinforce the product,” Frederic states.

You’ve probably noticed that “Quality” is the First Principle and is not simply a word used in documentation when it comes to Royal Canin, but rather a complete, holistic and enviable approach to business. With so much effort being put in to ensure that the animals, dogs and cats, come first coming from the top down it’s easy to appreciate where the loyalty and the love of the associates come from.

“Cats and Dogs first,” he says, “We work with people who have passion and a love of animals like veterinarians and breeders. The founder of Royal Canin was a veterinarian and his first client was a breeder and that strong relationship has remained,” “Passion is the driving force,” Michelle Christie, who heads up corporate affairs at Royal Canin South Africa says, “Every one of our associates has pets and we think about animals on and off the job. All you have to do is speak to them to get a feel for their enthusiasm and their drive to help create a better world for pets.”

In conclusion, the model for Royal Canin revolves around a special focus on passionate commitment to a very strong belief. To emulate and represent what you believe in and knowing what you want to stand for. This tenth year celebration, I believe is more than just a birthday but a historic benchmark similar to those legendary folk heroes of the past who were not afraid to do something different because they believed it could work.

Endeavour Magazine • March 2013 • 25

Samoo Architects & Engineers www.samoo.com 00974 444 34 604 Written by Dylan Morani

LASTING

BEAUTY

Endeavour Magazine • March 2013 • 27

Samoo Architects & Engineers

History is defined by what we leave behind. We marvel at the Pyramids and the Parthenon for a reason, they are the encapsulation of the best of that time. There is a definite link between these buildings outlasting their own civilization, inspiring generations of people in the process and the minds of the architects who designed them. I was fortunate enough to speak with John Oh, General Manager and Country Manager of SAMOO Architects and Engineers one of the top architectural design companies who are shaping our future,

Architecture is one of the few industries where talent, clear thinking and practicality are the horses that carry things forward. There are many who dream about being architects but few possess the mentality agility to actually keep up with the pace of the modern world. It is impressive therefor that since its foundation in 1976, SAMOO has grown to one of the top architectural practices worldwide “We work with over seven hundred architects world wide,” John opens up, “And we were ranked at number 9 this year by UK magazine Building Design.”

Even despite today’s difficult economic situation, SAMOO keeps growing and is expanding its portfolio overseas. As in many industries an international footprint counts for so much and currently, the company is operating ten globally located offices including its head office in Seoul with branches in New York, Shanghai, Dubai, Hanoi and Doha to name a few.

“Our promise is the client satisfaction through our top quality and reliable design services throughout the project stages based on our abundant project experiences and resources,” John continues.

SAMOO’s portfolio consists of especially large scale projects in various building types such as over thousand bed hospitals, high rises, higher educational buildings, high tech facilities and sports venues. Projects that host a high number of visitors per day while offering a range of functionality.

“Our new addition, Doha office, was opened last year not Endeavour Magazine • March 2013 • 28

Endeavour Magazine • March 2013 •

Samoo Architects & Engineers

only for efficient project execution,” he tells us, “But also to confirm our commitment to Qatar market.”

“The current work list in Qatar includes Katara phase 4 hotel development, Bu El Qubeb mixed use development, VIP mansion and Korean embassy,” he continues, “And this year, we are trying to add World cup related projects, healthcare and educational projects into our portfolio.”

Qatar used to be a quiet small country surrounded by bigger neighbors.

However, today, Qatar plays an important role in this region with its strong political leadership as a mediator shown in many international dispute cases, and an unbeatable economic growth while many other countries are still suffering from the global economic crisis.

As the host country of 2022 FIFA World Cup, Qatar has risen as an attractive market not only for its recent development boom, but also for its transparent business environment and the honesty with which things are conducted.

“The goal of SAMOO QATAR is to provide our quality services to clients as a reliable international design firm

with abundant international project experiences and knowhows,” John says, “And eventually to contribute to Qatar architecture through its contemporary design, which is still respecting Qatar’s rich cultural heritage and supporting the realization of the Qatar’s national vision for tomorrow.”

For any business to grow they need to have something that makes them particularly unique and attractive to a client.

This is best illustrated in the strongest companies today being grown from of out of the box thinking, I asked John what made SAMOO Architects special and he had this to say: “Today’s architecture especially for large scale projects is the result of sophisticated team work among multidisciplinary professionals and architects play the role of the coordinator to weave all the pieces into one master picture.

“From this aspect, SAMOO’s reliable service with abundant resources and project experiences for large and complex projects, appeals to the clients. Also, unlike other giant global engineering firms, SAMOO focuses on architectural design service from pre-design to construction

supervision, as our core business.”

A lot of emphasis has been given to the employees and staffs of SAMOO, like any think-tank-chain they are only as strong as their weakest link and so all the companies who will be here tomorrow are looking after their people today.

“SAMOO appreciates its employees’ loyalty to the company and tries to maintain top quality design services by promoting employee self-development opportunities,” John tells us, “Thus, we are offering many employee development programs.”

Some of these development programs include,BIM (Building Information Modeling) SDA (SAMOO Design Award; internal competition to promote quality design). SDW (SAMOO Design Workshop; workshop for sophomores with mentos to prepare them as professional designers). SDT (SAMOO Design Tour; visiting complete works of SAMOO) and SCT (SAMOO Creative Tour; overseas travel opportunity for selected teams). Also included are linguistic classes to cover all the major languages including Arabic, Chinese and English and overseas working opportunities.

As residents, guests and patients to these creations we inevitably take them for granted but they have created a testament of our time for future generations to look back on.

They will behold these fine buildings and come to their own conclusions about our time and thanks to companies like SAMOO Architects the story that will be told will be one we can all be proud of.

Endeavour Magazine • March 2013 • 31

Indwe Risk Services www.indwerisk.co.za 0027 12 47111 007 Written by Djamil Benmehidi

SECURING YOUR DREAMS Endeavour Magazine • March 2013 • 33

Indwe Risk Services

Risk is an inherent part of business, especially so in challenging and unpredictable times such as these; in today’s business environment there is no “sure thing”. Though it is impossible to prepare against every unexpected eventuality, it is of course possible to take precautionary measures. And as the premiere brokerage in not only South Africa but across the entire African continent, Indwe Risk Services offers a customer focused service which gives peace of mind to both its corporate and individual clients.

Having just toasted a successful 2012, Peter Olyott, Managing Director of Indwe Risk spoke to Endeavour magazine about fresh trends, opportunities and risks in the market, as well as what separates Indwe from its competitors.

Risk is acknowledged but not flaunted and is sometimes mistaken for gambling. Management of that risk becomes even more important as it gives comfort to the shareholders, customers, employees and so on. Importantly, a business that is effectively managed can confirm its compliance with corporate governance requirements when it comes to risk and risk-standards.

The difference between what is expected to happen and what transpires is risk. The process of identifying risks to which a certain organization is exposed, evaluating them in terms frequency and seriousness and taking appropriate action is management.

Once you know what the potentials are, the best way to manage them is determined in a scientific and proactive method and there are few companies that approach this better than Indwe Risk Services.

Peter Olyott, managing director, has been in the industry for over two decades and is leading Indwe through the latest batch of, “New regulations, new legislations and new risks,” but where others may see problems he sees only opportunity, “Change is inevitable and good for those who know what to look for and can adapt.”

Indwe Risk Services, now in its seventh year of operations, is a product of the 2006 merger between South Africa’s premier insurance brokerages – Thebe Risk Services & Prestasi Brokers. This has given Indwe unparalleled heritage and experience within the sector.

Thebe Risk Services was the evolution of what began in 1903 as Hoskens Insurance. In 1992, it became the insurance Endeavour Magazine • March 2013 • 34

Endeavour Magazine • March 2013 •

Indwe Risk Services

arm of Thebe Investment Corporation, the country’s oldest black empowered financial institution and its focus was primarily on the insurance needs of corporations.

Prestasi Brokers was established in 1972 and rapidly became known for its innovative short-term insurance offerings for individuals and SMME sectors. In April 2001 it became a fully empowered organisation when Pamodzi Investment Holdings bought a controlling stake. Today, Indwe Risk Services represents more than 120 000 individual, commercial and corporate clients.

Working with companies like Auto and General, Indwe Risk Services are able to provide their clients with the best brokerage advice and services in the industry. It’s the intellectual value of being able to determine exactly what is needed by the use of a scientific approach.

“Insurance is economics in its purest form; you get what you pay for. It boils down to how much you take in income via premiums vs. how much you pay in claims. If a customer pays R200 per month for personal cover while another pays R2000, who is going to receive the best cover? The more thoughtful consumers understand this and this is why our clients stick with us.”

Indwe Risk Services is unique as it is 100% South African, working with South Africans and for the South African market, it is also the largest composite broker in the country.

“It’s a people business,” he explains, “It’s important that everything we do is with people. To ensure our employee standards are at the highest we offer a graduate trainee program A&G_Ad duringResize which they spend a 1full2/27/13 year as 5:20 an intern and 188mmx138mm.pdf PM

another in training before being sent to a respective branch.

However we have around 600 employees and we have worked to ensure that we have the right type of person in the job. A mainstay of the process is that our employees buy into our strategy and brand. We are employee centred; we care for our employees who in turn care for their customers.

In our business you must care about people. We deal with people who are at their most vulnerable, having perhaps lost their loved ones, homes, cars etc. Empathy over a degree is more important to us.”

Used effectively, management can underpin the strategy of an organization and provide the organization with a level of competitive advantage. Of course if applied poorly or incorrectly it may have the precise opposite effect.

Businesses are vulnerable to a range of threats and as the world becomes ever more connected and the dependency of companies on each other increases exponentially, changes have a knock on effect on every business in that industry.

It is up to the bosses in charge of a company to responsibly manage the risks to which a company may find itself exposed.

Be it through financial, legal or personnel injury.

“Risk effects everything,” Peter says, “Public and private organizations of every size and location. And the management of it is the bosses responsibility. They need to put an effective and clear programme in place that the employees can follow.”

It supports accountability, performance measurement and reward thus promoting efficiency at all levels.

Risk is characterized by a degree of uncertainty. Whenever

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there is certainty as to what may happen and how often it may happen the risk reduces. Conversely, where there is a high degree of uncertainty as to both the severity and frequency, the risk increases.

Management is not a matter of being beneficial but of being vital.

It’s important to understand, effective risk management can lower the risk of unexpected and unpleasant surprises. As it is a management programme it does not take effect overnight as it involves the movement and ultimately organization of people, “From onset the chances of problems diminishes.”

Also, if risk is managed effectively it means the company can gain an advantage over its competitors. Effective risk management allows faster and economical recovery should the worst happen. Finally, a particular risk is often created in terms of law and an effective risk management programme allows companies to operate successfully and comply with the laws to which they are subject to.

Insurance is, after all, about managing and preparing for the future. When a business adopts this sort of philosophy it is destined to benefit from such a course. It creates a safer working environment for employees, a more sustainable future and a stronger foundation.

The future of risk management is looking increasingly complex. Global market dynamics continue, technological changes abound, environmental risk becomes more complex and new dimensions of social risks are coming to the fore, resulting in a rapidly evolving risk management landscape.

Risk and compliance functions have certainly become

even more critical and complex. Most companies are reviewing their current and future state or and compliance blueprints. An example could be legal and reputation risks in using social media like blogs and Facebook, Twitter or the cross border legal risks in international online shopping portals.

Following a highly successful 2012 over which Peter was “able to tick off more boxes for things we had done than things we hadn’t”, Indwe is looking to carry this form into 2013. In particular, Peter highlighted how the company will continue to personalise service in an industry which is becoming increasingly commoditised.

“Our strategy is quite simple; it’s all about the customer and the values we have adopted. As an innovative, professional and knowledgeable business we must be customer focused, not product focused in relation to both our personal and corporate markets. It is simple and it is working.

This is crucial as our industry has become increasingly regulated which has shifted increasing power to the customer.

The plan is to keep Indwe Risk Services at the top of the game and for that reason we never carry on and instead always re-assess. Of course we always look out for present opportunities, but it is better to try to stay two-three years ahead in terms of strategy which is a long time in our business! There is constant technological, social and legal change and it is better to build a bandwagon then to jump on one.

At the end of the day though, we all sell the same product so it all boils down to who does it best.”

Endeavour Magazine • March 2013 • 37

CAL Bank Limited www.calbank.net 00233 302 680 061 Written by Don Campbell

BANKING FOR AFRICA

Endeavour Magazine • March 2013 • 39

CAL Bank Limited

CAL Bank Limited (CAL) is an indigenous bank established in Ghana in 1990 listed on the Ghana Stock Exchange. CAL Bank, formerly Continental Acceptances Limited and then CAL Merchant Bank Limited was incorporated in March 1989 in Ghana as a private limited liability company. Founding shareholders included the International Finance Corporation (IFC), Commonwealth Development Corporation (CDC) of UK and Vanguard Assurance Limited (Ghana), a leading Ghanaian insurance company. The Bank commenced operations as a local merchant bank in 1990 with the sole aim of providing truly differentiated world-class banking solutions.

In 2004 CAL acquired a Universal Banking License and in the same year undertook an initial public offer that was very oversubscribed. In 2009, per the Central Bank of Ghana’s (BOG) directive for local banks to raise their stated capital to GHS 25 million, CAL undertook a successful rights issue in September 2009 that enabled the Bank to attain the GHS 25 million BOG capital requirements in 2009, a year ahead of the 2010 deadline. In 2012, CAL undertook a further capital raise through a GHS 75 million private placement admitting major international private equity investors and development finance institutions into the Bank’s shareholding.

Growth Strategy Their major growth strategy is to focus on the growing Ghanaian corporate business sector. Since 2006, the Bank has developed its retail banking operations with specialized products and services to serve the needs of its growing retail clientele and currently has three wholly owned subsidiaries.

CAL Brokers Limited, CAL Asset Management Company Limited and CAL Bank Nominees Limited (“CAL Nominees”).

Branch Network CAL Bank currently has 18 branches and 52 ATMs across Ghana, notably in the Greater Accra region, the Ashanti region and in the Western region. The Bank has embarked on an expansion program to attain 30 branches by 2015 and will continue to expand its footprint by increasing the number of branches outside of the Greater Accra region. Internationally, CAL Bank benefits from strong correspondent banks all over the world. All international transactions happen quickly and effectively via their SWIFT network.

Corporate Governance The Board of Directors continues to enhance CAL’s governance and ensure adherence to good corporate governance procedures and practices. This is achieved by maintaining good internal control procedures, strict adherence to rules and regulations and conforming to legal & regulatory requirements through scheduled meetings of the board and other committees. The Board has adopted a Board Charter that provides a clear framework for directors to execute their duties and also serves as a benchmark in evaluating directors’ performance in accordance with international best practice.

Sustainability CAL Bank believes sustainability and business success

go hand in hand. We take community initiatives seriously by addressing our social, environmental and governance responsibilities in ways that benefit our business and society.

Educational and health support to the needy and underprivileged in society continues to be the hallmark of the Bank’s corporate social responsibility. The Bank has adopted 8 orphanages across Ghana and has provided financial assistance and educational support to children in the various homes, offering destitute children hope for the future. As a bank that encourages hard work, we support brilliant students through to their tertiary education after which they are given an opportunity of an internship with the bank which usually ends in employment. CAL has contributed to the building of libraries in refugee camps and to the development of numerous educational initiatives.

CAL believes that health care is a human right. We are proud of our support for worthy initiatives in the provision of healthcare and health infrastructure in various communities across Ghana. The Bank is particularly proud to be associated with the construction of the theatre and surgical wards of a leading children’s hospital in the country.

1. What makes CAL Bank unique and innovative?

CAL Bank prides itself on being the leading indigenous bank in Ghana. Currently ranked 8th out of 27 banks in operating Assets, CAL Bank has carved out a niche for itself in addressing the banking g needs of the burgeoning indigenous corporate sector in Ghana as well as the growing middle class of retail consumers. Its unique points are

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CAL Bank Limited

Strong balance sheet: Following substantial capital raises in 2009 and 2012, the Bank has grown its balance sheet to over GHs 1.1 billion providing the needed capital based to undertake larger-scale transactions.

Corporate Sector strength: Specifically CAL has dedicated focused teams in Corporate Finance, Corporate Banking, Treasury and International Trade Services. This has enables CAL chalk enviable an track record of success and reputation in Deal Syndication with local partners as well as built excellent credibility with international financial institutions.

Fast decision making – Being a locally owned, indigenous bank, decision making and credit delivery times are competitive, without having to refer to long, international hierarchies. Decision making is supported by a predominantly local Board of Directors with a culture of strong corporate governance.

Young and energetic human resource: CAL Bank prides itself on the youth of its management and workforce. The Bank focuses its HR efforts on constant training of employees in an array of functional skills as well as soft management and leadership program. This raises CAL above many of its competitors as a desirable place to work.

IT driven. With a youthful workforce, the Bank prides itself in being highly IT driven in its operations and as a

platform for service delivery (Card and on-line banking apps, Mobile Money, multipurpose ATM’s, bespoke banking software platform). CAL has been recognized in this field by a number of awards won annually in the Ghana Banking Awards as Best Bank in IT. The highly advanced technology equips the bank with the needed tools to provide excellent service and value to our clients.

Passionate service culture - The constant pursuit of and training in service culture adopted by the bank makes it unique and innovative institutions. This culture is based on the core values of the bank notably efficient and effective, results focused, flexible and decisive and proactive innovation.

2. What training and focuses are given to employees?

In 2012, a dedicated learning and Resource Centre was built for employees to receive both personal career development training and functional skills required for their respective roles. The bank also trains, develop and retain staff through other programs such as: a. Resource and succession programs b. Learning and development programs c. Reward and compensation initiatives d. Employee Relations or Engagement programs

3. What are the new and exciting developments in 2013?

Ghana will continue to experience sound and stable economic fundamentals combined with significant growth.

From 2012 to 2015, real GDP growth in expected to average 7.4% annually and Inflation is not expected to return to double digits over the next 3 years Looking forward, from 2013, the Bank is set to implement a new strategic plan geared towards ensuring that we will not only maintain our enviable position in the Banking industry now, but project CAL a preferred financial services provider in the country.

Specifically, CAL Bank will continue to build and nurture long term relationships built with local and multi-national corporates in the key sectors of the Ghanaian economy notably mining, energy, telecoms and manufacturing. Our strengths in the corporate banking, corporate finance and treasury, built over the years, will impact significantly on our future financial performance.

In 2013, we will drive the implementation our retail strategy through the branches. Following our 2012 capitalization, we will further increase our Branch network from to expand our footprint in under-served areas across the country.

Endeavour Magazine • March 2013 • 43

TOFCO www.tofcott.com 001 868 651 0006 Written by Don Campbell

REMEMBERING

YOUR ROOTS Endeavour Magazine • March 2013 • 45

TOFCO

Established specifically to serve the offshore industry off the coast of the island nation of Trinidad, TOFCO (Trinidad Offshore Fabricators Unlimited) is looking to expand internationally. Now in its ninth year of business, they are prospecting to take on new projects in South American and African nations including Brazil, Guyana, Venezuela, Ghana and Nigeria. We spoke to Operations Manager Javed Mohammed about it.

Having gained enough experience and knowledge to move onto the next phase TOFCO have hosted a number of government officials from the nations mentioned above to have a look at the business model utilized because they want to find a way to adopt it. If imitation is indeed the highest form of flattery then this is good news for this nine-year-old industry leader.

“The current level of activity in construction industry can be described as a bit buoyant,” Javed reveals, “As it relates to the Global downturn in the sector. Again, while the competition may be a bit aggressive for the limited available work, TOFCO still maintains its competitive edge due to its experience, safety record and high quality products.”

Focussed on fabrication and construction projects on offshore platforms and other facilities serving the oil and gas industries TOFCO has taken aim and is heading towards a target of being the best in the region with a worldwide reputation for the highest safety standards and quality of work.

Founded on the 17th April 2004, over the last nine years TOFCO have successfully completed major oil and gas fabrication projects for various operators in Trinidad and Tobago as a joint venture of Chet Morrison Contractors LLC., a Houma, LA based and Weldfab Ltd. of Trinidad. The company stems from BP’s drive to do more projects locally.

At the time local firms lacked the expertise to perform the sort of projects they wanted and so invited international contractors with the skills in offshore platform work to team up and share their knowledge.

Importantly, while TOFCO maintains ownership ties to its parent companies it functions as an independent company and performs its own projects and procurement having Endeavour Magazine • March 2013 • 46

Endeavour Magazine • March 2013 •

TOFCO

developed solid, reliable relationships with suppliers. As a company, still new in comparison to their competitors, the suppliers feeding into the projects form the foundation on which TOFCO operates and develops, Since 2004, TOFCO has completed five major offshore platform jacket and deck fabrication projects for BP Trinidad and Tobago (Cannonball, Mango, Cashima, Savonette and Serrette) one for BG Trinidad and Tobago (Poinsettia DeckThe largest built to date in Trinidad) and two for EOG Resources Inc (Oilbird Deck and Jacket, Toucan Deck).

Benefiting greatly from the company’s two Facilities totalling 37-acre, TOFCO has its main Yard 1 a 21-acre waterfront facility and Yard 2 with another 16-acre in La Brea, Trinidad, with the ability to easily ship completed decks and other pieces for customers to assemble offshore. The facility includes a dock with a 30-foot water depth; a 600-foot bulkhead, 2000 p.s.f. ground capacity and is complimented

by its fleet of six crawler heavy lift cranes, five mobile groove cranes and other pieces of equipment. This is subsidized with a twenty four hour delivery schedule.

TOFCO’s recent work includes a number of smaller maintenance and fabrication projects in support of oil and gas customers including procurement, fabricating, blasting, painting, storage, equipment rentals and consulting work to clients.

Engaged in a programme of diversification, TOFCO originally focused on the offshore fabrication, but over the years have branched out on working on brownfield work comprising of offshore turnarounds and support and fabrication services.

An interesting aspect of TOFCO comes from its initiative and approach to treating and training employees. Typical of the region it nurtures its community ties encouraging an approach of “Being your brother’s Keeper.”

The company employs a youthful but skilled workforce of welders, fabricators, riggers and others whom it cross-trains across several disciplines. This youthful presence was a result of their start up story, as in 2004 when they first started they were the “new arrivals” to the area and so the existing workforce was hesitant to join them. In response they took on young employees, under the age of 25 and groomed them to work with them. The majority of TOFCO’s staff are from within a 5 mile radius with a heavy emphasis being placed on local content. This sort of investment has resulted in a strong loyalty from their staff.

Outside of its fabrication facility, TOFCO’s employees Assist residents of La Brea with community development programs to organizations but not limited to schools, a local orphanage and home for the elderly.

This theme of corporate altruism is common in this region where the businesses have grown up in the community and have never lost their roots, it is a refreshing business model that is proving to be highly efficient in growing not only the businesses through the influx of loyal employees and staff but also from the levels of education and training available to these employees prior to joining the workforce.

“2013 will be bringing some opportunities for TOFCO and all its main vendors and contractors. We are anticipating work on deck and jacket fabrication as well as some modularized work. There will be some additional facility upgrades to be undertaken looking at completion 4th quarter 2013.” Javed concludes.

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CL Marine www.ttdockyard.com 001 868 634 4127 Written by Djamil Benmehidi

BUILDING TRINIDAD & TOBAGO’S MARITIME FUTURE

Endeavour Magazine • March 2013 • 51

CL Marine

With the traditional developing countries in the Latin American continent growing in wealth and status, CL Marine Ltd is perfectly placed to use this shift in the balance of power to their advantage. With decades of experience and heritage to offer clients in the highly specialist marine repair, construction and engineering industry, we spoke with Chief Executive Officer Alisdair Kennan about it.

Trinidad and Tobago is undergoing something of an economic renaissance as its government continues its policy of weaning the national economy from its reliance on the oil and natural gas industry.

“While it is a lean time in the maritme industry with low charter rates for ships being quite low and this effects the amount owners have spend on refits,” Alisdair Kennan CEO of CL Marine tells us, “So we’ve had to approach it by becoming more efficient operation giving fast turnarounds.

You see ship are required to dry dock at least every five years and due to the low charter rates are reducing the amount of work done during the refit. What used to mean 20 days refit is now done in 8 meaning that our clients can be back on charter faster.”

As a country which is listed in the top 40 high income nations in the world, and enjoys one of the highest GDP per capita income rates in the Caribbean, Trinidad and Tobago carries real economic clout in its neighbourhood. And with further growth anticipated in its steel, aluminium, manufacturing and tourism sectors, combined with further planned investment in the nation’s transport and telecommunications infrastructure, Trinidad and Tobago is making something of a statement of ambition.

A key driver to achieving this economic growth is the existence of thriving maritime trade so that the nation can boost its domestic economy through the import and export Endeavour Magazine • March 2013 • 52

Endeavour Magazine • March 2013 •

CL Marine

of goods with its neighbours in the Caribbean as well as the Latin American continent and the US. Port Chaguaramas in the west of the country acts as the channel through which this trade passes, and also as the home of CL Marine Limited, a business which has a rich history in the maintenance and repair of vessels on the Western tip of the country, CL Marine is strategically placed to take advantage of the commercial shipping traffic which passes Trinidad and Tobago and the coast of Venezuela, as well as the increasing number of energy related fabrication projects that are taking place. And with Latin America starting to flex its economic muscle, it is more than feasible that demand for CL Marine’s services can only increase.

From these shipping lanes, CL Marines strategic location has seen the company provide services for a variety of different vessel types which range from smaller vessels such as tug boats, fishing trawlers prior to the new panamax floating dock was purchased in 2005 and commenced operating in 2009. Now we are doing panama oil and gas tankers, panamax bulk carriers, container vessels as well as

specialised seismic survey vessels etc.

“I was brought in in November 2011 as part of the effort to reinvigorate the yard lead by Mr Grant Taylor the Executive Director.

Prior to 2005 there was a big lack of investment in yard logistics but now this being looked at seriously,” Alasdair says, “The procuring more equipment which will mean less rented machinery meaning less overheads and better tariffs rates for our clients going forward.”

With these premiere port facilities which stand with the best in the region CL Marine has become a major provider of ship repair and conversion, mechanical, fabrication and installation, electrical and machining activities for the shipping and energy sector within the Caribbean hemisphere, for both local and international clients. The natural deep water harbour, dry-dock with a lifting capacity of 23,000MT, extensive quay space and berthing tugs, 12-ton dock cranes and extensive storage space of 50,000m2 gives CL Marine’s docking facility the scope and capacity to accommodate Panamax size commercial vessels. In addition to this, the

port also has a range of workshops including modern fabrication, machining and electrical workshops, therefore placing CL Marine in the advantageous position of being able to handle effectively all jobs in-house.

“Last two years the shipyard as been looked at closely and everything has become leaner and efficient operation,” Alasdair reveals, “We have had to prove our viability and the dry dock has had big serious business push- in project planning and management strategy,” However excellent facilities mean nothing without an excellent workforce to man them, and CL Marine has employed a policy of retention which has allowed the business to keep the key management and personnel who are responsible for its success. These key employees have over 300 years combined experience of steel construction and machinery experience, with over 80 years in the Global Energy Sector. Additionally, CL Marine has around 150 full time employees at any one time, and through the utilisation of such a skilled and well trained workforce of fabricators, ship builders, engineers and offshore staff, the organisation has successfully completed over 750 projects since 2006.

The business also utilises on-site and off-sight training programs which gives its staff access to continual onthe-job training in the ports facilities to ensure that CL Marine maintains its high standards of service which will enable the business to continue its policy of seeking repeat business from long-term clients in what is a highly competitive market.

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Endeavour Magazine • March 2013 • 55

Shin Yang Shipping shingyang.com.my 0060 85 6044 99 Written by Quinton Bojtun

SMOOTH

SAILING Endeavour Magazine • March 2013 • 57

Shin Yang Shipping

Shing Yang Group is one of the largest family own groups in Malaysia with footholds in every major industry from property and retail to shipping and logistics. SHIN YANG Shipping Sdn Bhd is one of the major sectors of the corporation which began in the early 70s which started domestically and now going globally. Growing step by step together with the Malaysian Industrial we spoke with Chief Executive Officer Captain Ting Hien Liong.

During the time of wooden and metal boats revolution in Miri in the 70s, SHIN YANG Shipping Sdn Bhd took over Piasau Slipways Sdn Bhd at Piasau Industrial Estate. This Company’s main operation is to build tugboats, barges, small vessels, providing ship repairs services and up slipping. For economic reasons and growth, Piasau Slipways Sdn Bhd constructed a new shipyard in Kuala Baram to cater for larger landing crafts, hopper barges to serve the shipping needs to its related companies both domestically and globally.

In 1994, SHIN YANG Shipping Sdn Bhd had expanded their shipping services through the establishment of Shinline Sdn Bhd and subsequently, Thailine Sdn Bhd to serve the international shipping sector. The international plying Vessels are mainly for Time/spot Carter, container carrier and bulk carrier under the two companies. Several Japanese built vessels varying from 7000 to 10000t were purchased from the Japanese to cater for Malaysia and Japan trade.

In 1995 SHIN YANG Shipping extended her services to International Shipping, where shipping corporation started Shinline Sdn Bhd. Piasau Slipways also set out her new factories at Kuala Baram where present Piasau Slipways Sdn Bhd located. In 1998, Thailine Sdn Bhd., one of the international shipping has been formed dramatically by SHIN YANG. With the aggressive development and advancement of the oil and gas industry, technology in welding and fabrication, SHIN YANG Shipyard Sdn Bhd has been established in 1999 and commenced its operation in vessels construction, repairs and fabrications for the local market as well as the international market. Due to this, the company is one of the first few companies to achieve and obtain ISO 9002 certification in shipbuilding, maintenance and related metal fabrication activities.

Up to date, the corporation has a total number of 300 vessels trading around the Asian region. The type of Vessels of various unique sizes include tugboats, dumb barges, Hatch covered barges, coastal cargo vessels, ocean going cargo vessels, chemical tankers, glue barges, piling barges, anchor handling tug and supply vessels, offshore supply vessels and offshore utility vessels. For the international markets, we

also build supply vessels, transportation vessel and patrol vessels for navy use in particular for the UAE market.

In the meantime, SHIN YANG Shipyard is in the process of building six units of 13,500t twin deck general cargo vessels which these vessels will be delivered to Shinline Sdn Bhd in 2009 or 2011. This will be the first of its kind of building such tonnage in Malaysia.

Due to the increasing demand of the market, under its shipyard arm, there are Piasau Slipways Miri, Piasau Slipways Bintulu, SHIN YANG Shipyard No.1, SHIN YANG Shipyard No.2 and SHIN YANG Shipyard Tanjung Manis.

SHIN YANG Shipyard Tanjung Manis will only commence its operation in 2009 and will be able to cater for vessels of at least 20,000ton, 40,000ton and 60,000ton with dry dock facilities for both ship repair and new built. The operation of 60,000ton with dry dock facilities shall be expected to commence in 2011. Most of the vessels built by SHIN YANG Shipping Corporation Berhad were exported to Australia, Holland, United Arab Emirates, Singapore, Thailand, and other European market.

Our outstanding product are varies size of landing crafts, tugs and offshore maintenance workboats. We build supply vessel, transportation vessel and patrol vessel for navy use.

Due to shortage of qualified Malaysian for the ship operation and ship building, SHIN YANG also invested in Maritime Academy to train more Malaysian to run the shipping business. The New Maritime Academy located in Sibu, Sarawak, Malaysia has been developing and training their students since April 2008.

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Endeavour Magazine • March 2013 • 59

APM Terminals www.apmterminals.com 00973 1736 5500 Written by Djamil Benmehidi

ALL ABOARD! Endeavour Magazine • March 2013 • 61

APM Terminals

The Gulf nation of Bahrain is a country with a rich maritime trading heritage that goes back hundreds of years. Today, Bahrain is drawing upon this heritage to tap into the vast wealth that is flowing through the Gulf, and it is the Khalifa Bin Salman Port which will act as the conduit for this influx of capital. Having just celebrated a vibrant 2012 which saw steady growth for the port, APM Terminals Bahrain CEO Marco Neelsen spoke to Endeavour magazine about its success story.

Despite being a minnow in terms of its modest size - with a population of just 800,000 and a landmass of only 296 sq mi - the small island nation of Bahrain wields genuine pound-for-pound status in regards to its economy.

Bahrain is not only known for its considerable stocks of oil and natural gas, but also for its status as one of the leading financial centres in the Arab world. And with its increasingly diversified economy being recognised as the fastest growing in the region by the UN Economic and Social Commission for West Asia in 2006, and having received recognition from the City of London as the world’s fastest growing financial centre in 2008, Bahrain is on the rise and is witnessing an economic resurgence in the wake of political turmoil caused by the Arab Spring in 2011 and the global economic crash.

However as an island nation, Bahrain has always relied upon maritime trade to survive and grow, and it is the Khalifa Bin Salman Port terminal which acts as the country’s gateway to the rest of the world.

The BD136.4m port terminal which was constructed on 110ha of reclaimed land in the northern province of Hidd, and opened for trade in April 2009, is a vital component of Bahrain’s Economic Vision 2030 strategy which was composed to help steer the country through economic strife in the wake of the global economic crash, as well as safeguard Bahrain’s economic future. The Khalifa Bin Salman Port (KBSP) with its mandate to not only serve the local Bahraini economy, but also capitalise on wider merchandise trade in the northern Gulf, provides state-of-the-art facilities as well as a vastly increased capacity for container traffic in comparison to Bahrain’s previous port Mina Salman.

Under the stewardship of The Hague based APM Terminals, one of the world’s leading port and terminal

Endeavour Magazine • March 2013 • 63

APM Terminals

operators, Khalifa Bin Salman Port is aiming to become the leading transhipment hub in the northern Gulf. Thanks to Bahrain’s natural geography which places it at the very centre of the Gulf and within close proximity to Saudi Arabia, Kuwait, Iraq and Iran, not to mention its excellent transport infrastructure which includes the King Fahd Causeway which provides a direct link to Saudi Arabia, and construction of the Qatar Bahrain Causeway, KBSP is well poised to achieve this. “We are focused on the upper Gulf region, Saudi Arabia, Iraq, Kuwait, etc, and therefore we do not see the likes of Jebel Ali and Abu Dhabi as direct competition. Our competitive edge definitely is our geographic location and

the trade friendliness of the country. Bahrain has a history of traders that goes well back in centuries. So it is not the size, it is not the oil, it is the trading mindset.�

With 1.8km of berth, including a 900m2 container terminal which is served by four 61m post-Panamax cranes that allows the port to accommodate the very largest ocean going Post-Panamax container ships, KBSP possesses the world-class facilities and capabilities to place it among the elite ports in the region. And with its already considerable 1.0 TEU (Twenty-foot-equivalent-unit) container capacity potentially able to be expanded to 2.5m TEU, KBSP will be able to continue growing in capacity to accommodate any increases in demand.

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Marco Neelsen, CEO of APM Terminals Bahrain operations insists that KBSP is much more than a container port however.

“The Khalifa Bin Salmon Port is very much a multi-purpose terminal. Containerised traffic accounts for the major part of our business however the handling of general and dry cargoes is another important segment of our business. t KBSP also operates as a passenger terminal for Cruise Liners as well as a home base for the US Navy’s 5th fleet.

We also provide all manner of land based services within the warehouses on our terminal facility so that we can strip and stuff containers, provide storage and arrange delivery services; all in all we are a one stop shop. Rather than have several parties performing different tasks, we manage the entire supply chain. We take care of the whole process from the moment a ship comes into port, up until we are loading cargo into lorries at the gates.

Because KBSP is the only port terminal in Bahrain it is a candy box for many different types of activity.”

Thanks to five decades of experience in port and terminals operations, as well as logistics and management, APM Terminals has encouraged a great increase in productivity at KBSP; it is no coincidence after all that the number of crane lifts per hour has increased from under 20 per hour to over 30 since APM Terminals took charge of port operations in Bahrain.

“We feel productivity and efficiency is very, very important. It is simple; a quicker GMPH (Gross moves per hour) means more ships and cargo can be handled and

Whatever the size of your port, and in whichever part of the world you are, Kalmar can help you make your every move more efficient and productive.

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Official Kalmar Agent in Bahrain: Zayani Motors W.L.L. - P.O. Box 5553, Manama, Kingdom of Bahrain Tel: +973 17 703703, Fax: +973 17703333 mailto: zmotors@batelco.com.bh, www.zmotors.com

Endeavour Magazine • March 2013 • 65

APM Terminals

increases our theoretical capacity. Our current GMPH is 33 per hour which well above the industry standard. Consistency and productivity is crucial.

On safety, our global and local commitment is to provide a sustainable safer working environment for our all portusers and we are working very hard and with the highest priority, together with authorities, to achieve this objective.”

Seeing as the purpose of Khalifa Bin Salman Port is to act as a catalyst for the development of Bahrain’s economic future, APM Terminals has placed a strong emphasis on employing local Bahrainis to this end. Of the roughly 540 employees and 250 or so contracted staff, around 80% of the workforce is employed locally; a statistic highlighted by Marco who simply stated: “At the end of the day it’s a Bahrain terminal so it’s important to employ and train Bahrainis. We are committed to this country so by employing, training and providing internships for local talent we are investing in its future.”

By blooding Bahrain’s young talent and combining this with a skilled group of highly skilled international expatriate workers who can share knowledge and experience with Bahraini workers, KBSP has all the elements in place to

Endeavour Magazine • March 2013 • 66

ensure that its workforce continues to maintain the port’s high productivity rates.

Over the coming years, Marco insists that there are no grandiose plans for KBSP and believes that for the port to achieve its goal of become the transhipment hub for the region, KBSP will continue its policy of consistent and steady organic growth.

“We had a very positive 2012 and there were very encouraging growth rates. This year we basically want to lift trade between Bahrain and the Eastern Province of Saudi Arabia, which is the upcoming powerhouse of this Region.

By putting more efficiency into the supply chain, we hope for a further increase trade in 2013.

As people start to take notice of Bahrain and KBSP and the potential that exists here, trade will continue to rise.

There are no concrete plans for expansion yet as we are still operating at around half of our TEU capacity. However we can expand quickly if needed and it would simply be a case of bringing in equipment when it is needed as no civil work is required. Khalifa Bin Salman Port is therefore a “plug and play” solution and can expand its terminal capacity within a very short notice.

Arab Potash Company www.arabpotash.com 00962 6 5200520 Written by Jack Slater

WORKING WITH THE SALT OF THE EARTH Endeavour Magazine • March 2013 • 69

Arab Potash Company

Industry is a balancing game between supply and demand.

Where there is a demand for something, those in supply are needed to push forward. Arab Potash Company is a simple example of this in practice.

Arab Potash Company is located in Jordan. A country named after the famed river which flows from its northern tip, along its western border and into the Dead Sea. Situated at the junction of three continents, Jordan has developed in recent decades into a modern country that integrates ancient heritage and Middle Eastern hospitality with high standards of education and advanced communication technology.

“Jordan presents an ideal gateway to the Middle East and the rest of the world. Sharing borders with five countries, Iraq, Syria, Saudi Arabia, Israel and the Palestine National Authority . The multi- border characteristic of Jordan reinforces its accessibility.”

The Kingdom’s terrain extends to approximately 90,000 square kilometres, providing a diverse range of landscapes.

The Badia plains lie to the east with hills and mountains in

the centre while the fertile rift valley cleaves the length of the country forming a natural boundary to the west along which the River Jordan flows and converges into the Dead Sea, the lowest point on earth . The port of Aqaba, at the southern tip of the Kingdom gives Jordan an access to the Red Sea. “The country shares with its neighbours the climate of the Eastern Mediterranean. Amman, the capital of Jordan enjoys sunny, cloudless weather from May to early November, with warm days and cool evenings. Rain falls regularly between late November and early April, while Aqaba and the Jordan Valley are frequented winter resorts. Jordan’s population of five and a half million is made up of a mixture of Muslims and Christians and while Arabic is the official language English is widely spoken.”

Potash “pot-ash” is the common name for various mined and manufactured salts that contain potassium in watersoluble form. The name derives from “pot ash”, which refers to plant ashes soaked in water in a pot (this was the primary means of manufacturing the product before the industrial era.)

Today, potash is produced worldwide mostly for use in fertilizers, but also plays crucial roles in industrialized economies, required in processes including aluminium recycling, metal electroplating, creation of drilling fluid for oil-wells, snow and ice melting, steel heat-treating, water softening and soap manufacturing. Key potassium compounds also find uses in animal feeds and beer brewing.

The Company The idea of the Arab Potash Company project was based on the Potash Plant located on the north-western shores of the Dead Sea during the British Mandate. The old plant was destroyed but the idea remained alive and a Pan Arab company was formed in 1956 to implement a project for the production of Potash using the minerals of the Dead Sea. The site is located 110 kilometres south of Amman and 200 kilometres north of Aqaba. The site is a Solar Evaporation Pond System of an area of 150 square kilometres and processing plants for the ore.

The investment in the original project, including substantial infrastructure was nearly 480 Million USD. Funding was obtained through loans from international finance institutions and aid agencies as well as Arab development funds. The project began in 1976 with tests and experiments to determine the parameters of various technologies and ideas in a very hostile environment. Construction began in 1979 and was completed in 1982. At the end of construction, about (117) kilometres of seepage proof dykes were built.

Each of these was more than eight meters wide at the top and presented an engineering challenge to be built on top of a non-stable sea bed. The excavation carried out during the construction period was of a colossal magnitude where 16 million cubic meters of earth material was displaced.

Potash production began in 1983 and has since progressed with various schemes aimed at optimizing and expanding this production. The initial plant was built to a capacity of 1.2 million tonnes of product.

This was expanded in the late eighties to handle 1.4 million tonnes and key modifications were undertaken with the Solar System to enhance the production of the ore accordingly. A second plant based on different technology and of a capacity of 0.4 million tonnes was built in 1994 and this brought the total production capacity to 1.8 million tonnes. The cost of the new plant was around 120 million USD. “There are plans to expand through further optimization of the existing plants. Projects are underway to expand the Solar Evaporation System and construct another plant and thus raise the capacity to 2.4 million tonnes of product.”

The capital of the Arab Potash Company is 83 billion Jordanian Dinars (78 million British Pound Sterling) and along with this it has a concession from the Jordanian Government to exploit, manufacture and market the mineral resources of the Dead Sea, until 2058.

Employing over 2000 personnel with offices in Amman, Safi and Aqaba, Arabian Potash Company owns extensive housing and recreational facilities near its plants and in addition provides the surrounding region with assistance in social, medical, economic and vocational development.

Looking after their staff is more than just looking after them at work.

As far as transportation is concerned, the final product can either go to the plant product storage warehouse or conveyed to shipping bins from which it can be loaded into specially made bottom- dump trucks for delivery to the storage warehouse at the port of Aqaba.

A fleet of trucks, with a capacity of 50 tonnes each, daily transport Potash via the Safi-Aqaba road, a stretch of some 225 kilometres to the storage and loading facilities at Aqaba for ocean shipment.

“The storage capacity in Aqaba was recently expanded from 160,000 tons to 260,000 tons.”

The Aqaba facilities are among the most efficient and modern in the Potash industry. The reclaiming system ensures physical uniformity, guarantees reduced segregation and prevents caking. Oil treatment and new screening units are installed to remove any fine particles and to reduce dust emissions during loading vessels at rates up to 1000 tonnes per hour.

“Thanks to the exquisite all year round weather in Aqaba, the loading of vessels can continue unabated making full use of our one jetty which is blessed with two loading berths. Rehabilitation and privatization of industrial port management is underway to improve the flexibility and capability of the port and we have has begun negotiations regarding a new jetty that would be constructed close to the existing facility.”

In conclusion, a company that has cut themselves a road into the future by developing a foundation based on integrity and planning, perfectly placed to take full advantage of their natural resources and a booming economic market place.

“We’re the salt of the earth,” springs to mind.

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Endeavour Magazine • March 2013 • 71

Al-Ghazi Tractors Ltd. www.alghazitractors.com 0092 21 356 60881 Written by Djamil Benmehidi

LOW COST, HIGH QUALITY

Endeavour Magazine • March 2013 • 73

Al-Ghazi Tractors Ltd.

In stark contrast to the fortunes of its home nation Pakistan, which is facing a real struggle to overcome the political, social and economic turmoil that afflicts it, Al-Ghazi Tractors Ltd has never had it so good. With ambitions to capitalise on its success by expanding and diversifying the business in 2013, the company looks set to continue this trend. Parvez Ali, Managing Director of Al-Ghazi Tractors spoke to Endeavour magazine to tell us more.

Pakistan based Al-Ghazi Tractors Ltd, with its head office located in the thriving port city of Karachi and its manufacturing plant based at Dera Ghazi Khan some 700km away in the heart of the country, has an enviable status as one of the largest and most profitable tractor manufacturers in the world today, and its claims ‘of being an icon of engineering dynamics’ which is able to produce the world’s lowest cost tractors without compromising on quality, are by no means empty.

Following its inception in 1983 as a joint collaboration between the Pakistani government and private-sector investors, and its full privatisation in 1991 – the first ever full privatisation of a company in Pakistan – Al-Ghazi Tractors Ltd has endured something of a tumultuous journey to get to where it is today.

The company has circumvented various obstacles, ranging from government interference – which resulted in the nationalisation of the company and the following mismanagement which came close to destroying it - the more recent implementation of the draconian ‘General Sales Tax’ of 16% on all tractor sales in the country, to the general challenges of operating in a country which is mired in a real economic crisis.

However in the face of such political and economic uncertainty, Al-Ghazi Tractors has done much more than merely endure; it has thrived, and it is not a coincidence that tractor production and delivery increased by 38.8% in 2012 compared to 2011 figures. As a subsidiary company of the Al-Futtaim group in Dubai, and with Fiat/ Case New Holland (CNH) holding a stake in the business, Al-Ghazi Tractors Endeavour Magazine • March 2013 • 74

Endeavour Magazine • March 2013 •

Al-Ghazi Tractors Ltd.

Ltd is well placed to benefit from the expertise and many decades of automotive experience these groups can offer, which perfectly compliments its own.

“After a year of the company being placed under the sole control of national government between 1990 and 1991, it was effectively ruined by terrible mismanagement and bad practice. Equity had more or less dropped to zero in this time.

Since full privatisation however, Al-Ghazi Tractors has witnessed a great turnaround in fortunes and the business has continued to make huge profits and grow rapidly since this time. We are now the 8th most profitable company in the world and the 19th largest tractor manufacturer globally.

Our profit margin is 18% which is excellent when you consider that the average global profit margin is 4%. And importantly we have no debt as we haven’t borrowed a penny from the banks so Al-Ghazi Tractors is in very good health and we are bucking global economic trends in a very challenging climate.

We have gone from being a basketcase company to a showcase company.”

In a country that is characterised by uncertainty and is in many respects still fraught with mismanagement, Al-Ghazi Tractors has bucked this trend by achieving consistent corporate excellence. And it is through the company’s strategy of a relentless focus on quality, efficiency and continual improvement that the AGTL manufacturing

plant is able to continue driving down cost while improving quality. This perhaps illustrates why Al-Ghazi Tractors was the first company in Pakistan to earn the ISO-9000 certification, with yearly audits now registering the company for ISO-9001:2008.

AGTL manufactures four types of tractors which fall under the 55, 65, 75 and 85hp categories, all bearing the Case New Holland brand as an indicator of quality. Robust and sturdy in design, through them Al-Ghazi Tractors has an unsurprising huge market share domestically within Pakistan where as many as 82 dealerships exist in every corner of the country. AGTL tractors are a household name in the farming community in Pakistan.

Al-Ghazi Tractors believes that this success is in a large part due to its staff, who are very much seen as the engine of growth of the company. Parvez said: “Our employees are probably our most important asset and I hand on heart would say to anyone coming to Pakistan that we have the best workforce in the world. It is because of the managers and the people who do the work on the production lines with their knowledge and creativity that we are where we are today. We are a team of many talents.”

Following the completion of a fully fledged training centre at the factory in 1994, a rigorous management development program is in place at the facility. Through this, Al-Ghazi Tractors can ensure that not only does the company continue providing effective leadership for the benefit of the company,

but also that its policy of clear communication and good industrial relations between the workers and management continues.

As well as providing management training programs, training schemes also exist for the manufacturing plants workers, something that Parvez feels is crucial for AlGhazi’s continued drive towards ever greater efficiency and productivity.

“The simulated training programs for our staff which take place at our training centre as well as the many workshops across Pakistan are very important. By combining this training with getting staff on the production line promptly, we can ensure that our manufacturing staff, technicians and engineers get the right combination of training and on-thejob experience so that they learn the processes effectively.”

With the rupee still in free fall and the volatile political, social and economic conditions in Pakistan expected to continue throughout 2013, it is anticipated that the government will recognise agriculture as the key imperative and will develop an enabling environment to help its farmers.

Al-Ghazi Tractors is harnessing new initiatives in preparation for such action and has developed new farm machines and implements which are vital for the mechanised farming activities which would help grow food for the nearly 88% of the Pakistani population who are categorised as food insecure according to the National Nutrition Survey 2011.

“The real problem here in Pakistan is that we are undergoing a serious economic crisis.

In 2011 the government imposed a 16% tax on all tractors in the country which has affected farmers hugely during a time when they were already struggling. There have been widespread protests across the country against this measure and the government had relented temporarily and reduced this sales tax to 5%, but over time the tax will rise year-onyear back up to 16% again. Ministers are under real pressure to keep taxes low in response to lobbying.

Times are very tough at the moment for Pakistani farmers.”

Following the availability of funds from the US Aid Program, work on HEIS (High efficiency irrigation systems) has been re-kindled and though there is much work to be done in terms of developing these systems, Al-Ghazi is already receiving interest and orders from Pakistanis who know and trust the company.

AGTL is also venturing into the production of other farm machine and equipment implements such as cultivators, rotivators and generators which will be produced at the Dera Ghazi Khan facility.

Parvez told how the final goal for 2013 is to further increase production capability on AGTL’s tractor assembly line.

“We are in the process of putting in place a programme which will allow us to increase tractor manufacturing to 30,000+ units per year.

It is an ambitious plan but through a mixture of installing new, high-tech assembly lines combined with the implementation of new high efficiency processes, we are confident that we can achieve this. This in addition to our planned diversification programs will help strengthen Al-Ghazi Tractors for the benefit of all of Pakistan.”

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Arabian Bemco Contracting Co. www.bemco-ipp.com 00961 1561 551 Written by Daemon Sands

TOUGHEST CHALLENGES BIGGEST REWARDS

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Arabian Bemco Contracting Co.

Since its development in 1968 BEMCO has been a world class EPC Turnkey Contractor in Industrial and Power Projects. Combining state of the art technologies and a tenacity for the most challenging turnkey projects available, BEMCO have established a firm lead upon their competitors in the Saudi Arabian market. Daemon Sands spoke with Executive Vice President & COO Henry Cabrera regarding it all.

“Arabian Bemco is the leading and largest EPC Power Contractor in the region having installed over 22,000 MW of power plant capacity in Saudi Arabia and countries such as UAE, Yemen, Qatar and Jordan,” Henry Cabrera executive director of Arabian Bemco tells us.

Saudi Arabia has always been a land of opportunity where the oil fields have turned to gold in the hands of those with the resources and providence to process them. As the world becomes far more interconnected with many businesses looking to substantiate themselves in foreign lands interest in this region from international investors has increased exponentially.

“Currently this region, in particular, Saudi Arabia is going through a huge expansion of its infrastructure and power generation base due to its substantial economic growth,” Henry reveals to us, “However, as a consequence of the financial crises in the other parts of the world there is a great deal of competition especially from Asian Contractors, resulting in very competitive market prices.”

Already ahead of market competitors BEMCO find themselves in the perfect position to take advantage of their lead to further develop and enhance themselves.

With a host of projects taking place, it is the activity at the SEC’s giant Riyadh site, which contributes a magnificent 10,000 MW to SEC’s Central Operating Area of the national grid. Currently, the complex is up to Power Plant 9 and with PP10 output has risen by 20 per cent. Of course, Arabian Bemco did not get into the lead by resting on their laurels and plans for PP11 are already being drawn up.

“Construction of PP10, a large power plant complex with infrastructure for 5,000 MW, is in the hands of Arabian

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Arabian Bemco Contracting Co.

Bemco Contracting,” Henry explains, “Which was awarded the $3 billion engineering, procurement and construction (EPC) contract in June 2008; and by summer 2010, half the plant was already on line.”

A greenfield project PP10 was initially based on the installation of 36 simple cycle, base loaded gas turbine generators operating on treated crude oil. Lengths have been taken to accommodate for peak demands, in addition to the combined cycle conversion there is also the turbine inlet air cooled combined cycle power blocks.

This technology, while being able to sustain the ever growing demand for power must also be hardy enough to bear the harsh desert conditions at the site which include scorching days of over 50 degrees Celsius and nights that can plunge to zero and unpredictable sand storms can blanket entire cities in clouds of dust.

As power demands ever rise and technological advancements make machinery overhauls necessary every couple of years experienced staff play a vital, life blood role in the success of any business. Concurrently, the training that a business provides for its employees speaks volumes about the foundation strength of the organisation and its capacity for future adaptive growth.

“Arabian Bemco employs over 18,000 direct personnel,” Henry reveals, “Including engineering, project management, construction management, procurement management and other skilled manpower. We also continuously conduct training programs for our employees.”

Bemco has also invested heavily in software and IT systems, especially in enterprise resource planning (ERP) which Bemco finds indispensable for best scheduling and controlling its many capital assets.

Other organisations may go the route of simply hiring and outsourcing everything that is required for a project Bemco would rather invest in their human capital, fleets of construction equipment, and fabrication workshops which are crucial for carrying out operations. But with additional power generation projects showing no sign of slowing up, this expensive capital investment is likely to be put to good use

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for some time to come and internal investment and further development of current staff will prove indespensible.

Industry relies on reputations and Arabian Bemco is no stranger to the biggest of projects that would make other companies shy away. Known as an EPC contractor that is ahead of its peers , especially on power generation projects where they easily make use of the latest tech in co-generation, combined cycle and steam power plants. And, being linked with the most challenging projects in Saudi Arabia has made them welcome in their neighbouring countries where demand for speedy and reliable completion is high.

As an example, in June last 2011, Arabian Bemco successfully completed the Al-Qassim Central Power Plant Extension 2 in less than eight months. An extension to the existing Qassim plant they boosted the plant’s capacity by 350MW on a super-rush basis. Accounting for the work included and the logistics involved including design, engineering, procurement, delivery of materials and equipment, installation, erection, testing and commissioning of four new gas turbines and all associated auxiliaries and their balance of plant, including protection and control, compressed air systems, fire fighting, construction of a new 20,000 cubic metre crude oil storage tank and all the associated substation works, this task would have appeared impossible to other companies however Arabian Bemco took it in their stride.

So, for this vast organisation who in no small way are keeping the gears of the business revolution in Saudi moving and powered what is next on the agenda. What is keeping the likes of the Executive Vice President & COO excited for 2013?

“Bemco is looking forward to participating in Saudi Arabia in several projects for the conversion of open cycle into combined cycle, and super critical conventional steam power plants to improve plant efficiency,” Henry reveals, “As well as entering into renewable energy projects including solar technologies.

Our objective is to sustain our position in the market, enter into the renewable energy projects and expand further into Africa, Iraq and the CIS countries,” he concludes.

Biz-tainment

Geeknet Announces Fourth Quarter And Full Year 2012 Financial Results

TRIUMPH OF THE GEEKS

Revenue increases 21% in fourth quarter to $66.3 million The parent company of online retailer ThinkGeek.com, has recently announced financial results for the quarter and year ended December 31, 2012.

Total revenue for the fourth quarter of 2012 was $66.3 million, an increase from $54.8 million for the fourth quarter of 2011. Historical results have been reclassified to reflect continuing operations following the sale of the Company’s Media business in September. Net income for the fourth quarter of 2012 was $6.1 million or $0.92 per diluted share compared to net income of $5.9 million or $0.92 per diluted share for the same period a year ago. Adjusted EBITDA for the fourth quarter of 2012 was $7.5 million, compared to an adjusted EBITDA of $5.8 million for the same period a year ago. A reconciliation of net income as reported to adjusted EBITDA is included in this release.

2012 ThinkGeek Highlights • • •

• • •

Delivered Adjusted EBITDA of $2.9 million versus a loss of $(364,000) in 2011 Increased orders received by 23% in 2012 as compared to 2011 Launched approximately 1,4 00 new products, including Mega Stomp Panic, 8-Bitty Bluetooth mobile gaming controller, and the Minecraft LightUp Redstone Ore Purchases made on mobile devices in 2012 increased 126% Increased social media presence, ranking #22 on the Internet Retailer Social Media 300 List Total cash and investments at the end of the fourth quarter 2012 was $57.3 million, up $20.4 million from the fourth quarter of 2011.

“The fourth quarter marked another successful holiday season, with 21% revenue growth and positive EBITDA and cash from operations,” said Ken Langone, Executive Chairman, Geeknet. “2013 marks a new beginning for Geeknet as we dedicate our focus to ThinkGeek. With a new leadership team in place, I’m confident that we’ll continue to grow the business and take advantage of the large market opportunity in front of us.”

Revenue for 2012 grew 20% to $118.9 million. Net income for 2012 was $13.9 million, or $2.12 per diluted share,

compared to a net loss of $(1.5) million, or $(0.24) per diluted share, for 2011. 2012 GAAP net income includes a gain of $13.7 million from the sale of the Media business in the third quarter of 2012 and a $4.0 million gain from the sale of our Collabnet investment in the second quarter of 2012. Adjusted EBITDA for 2012 was $2.9 million, compared to an adjusted EBITDA loss of $(364,000) for 2011. A reconciliation of net income or loss as reported to adjusted EBITDA is included in this release.

Supplemental schedules of the Company’s quarterly statements of operations and operational statistics are available on the Company’s web site at investors.geek.net.

During the fourth quarter of 2012, the Company reviewed its accounting treatment for accruing liabilities for its Geek Points loyalty program and determined that the liabilities were understated as of December 31, 2011.

Although the impact of the adjustments is immaterial, the Company has adjusted its financial statements for all prior periods presented in this press release. The impact of the adjustments was an increase to cost of revenues of $0.1 million and $0.3 million for the quarter and year ended December 31, 2011, respectively. The accumulated impact from prior period adjustments as of the year ended December 31, 2011 was a $1.2 million increase in accumulated deficit; and an increase of $0.9 million in accrued liabilities and other, and $0.3 million in other long-term liabilities.

A conference call and audio webcast will be held at 2:00 pm ET on February 27, 2013 and may be accessed by calling (877) 348-9353 or (253) 237-1159 outside the U.S., or by visiting investors.geek.net. An audio replay will be available between 5:00 pm ET on February 27, 2013 and 11:59 pm ET on March 2, 2013 by calling (855) 859-2056 or (404) 537-3406, with Conference ID 13988072.

In addition to reporting financial results in accordance with generally accepted accounting principles, or GAAP, we also report adjusted EBITDA. Adjusted EBITDA should be considered in addition to results prepared in accordance with GAAP, but should not be considered a substitute for, or superior to, GAAP results. We believe that adjusted EBITDA provides useful information to both management and investors and is an additional measurement which may be used to evaluate our operating performance. Our management and Board of Directors use adjusted EBITDA as part of their reporting and planning process and it is the primary measure we use to evaluate our operating performance. In addition, we have historically reported adjusted EBITDA to the investment community. We also believe that the financial analysts who regularly follow and report on us and the business sector in which we compete use adjusted EBITDA to prepare their financial performance estimates to measure our performance against other sector participants and to project our future financial results.

We define adjusted EBITDA as earnings from continuing operations before interest and excludes gain on the sale of assets, taxes, stock-based compensation, depreciation, and amortization The method we use to produce adjusted EBITDA is not computed according to GAAP, is likely to differ from the methods used by other companies and should not be regarded as a substitute for results prepared in accordance with accounting principles generally accepted in the United States. Adjusted EBITDA, as we compute it, excludes certain expenses that we believe are not indicative of our core operating results, as well as income taxes, stockbased compensation and depreciation and amortization.

We consider our core operating results to include revenue recorded in a particular period and the related expenses that are intended to directly drive operating income during that period.

The EBITDA calculation excludes interest, income taxes and depreciation and amortization by its nature. In addition, when we compute adjusted EBITDA we exclude discontinued operations, stock-based compensation, gain on sale of assets and other amounts included in the Interest income and other income (expense) net caption, as we believe that these amounts represent income and expenses that are not

directly related to our core operations. Although some of the items may recur on a regular basis, management does not consider activities associated with these items as core to its operations. With respect to stock-based compensation, we recognize expenses associated with stock-based compensation that require management to make assumptions about our common stock, such as expected future stock price volatility, the anticipated duration of outstanding stock options and awards and the rate at which we recognize the corresponding stock-based compensation expense over the course of future fiscal periods. While other forms of expenses (such as cash compensation, inventory costs and real estate costs) are reasonably correlated to our underlying business and such costs are incurred principally or wholly in the particular fiscal period being reported, stock-based compensation expense is not reasonably correlated to the particular fiscal period in question, but rather is based on expected future events that have no relationship (and in certain instances, an inverse relationship) with how well we currently operate our business. Gain on sale of assets and discontinued operations are excluded from adjusted EBITDA because such activities are not representative of our core operations.

Geeknet, Inc. ThinkGeek, a wholly owned subsidiary of Geeknet, Inc. (NASDAQ: GKNT), is the premier retailer for the global geek community. Since 1999, ThinkGeek has sought to provide tech, gadget, and toy-obsessed communities with all the things geeks crave. ThinkGeek was founded to serve the distinct needs and interests of technology professionals and enthusiasts and today has grown to become the first choice for innovative and imaginative products that appeal to the geek in everyone.

Want to learn more?

Check out thinkgeek.com or geek.net.

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