Executive Insight Magazine Issue 54 by jsinternationalmedia

EXECUTIVE INSIGHT LEADING THE PROFESSIONAL CHARGE

WINTER 2024

ISSUE 54

STELLANTIS

FLAMINGO GROUP INTERNATIONAL Set to provide products that enhance people’s quality of life

Set to increase access to mobility across the continents

FIREAWAY PIZZA The great story of a dream turned into reality

KARL HAVARD, MANAGING DIRECTOR, TALKS TO EXECUTIVE INSIGHT ABOUT THEIR PLANS FOR FUTURE DEVELOPMENTS AS AN ELITE PARTNER OF NVIDIA

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from sedimentation and dewatering to drying, and ensures excellent throughput of high-quality products – all with low operating costs and maximum reliability. The variety of technologies combined with the opportunity to analyze your processing requirements and conduct tests in a state-of-the-art laboratory means,

that you get the right equipment or individualized line solution for your specific need. Did you know? ANDRITZ offers an extensive selection of thickening, dewatering and drying solutions, catering to the precise processing needs of critical minerals necessary for expansion of e-mobility.

Head of Content Jon Bradley jon@jsinternationalmedia.com Project Director Liam Ohara liam@jsinternationalmedia.com Operations Manager David Tavernor david.tavernor@jsinternationalmedia.com Editorial Research Manager Mark Jennings mark@jsinternationalmedia.com Lead Feature Manager Ray Chowdhary ray@jsinternationalmedia.com Editorial Researcher Alex Hilling alex@jsinternationalmedia.com Editorial Researcher Richard Stevens richard@jsinternationalmedia.com Editorial Researcher Adam Hollands adam@jsinternationalmedia.com Design Manager Zachary Smith design@jsinternationalmedia.com Accounts Manager Geoff Whitmore accounts@jsinternationalmedia.com Subscriptions & Data Manager Pete Chapman pete@jsinternationalmedia.com Solicitor & Legal Partner Birketts LLC

ISSUE54 INTRODUCTION Dear Readers, Welcome to the dynamic pages of Executive Insight Issue #54, where we unravel compelling narratives of leadership, innovation, and sustainable success. This edition spotlights eight influential articles, each offering a glimpse into the strategic manoeuvres and triumphs of global business leaders. Our journey commences with Taiga Cloud, led by the visionary Karl Harvard. Dive into the exclusive feature detailing Taiga Cloud’s prestigious ‘elite designation’ in the AI landscape, exploring the innovations that set them apart in the realm of artificial intelligence. Shift your focus to the superpower that is Stellantis, where MENA COO Samir Cherfan shares insights into the company’s expansion endeavours and the intricate dance of business growth in Africa. This article explores the challenges and strategic moves that define Stellantis’ role as a key player in the African business landscape. Celebrate the rise of Fireaway Pizza under the leadership of CEO Mario Aleppo. Since its unconventional inception in 2016, Fireaway has charted a unique path to rapid growth, showcasing innovation and a distinct corporate culture. Melani De Klerk, Procurement Manager at NamPort, takes center stage in our exploration of supply chain leadership. Gain insights into the dynamics and importance of effective supply chain management in navigating global complexities. Ian Michell, ESG Director at Flamingo Group, guides us through the company’s sustainability journey, exceeding expectations in Environmental, Social, and Governance (ESG) practices. In an enlightening piece, Daniel Out, Operations Director at Koa Ghana, reveals how the company holds a unique key to unlocking new economic opportunities for West Africa, contributing to regional development. Paul Mulder, CEO of Mayur Resources, discusses the $40M Lime Project, showcasing the strategic thinking behind this groundbreaking initiative. Our final article features Kevin Richards, CEO of Kingston Properties, demonstrating the seamless transfer of skills from an economic background to build a thriving real estate company, ready to take on the world. As you peruse these insightful articles, the common thread emerges — sustainability. In every success story, sustainability stands as the cornerstone for enduring triumph. This issue is not just a collection of articles but a testament to the pivotal role sustainable practices play in shaping the future of business. Enjoy the journey through Executive Insight Issue #54, where leadership, innovation, and sustainability converge to pave the way for a brighter, responsible, and resilient business landscape. Happy Reading! Sincerely,

Jon Bradley Head of Editorial Content

CONTENTS

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6 - 13

UNLEASHING THE GREEN POTENTIAL

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14 - 27

62 - 71

TAIGA CLOUD

FLAMINGO GROUP INT.

28 - 41

72 - 79

42 - 51

80 - 89

52 - 61

90 - 97

STELLANTIS

FIREAWAY PIZZA

NAMPORT

KOA GHANA

MAYUR RESOURCES

KINGSTON PROPERTIES

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AI and Sustainability

Unleashing the Green Potential: THE SYMBIOTIC DANCE OF AI AND SUSTAINABILITY

n an epoch where the nexus between technological innovation and ecological responsibility becomes increasingly paramount, the relationship between artificial intelligence (AI) and sustainability emerges as a beacon of hope. As the world grapples with the imperative to adopt environmentally conscious practices, the fusion of AI and sustainability holds unprecedented promise. In this editorial and to being issue 54, we will endeavour to delve into the intricate dance between AI and sustainability, navigating through the landscape of both positive and negative consequences while placing a spotlight on the transformative power of AI in steering industries toward a more eco-conscious future.

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AI and Sustainability Resource Optimization and Efficiency At the core of AI’s contribution to sustainability lies its unparalleled ability to process and analyze vast datasets at speeds beyond human capacity. This capability becomes a linchpin in optimizing resource usage and enhancing operational efficiency across various industries. In manufacturing, for instance, AI-driven algorithms predict maintenance needs, reducing downtime and minimizing resource wastage. This not only prolongs the lifespan of equipment but also fosters a culture of sustainability by ensuring that resources are utilized judiciously. In the realm of transportation, AI facilitates route optimization, reducing fuel consumption and carbon emissions. Smart grids, empowered by AI, enhance the efficiency of energy distribution by predicting demand patterns and adapting supply accordingly. By minimizing energy wastage, these applications of AI contribute significantly to the overarching goal of sustainable resource management. Precision Agriculture Agriculture, the backbone of our civilization, undergoes a profound transformation through the infusion of AI. Precision farming, facilitated by sensors, drones, and AI algorithms, allows farmers to make data-driven decisions. This not only maximizes crop yields but also minimizes the use of water, pesticides, and fertilizers, significantly contributing to sustainable farming practices. AI-driven predictive analytics help farmers anticipate crop diseases and optimize irrigation schedules. By harnessing the power of real-time data, agriculture becomes more resilient and environmentally friendly. Through the judicious use of resources, AI empowers the agricultural sector to meet the growing demands of a burgeoning global population without compromising the health of our planet. **Renewable Energy Integration**

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AI and Sustainability

s the global community pivots towards renewable energy sources, AI plays a pivotal role in accelerating this transition. The intermittency and unpredictability of renewable sources such as solar and wind pose challenges to the stability of energy grids. AI algorithms, however, provide a solution by optimizing the operation of renewable energy plants. Machine learning models forecast energy demand, enabling seamless integration of solar and wind power into the grid. This not only ensures a stable energy supply but also reduces reliance on fossil fuels, mitigating the environmental impact of energy production. The synergy between AI and renewable energy is transformative, positioning technology as an indispensable ally in the quest for a sustainable energy future.

Climate Change Modeling and Mitigation The intricate and multifaceted nature of climate change demands sophisticated tools for analysis and mitigation. AI’s predictive capabilities, driven by machine learning models, are instrumental in climate change modeling. These models process vast datasets, providing insights into the complex dynamics of climate change. By understanding the intricate interplay of various factors influencing climate change, policymakers are equipped to formulate informed mitigation strategies. AI-driven simulations enable us to explore the potential impacts of different scenarios, guiding us toward decisions that have the most significant positive impact on our environment.

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Circular Economy and Waste Reduction The linear model of production and consumption, characterized by a take-make-dispose approach, is inherently unsustainable. AI steps into this arena, fostering the transition to a circular economy. Intelligent sorting systems, powered by machine learning algorithms, revolutionize waste management by enhancing recycling efficiency. Through image recognition and data analysis, AI systems categorize and sort waste with unprecedented accuracy. This not only reduces the environmental impact of waste disposal but also facilitates the recovery of valuable resources. The circular economy, driven by AI, transforms waste into a valuable resource, aligning with the principles of sustainability.

Navigating the Risks: Addressing Potential Drawbacks While the symbiotic relationship between AI and sustainability promises transformative outcomes, it is essential to tread cautiously and address potential drawbacks to ensure responsible development and deployment of AI technologies. Energy Consumption of AI Systems The computational demands of AI, particularly during the training phase of machine learning models, have raised concerns about energy consumption. Large-scale data centers supporting AI operations can have a significant carbon footprint. To mitigate this, researchers and engineers are actively working on developing energy-efficient AI algorithms and hardware.

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AI and Sustainability Innovations in neuromorphic computing, for instance, aim to mimic the energy-efficient architecture of the human brain. Low-power AI solutions and advancements in hardware design contribute to minimizing the carbon footprint of AI technologies. The pursuit of energy efficiency in AI is crucial for ensuring that the benefits of these technologies do not come at the cost of exacerbating environmental challenges. Data Privacy and Security Concerns The pervasive use of data in AI applications raises legitimate concerns about privacy and security. Sustainability initiatives often involve the collection and analysis of extensive datasets, encompassing information about individuals, communities, and ecosystems. As such, it is imperative to establish robust data protection measures to safeguard the privacy and security of this sensitive information. Striking a delicate balance between leveraging data for sustainable innovation and protecting individual privacy is essential. This involves implementing stringent data encryption, anonymization, and access controls. It also necessitates transparent communication about data usage practices, fostering trust among stakeholders and the broader public. Job Displacement and Economic Shifts The advent of automation powered by AI introduces the potential for job displacement in certain industries. While automation leads to increased efficiency, reduced costs, and enhanced productivity, it also poses challenges in terms of employment. This technological shift may result in the need for reskilling and upskilling the workforce to adapt to the evolving job landscape. Proactive measures, including comprehensive education and retraining programs, are crucial to ensuring that the workforce remains agile and capable of navigating the changing employment landscape. Policymakers must work hand in hand with industries and educational institutions to develop strategies that promote a just transition, minimizing the negative social and economic impacts of automation. 12

Bias and Fairness in AI Algorithms AI algorithms are inherently dependent on historical data for training, and this data may contain biases. If not addressed, these biases can be perpetuated and amplified, leading to unintended discriminatory outcomes. In the context of sustainability, biased algorithms could exacerbate existing environmental injustices, disproportionately affecting marginalized communities. Ensuring fairness in AI algorithms is paramount. This involves thorough examination and auditing of training data, as well as ongoing monitoring of algorithmic outputs for bias. The development and implementation of ethical AI principles, combined with diverse and inclusive teams working on AI projects, contribute to the creation of fair and unbiased AI solutions that benefit all members of society. The Appliance Alliance Now, let’s take a moment to acknowledge the elephant in the room – the fear that AI could herald the end of humanity, à la the Terminator film with Skynet. Picture this: You’re sipping your favourite and tasty beverage, scrolling through your news feed, and suddenly your smart fridge decides it’s had enough of your questionable snack choices. The toaster joins in, convinced that it’s high time for a carb-free revolution. Before you know it, your appliances form an alliance, and your once docile household items are plotting world domination. The allure of AI is both mesmerising and terrifying. Paving the Way for a Greener Tomorrow As we stand at the crossroads of technological advancement and environmental stewardship, the positive impact of AI on sustainability cannot be overstated. The inherent potential of AI to revolutionize the way we approach resource management, energy production, and environmental conservation positions it as a linchpin in the pursuit of a greener tomorrow. The key to unlocking this potential lies in navigating the complexities with a thoughtful and ethical approach, addressing challenges while maximizing the benefits. The symbiotic relation-

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ship between AI and sustainability is not without its challenges, but it is through proactive measures and responsible practices that we can ensure the transformative power of AI is harnessed for the greater good. By fostering collaboration between the tech industry, policymakers, and environmental experts, we can create a roadmap for the responsible development and deployment of AI technologies. This collaborative effort should extend to research institutions, non-governmental organizations, and grassroots initiatives, ensuring a holistic approach that considers the diverse perspectives and needs of communities worldwide. The ongoing pursuit of energy-efficient AI algorithms and hardware, coupled with advancements in renewable energy sources, can address concerns about the carbon footprint of AI operations. These innovations not only make AI more sustainable but also contribute to the broader goal of reducing the environmental impact of technology. Data privacy and security must remain at the forefront of AI development, with robust measures in place to protect sensitive information. Transparent communication about data usage practices builds trust and ensures that individuals are confident in the ethical handling of their information. The potential for job displacement necessitates a proactive approach to workforce development. Education and retraining programs should be designed collaboratively between governments, industries, and educational institutions to equip the workforce with the skills needed in the evolving job market. This approach ensures that the

benefits of AI are shared equitably across society. Addressing bias and ensuring fairness in AI algorithms is an ongoing process that requires continuous scrutiny and refinement. Ethical AI principles, diverse teams, and community engagement are essential components of creating AI solutions that align with societal values and promote inclusivity. In conclusion, the convergence of AI and sustainability represents a watershed moment in our collective journey toward a greener, more sustainable future. The benefits of AI in optimizing resource usage, enhancing efficiency, and addressing complex environmental challenges are substantial. However, responsible development and deployment are paramount to avoid unintended consequences. As we navigate this uncharted territory, stakeholders from all sectors must come together to establish guidelines, share best practices, and drive innovation that prioritizes both technological advancement and ecological preservation. The positive nexus between AI and sustainability can be a catalyst for change, ushering in an era where innovation and environmental responsibility coexist harmoniously. Through careful consideration of the potential risks and ethical dilemmas, we can ensure that the transformative power of AI is wielded responsibly. The green potential of AI is not just a possibility; it is a mandate for a future where technology becomes a force for environmental good. By embracing this mandate, we pave the way for a greener tomorrow, where the dance between AI and sustainability creates a symphony of progress and ecological harmony for generations to come. 13

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Taiga Cloud, A NORTHERN DATA GROUP COMPANY,

roars ahead as an Elite Partner of NVIDIA Taiga Cloud, a Northern Data Group company, has recently achieved the prestigious status of certified NVIDIA Elite Cloud Service Providers (CSPs) - an elite designation recognizing Taiga Cloud as a top-tier provider for AI and High-Performance Computing (HPC) in the Cloud. After extensive audits validating Taiga Cloud’s operations, infrastructure, software stack, security protocols and Generative AI competencies, NVIDIA effectively crowned Taiga Cloud amongst the world’s most capable Cloud partners for accelerated computing. Taiga Cloud stands at the forefront of meeting surging enterprise demand for specialised Generative AI capabilities in Europe. Amongst all these accolades, and facilitated by Northern Data Group’s continued investment, Taiga Cloud, is demonstrating accelerated growth, indicating an even more exciting future ahead. Executive Insight’s Jon Bradley sat down with Karl Havard, Managing Director of Taiga Cloud, to further explore what the future holds.

Revolutionized High-Performance Computing. Advances in High-Performance Computing continue to place new demands on data centers. But what if innovations in infrastructure could revolutionize computing environments, delivering greater performance, density and availability for years to come? With more than 25 years’ experience in designing and operating data centers, we’re pioneering a new era of high-performance and efficiency.

100% Uptime SLA ISO27001 Information Security certified Power Usage Effectiveness (PUE) as low as 1.15

www.ardentdc.com

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In the ever-evolving realm of data centers, Ardent Data Centers, a Northern Data Group company, stands out as a beacon of innovation and agility. Enabled by Northern Data Group’s Data Center heritage and with a relentless focus on providing cutting-edge infrastructure and services, the company is rapidly establishing itself as a leading infrastructure provider for High-Performance Computing (HPC) and Artificial Intelligence (AI) applications. Ardent Data Centers are also expanding at a fast pace, with several new locations having been added to their portfolio in recent months and more on the way. Executive Insight caught up with Ardent’s Managing Director, Corey Needles. Ardent, the data center division of Northern Data Group, a leading provider of HPC infrastructure solutions, is a relatively young company, and that might be its biggest advantage. As the AI boom continues, and its many growing needs see legacy data centers scrambling to rapidly repurpose their old facilities, Ardent enjoys the benefits of being purpose built for the needs of the modern era. “Flexibility is really our key focus”, Needles points out. “When you are repurposing older infrastructure for more high-density operations, you run into many challenges. We don’t have to worry about that as our infrastructure has been designed to support future technology cycles. Traditional data centers will have to adapt but we haven’t seen many yet preparing for the hybrid CPU-GPU environment and that is what we are capturing at Ardent. This is also why our power and cooling systems are tailor made to support the most cutting-edge, high-density operations with the ability to further modify our services to fit our customers’ needs”.

This flexibility can be found across the rest of Ardent’s operations as well; “I want to make sure our customers can have as much freedom as they want. If they need to have systems reconfigured quickly, they should get that, and we make sure our staff have the technical training to provide that”. This customer driven mindset is also evident in how Ardent is designing their product offerings. Needles notes a recent article describing how most of the NVIDIA H100 GPUs are monopolized by a few mega 18

corporations. “I want to ensure smaller enterprises also have reasonable access to HPC. Through our partnership with our sister company, Generative AI Cloud Service Provider Taiga Cloud, we are doing just that. While Ardent is the data center division of Northern Data Group, Taiga Cloud is its Cloud Solutions division. Alongside supporting Taiga Cloud’s Generative AI offering through its data center infrastructure, Ardent will lead the way in its offering of sustainable, compliant and secure HPC co-location services and infrastructure to the market. Ardent’s ability to cater to customers and provide so much flexibility is no coincidence. Corey’s team is full of industry veterans. “Dan Beers, our VP of Global Data Center Operations and our core Senior Operations team have decades of experience in the industry. We have seen what it takes to build a company to the highest level and that has also helped us to build up a fantastic panel of suppliers. This means we are ready to spring into action and provide the exact solutions our customers need”.

Despite these advantages, Needles and Ardent also are very eager to constantly learn. “The partnership with Taiga Cloud is great in this regard. They are both a customer, as our anchor tenant, and a sister company, as part of Northern Data Group. This gives us the opportunity to utilize each other’s capacities and capabilities to run pilot programs and test out new technology. The more we can do this, the more we are able to provide cutting edge services to our customers at competitive

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prices. It also gives us the flexibility to work with technologies like Direct-To-Chip [a cutting edge and experimental method of cooling chips], for example, which not many others currently have the access to”. Needles also shares a bit of personal admiration for Karl Havard, Managing Director of Taiga Cloud. “The strong supplier relationships that Karl has built up at Taiga Cloud is a great boon for us as well because it lets us grow in conjunction with them. Taiga Cloud will continue to grow on the back of these collaborations and that will only enable us to keep growing and innovating alongside them. The biggest benefactor of all of this will be our customers”.

their data center of choice. The focus right now is to make sure we offer high-end solutions to all of our customers and solve any problems they might have. We have built up quite a bit of momentum with Taiga Cloud and we will continue to keep that momentum going”.

Despite pushing the envelope regarding computing power, Ardent remains committed to sustainability, “Our sites in Sweden and Norway have already achieved very good PUE scores, at 1.15 and 1.06”, Needles adds, “The Norway site is also geothermal, and we are always working to see what else can move the needle in that regard. We recognize that different climates and energy sources bring unique conditions, so we always work to make the best of the geography where we operate”. In that light, Needles noted how Northern Data Group has placed a lot of faith in Needles and their team. “We are a very nimble group, and our investors have a lot of faith in what we do. We are always on the lookout for new opportunities and new locations to move into. In addition to the traditionally larger markets of the EU and North America, we are also exploring emerging markets. I believe within the next five years, we will be in the billing as one of the top players in the sector”. While remaining firm on these big ambitions, Needles also added that they are prepared to meet the challenges of an up-and-coming business, “My team and I are very experienced and have decades of data center experience between us. We know that we will have to execute, build credibility, and prove to our customers that we should be

With Needles and his team driving this innovative company forward, the world is likely to see a new champion in the data center industry at this rate. Its partnership with sister company Taiga Cloud means exciting pilot projects and the parties that benefits the most will be the consumers and the planet. Together, Northern Data’s Group’s Data Center and Cloud divisions are exploring ways to ensure the environmental footprint of compute-intensive processes is as light as possible, from strategic locations,to renewable energy, greater utilization and waste-reduction solutions. As Taiga Cloud roars ahead, Ardent will certainly roar alongside it. 19

GIGA POD The Future of AI Computing www.gigacomputing.com

What do y’all know about the GIGAPOD GIGABYTE’s newly launched GIGA POD comes with four of GIGABYTE’s G593-series GPU Servers in one rack! That’s four of the industry’s best in class AI computing platforms linked together to form a cluster. You can expect incredible performance for image recognition and natural language processing at scale. A renowned European GPU cloud provider has already deployed 8 GIGA POD’s totaling 256 NVIDIA H100 Tensor Core GPUs to power the EU’s largest AI data center!

Win Big with AI

Witness how GIGABYTE’s AI servers unlock your AI-volution

A turnkey AI data center starts with the NVIDIA HGX H100 GPU in GIGABYTE servers and full racks, gathered in a GIGA POD. marketing@gigacomputing.com

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GIGA POD: Taking your AI experience to the next level In the ever-evolving landscape of artificial intelligence, GIGABYTE is proud to launch the breakthrough GIGA POD product line, carefully crafted to redefine and enhance your artificial intelligence computing journey. GIGA POD is at the forefront of innovation, delivering a turnkey solution that seamlessly integrates cutting-edge hardware to solve the most demanding AI applications built on neural networks such as Deep Learning and large language models. Unlock the potential of GIGA POD The first GIGA POD model features the formidable GIGABYTE G593 series server, laying the foundation for an unparalleled AI computing experience. The powerful server that GIGABYTE created enables the GIGA POD’s exceptional performance and efficiency for AI applications. Unprecedented scalability GIGA POD extends beyond individual servers, offering the approach of scale-out computing that integrates multiple racks. This rack-scale-level product is integrated with the NVIDIA HGX platform or an OCP Accelerator Module (OAM) to redefine the boundaries of what is possible. The result is a comprehensive infrastructure that empowers you to tackle the most ambitious AI-enabled services with ease. Consulting, design and construction GIGA POD is more than just a product. It is a partnership. Our professional team works with you to understand your AI computing needs. From initial consultation through the design phase to building a powerful, scaled infrastructure, GIGABYTE supports you every step of the way. We are committed to helping our customers unlock the full potential of artificial intelligence without compromise. Why choose GIGA POD? • Superior performance GIGA POD harnesses the computing power of the most innovative and powerful AI servers for scale-out deployments, delivering the best performance for AI workloads. • Seamless scalability Giga POD scales easily with GIGABYTE’s validation and integration. Say goodbye to performance bottlenecks caused by improper network connections when

you invest in a powerful system. Ensure your computing infrastructure keeps pace with your AI goals. • Comprehensive services In addition to hardware, GIGABYTE also provides a wide range of services, such as consulting, design, and construction, making GIGA POD a comprehensive solution tailored to meet your AI computing needs. Success Case: GIGA POD “In 2021, Taiga Cloud a Northern Data Group company started building its first Gen AI cluster, together with GIGABYTE, based on NVIDIA A100 GPUs. In Q4 2023, Taiga Cloud and GIGABYTE were the first in Europe to set up a shared design of NVIDIA H100 super pods. The tremendous effort from both teams has propelled Taiga Cloud to new heights in its ability to offer our customers access to flexible, secure, and compliant clean-energy compute power to serve Gen AI innovation across Europe. Thanks to the whole team at GIGABYTE for their support, especially Matthew Miller, Thomas Yen, Andie Yen, and Josephine Su.” Christof Stührmann, Director, Cloud Engineering, Taiga. “GIGABYTE is pleased to assist Taiga Cloud in meeting the strong demand from businesses for AI-driven solutions by offering access to Europe’s largest clean, energy-powered, expandable AI and ML processing capabilities. We anticipate fully harnessing the potential of our collaboration as we further our strategic partnership. GIGABYTE is facilitating an expedited chip supply chain in Europe by providing the highly desired NVIDIA H100 GPUs to Taiga Cloud. Customers have the option to pre-register their interest in the H100, with access being available prior to the conclusion of 2023. This cooperation represents the culmination of almost two years of work between the two organizations. It originated with GIGABYTE supplying Taiga Cloud NVIDIA A100 GPUs, which were hosted at Ardent Data Centers, part of Northern Data Group’s innovative Site in in Boden, Sweden.” Matthew Miller, Senior Sales Manager, GIGABYTE EMEA Embark on a transformative AI journey with GIGA POD, where innovation and scalability come together to turn your ambitions into reality. GIGABYTE proudly presents the infinite future of artificial intelligence computing. 21

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aiga Cloud, the Cloud Solutions division of Northern Data Group, a leading provider of HPC infrastructure solutions, is Europe’s first and largest Generative AI Cloud provider. We’re on a mission to enable customer access to unprecedented Generative AI capabilities through flexible and sustainable Cloud infrastructure, purpose-built for efficiency and performance,” notes Taiga Cloud’s Managing Director, Karl Havard. With over 24,000 NVIDIA GPUs rolling out across 2024 – including the latest, in-demand H100 GPUs, expansion plans are truly underway. Taiga Cloud provides precisely tailored solutions for European organisations pursuing innovations like AI software development, drug discovery, 3D rendering, digital twinning, intelligent data synthesis, personalised text, speech applications and more in the dawning era of industrialised Generative AI computing. Rapid Growth Fuelled by AI growth/AI demand While AI’s latest advancements such as ChatGPT and DALL-E suddenly thrust it into public consciousness, Taiga Cloud is at the forefront of meeting the growing demand and appetite from enterprises and research institutions for infrastructure specifically equipped to train, infer and deploy sophisticated Generative AI models. As European organisations pushed boundaries in natural language processing, speech synthesis, video generation, drug discovery and other applications years back, their innovation remained stifled by the standardised commodity cloud offerings at the time. Taiga Cloud was born out of this market opportunity and has quickly grown and established itself as Europe’s first and largest CSP which is specifically engineered for the intense computational demands of cutting-edge ML and AI workloads. “Our vision is to democratise access to Generative AI, enabling start-ups, researchers, and enterprises alike to bring ideas to life efficiently, effectively and sustainably via Cloud. We offer flexible purchase options so customers can precisely access the GPU resources needed rather than facing restrictive demands,” outlines Havard. Uniquely tailored contract lengths empower innovators to leverage Taiga’s Cloud offering on an on-demand basis for iterative development, a refreshing offer when compared to many long-term contracts in the market, before project viability is proved. 22

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Our vision is to democratise access to Generative AI 23

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“

We are completely transparent with granular metrics around sustainability and component-level efficiency

Yet, dedication to expanding access runs deeper than competitive positioning. “We are growing responsibly through customer-aligned investments rather than selling our supply to a single buyer that does not align with our beliefs,” affirms Havard, contrasting against providers prioritising their own internal AI programs over external client needs. By steadfastly guiding infrastructure growth to fulfil diverse customer demands, instead of

narrowly optimising for internal usage, Taiga Cloud keeps progress firmly rooted in equitable principles not just profits. The company stays true to its vision by ignoring hype-driven turbulence and avoiding growth that compromises its commitments to transparency, sustainability and compliance adherence. Purpose-Built for AI Achievement with Watertight Ethics Insatiable enterprise appetite for Gener-

ative AI capabilities provides no excuse for compromising principles in Havard’s book. Enabled by Northern Data Group’s Data Center heritage, Taiga Cloud has access to state-of-the-art sustainable data centres running on 100% carbon-free energy while driving ground-breaking gains in power utilisation efficiency even for dense AI hardware configurations. “Our facilities in Sweden and Norway utilise renewable hydro-powered energy

whilst employing new and innovative cooling techniques to handle intense heat without energy waste,” explains Havard, who adds, “We are completely transparent with granular metrics around sustainability and component-level efficiency.” By tackling the explosive demand for specialty AI infrastructure sustainably and ethically, Taiga Cloud empowers customers to achieve unprecedented breakthroughs

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without negative externalities. In addition to laudable sustainability outcomes across Scopes 1, 2 and 3; customers experience comprehensive privacy protection and rigorous multi-layered compliance enforcement supportive of regional standards. “We are a European company with in-region data processing flows meeting GDPR and ISO 27001 standards, and more, to facilitate innovation with trust”, Havard adds. Comprehensive Service Portfolio Tailored for Generative AI Outcomes Taiga Cloud goes way beyond just providing racks of GPUs – with their expert technical team they are offering managed services tailored to help European companies accelerate their AI efforts, especially around generative models. Their flexible support plans give customers control over their architecture, with the Taiga Cloud Team on hand to help manage things if needed. For private H100 SXM HGX Island clusters, they can create fully customized setups to fit each customer’s specific models, data, and frameworks. By collaborating closely, they build purpose-built systems that can scale up to thousands of NVIDIA GPUs and all the latest tech like BlueField DPUs and InfiniBand networking. The goal is to tune the infrastructure to each customer’s unique workloads. Customers can also access Taiga Cloud’s own infrastructure management solution, or use the API for simplified deployment, monitoring and administration of the Generative AI machines and resources. Responsible Innovation Moving Forward NVIDIA’s extensive evaluation of operational excellence, culminating in Taiga Cloud’s Elite CSP certification, spotlights infrastructure that is undeniably ready to fuel incredible new innovations on the frontier of

Generative AI. Yet, Havard balances excitement with a solemn recognition that such technologies require informed development aligned to social values, “This recognition motivates us immensely, but we acknowledge serious obligations as well to lead clients forward responsibly.” Maintaining ethical principles around democratized access, sustainability, transparency, and education sits right alongside driving technical breakthroughs on Taiga Cloud’s leadership agenda moving ahead. “As Europe’s foremost dedicated player in this space, we feel a major responsibility to promote policies nurturing innovation, whilst establishing guardrails to prevent harms,” observes Havard. With foundational elements firmly solidified through its investments in people, infrastructure, and ethical orientation, Taiga Cloud looks ahead to a bright future on the frontier of Generative AI computing. “This milestone kickstarts the next chapter for Taiga Cloud, as we work closely with NVIDIA to push boundaries even further”, projects Havard. After cementing its position atop Europe’s booming market for enterprise AI acceleration, Taiga Cloud seems poised to lead a new wave of innovation into emerging territories, with outsized potential to transform industries - but only if their principles can remain intact. As this next era of human and AI collaboration dawns, Havard believes companies like Taiga Cloud must remain grounded when turbulence strikes hype-fuelled domains, “There will always exist tension between revolutionary technology potential and responsible development pacing - those able to navigate this balance sustainably have much to contribute.” With the generative AI tide rising faster than ever, along with many debates about the ethical use of AI, Taiga Cloud appears positioned to lift all boats ethically by sticking to its true north.

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Moving the

WORLD

Stellantis, one of the world’s leading car manufacturers, is set to increase access to mobility across the continents. Jon Bradley spoke to Samir Cherfan, Chief Operating Officer, Stellantis Middle East and Africa, about investment and expected growth in this fastest growing region for the Group.

tellantis, established in 2021 as a merger of the Italian–American conglomerate Fiat Chrysler Automobiles (FCA) and the French PSA Group, is a constellation of 14 iconic automotive brands and two mobility arms that aims to develop, engineer, manufacture, and scale up the best breakthroughs in all facets of sustainable mobility from autonomous, connected, electrified, shared and pre-owned vehicles to micro-mobility, commercial vehicles, and even electric aircraft. The company has been growing in line with its mission: “Powered by diversity we lead the way the world moves.”

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Where innovation meets experience SKF was founded in 1907. We are represented in around 130 countries, with more than 40 000 employees and 17 000 distributor locations worldwide. Our products are found everywhere in society. In fact, wherever there is movement, SKF’s solutions may be used. We are an important part of the everyday lives of people and companies around the world. Our extensive background in electric industrial motors provides us with a solid foundation, enabling us to support the electric vehicle (EV) industry’s move towards sustainability and efficiency. Our offer includes specialized bearings, designed to meet the unique demands of EVs. These bearings reflect our experience in electric motor technology, focusing on efficiency and vehicle range without compromising durability. We also offer tailored solutions for EV powertrains, in which we combine precision engineering and innovative design to develop new generations of vehicles. As the automotive industry transitions to electric, SKF is your partner on the journey towards the future of mobility.

Accelerate to zero Our targets to reach net-zero greenhouse gas emissions in the value chain are validated and approved by SBTi. And our bearing technologies for electric vehicles enable lower emissions throughout their full life cycle – from low carbon manufacturing to friction reduction in the end application. Let’s work together to accelerate the race to zero.

Read more at skf.com/sustainability ® SKF is a registered trademark of AB SKF (publ). | © SKF Group 2023

With a community of more than 160 nationalities, industrial operations in more than 30 countries and customers in more than 130 markets, the Group is one of the most diverse companies in the world, and with its ambitious decarbonisation strategy to be a carbon net-zero mobility tech company by 2038, Stellantis is leading the industry’s transition toward a carbon net-zero future. “In 2023, Stellantis became the most efficient group in the automotive industry,” says Cherfan, pointing out that although the Group as such was established only a few years ago, the history of its individual brands goes a long way back in history - with Peugeot, Opel, Fiat, Vauxhall and Lancia introduced between 1896 and 1906, then Alfa Romeo coming in 1910, followed by Maserati, Citroen, Chrysler Jeep and others.

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“Similarly, in regional terms, although Stellantis Middle East Africa as an organisation unit is young, established within the Group only in 2015, the brands enjoy a solid legacy in the region that started in the 1950s, with production in Morocco, Nigeria and Turkey for Fiat, Opel and Citroen. So the brand presence in the Middle East and Africa is well established – a solid foundation to be built on further.” Aiming for market leadership He further noted that in Q3 2023 the Group recorded net revenues

of €45.1 billion, up 7% compared to Q3 2022, a result to which MEA contributed strongly. “The region is very dynamic and we have ambitious plans in the MEA: we want to move from 25% to over 90% regional production autonomy, and aim to become the regional market leader with one million vehicles sold by 2030, of which 35% will be electric.” This is projected to be achieved by consolidating the Stellantis position in the Mediterranean Crown and the French Overseas Territories, achieving above 30%

market share, and by ramping up in Middle East, South Africa and Sub Saharan Africa with a market share above 12%. To this end, the Group has implemented major investment in the region. In December 2023, Stellantis’s new manufacturing plant in Tafraoui – Algeria started production, a strategic move designed to bolster the development of the country’s automotive sector through localised manufacturing of Fiat models. The Tafraoui plant, with initial annual assembly capacity

of 90,000 cars, featuring a range of four models, will have a major social impact, creating thousands of new direct and well as indirect jobs within the supplier ecosystem. “We are also expanding in Morocco. The investment of over €300 million in our Kenitra manufacturing facility will double local production capacity, reaching 400,000 vehicles by the end of 2024 along with 72,000 electric mobility objects with three models: Citroen AMI, Opel Rocks – e and Fiat Topolino. 31

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The two plants in Morocco and Türkiye are among the top five worldwide plants in terms of efficiency

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The “smart car” platform is intended to further support Stellantis’s product range and will represent 40% of the region’s mobility offerings by 2030. Stellantis has now achieved a local integration rate of 69% aimed at developing activities by and for the region to become a full-fledged organisation leveraging local talent. Under a new strategic agreement, Stellantis is also strengthening its positions in Türkiye, one of its strongest

countries in the region, merging all of its commercial activities under one single entity – their existing Tofaş joint venture between Stellantis and Koç Holding – allowing for synergies in commercial activities and paving the way to offering broader and more efficient products and services to Turkish customers. Under the agreement, all Stellantis brands available for distribution in Türkiye will be distributed by Tofaş. The transaction is subject to regulatory approvals.

“The two plants in Morocco and Türkiye are among the top five worldwide plants in terms of efficiency, and further performance improvement is expected as a result of these synergies,” says Cherfan, adding that major investment is also planned in South Africa, where Stellantis is set to build a new plant, starting in 2025 with an ultimate capacity of 100,000 units. “All of our initiatives to reach one million units by 2030 have already been set in motion.”

Leading the way towards net zero Speaking about technology, Cherfan acknowledged that Stellantis is building development to serve a wide variety of vehicle segments and ranges with a combination of four state-of-theart BEV-centric vehicle platforms – STLA Small, Medium, Large and Frame – three electric drive modules (EDMs) to provide modularity and performance, and 2 battery cell chemistries to ensure affordability for all.

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The Group has also created a Stellantis Venture Fund with 300 million euros focusing on advanced propulsion, electronics, advanced material connectivity, manufacturing and supply chains and working with thousands of start-ups across the world in order to ensure that Stellantis will always be at the forefront of these fields. Stellantis has a strong ESG policy aimed at supporting each of its regions and any investment Stellantis is making is strictly in line with its 2030 sustainability targets. “Sustainability is rooted in our everyday operations and within any of our R&D initiatives. At the Group level, the electrification strategy covers about 75 electric projects worth €20 billion in investment by 2025, and we are also benefiting from this in the MEA region.” He explains that specifically in MEA, the company is looking at micro electromobility which is a tool for emerging markets mobility. The new car market share in MEA is small – in a region of 1.2 billion people the official new car market records only some 80,000 units p.a. “Preowned cars are an important segment, and so are two-wheelers. But between the two wheelers and the used cars, there is something else – we evaluate around 3 million units of three wheelers. And we estimate that this segment would be around 80% electric.” Also internally, Stellantis is on track with its climate change targets. The new production in Morocco aims at a 100% zero-carbon footprint and the Group has projected globally to reach full autonomy in terms of green energy for its plants. In addition to wind and solar, hydrogen fuel cells show great promise as the next level of zero-emission propulsion technology, particularly for Stellantis’s light commercial vehicle customers, says Cherfan.

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Sustainability is rooted in our everyday operations.

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Cherfan points out that the dynamic in the “Third Engine” (i.e. Stellantis markets outside Europe and North America), of which MEA is a part, will remain strong. “We are aiming at 90% autonomy in 17-18 models, which would be in the core of the market need. I believe that the access to mobility is an emerging need, which is what we will strive to address, for example with the three wheelers in Africa. In the MEA region Stellantis will be powered by its diversity to be a mobility leader.” The human factor Cherfan affirms that the human factor is one of the key pillars of Stellantis’s development. He himself was appointed Chief Operating Officer for Middle East & Africa and a member of Stellantis’s top executive team in January 2021. With a degree in engineering from the Polytech Sorbonne in Paris, he has had a varied career accumulating broad experience across the whole automotive value chain for various automotive groups including Renault and Nissan.

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He has played an important part in driving Stellantis MEA forward. “My main role is to lead the region towards market leadership and set ambitious goals under the Dare Forward umbrella. With our ambition to reach 90% regional autonomy, my task is also to develop an industrial production ecosystem. And last but not least, to develop and inspire my team into strong leaders who perform, achieve targets, thrive in their careers and thus contribute to the organisation’s growth.” 39

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We work together, we win together. We don’t want heroes, we want a collective performance. 40

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He further points out that the multi-national Group’s characteristics and values are unique. “It doesn’t matter which nationality our people are, there is no centre of gravity. We work together, we win together. We don’t want heroes, we want a collective performance. This makes everybody at home in our group,” says Cherfan, himself coming from an international background. The human factor is also a key part of Stellantis’s localisation strategy. “90% autonomy means producing in the region for the region. This will position us as by far the most localised player in the region. This will, naturally, have a major impact on the countries’ people

and economies. For example, in Morocco, our activities will employ some 20,000 people indirectly, representing 2.3 billion euros of parts purchased in the country. This will develop a strong industrial base. The impact in South Africa will be similar.” He further points out that such a degree of localisation is not common in the industry.” We position ourselves as the partner in the country to maximise value creation. We have programmes with universities, we have created dedicated training programmes to upskill local talent. And with 1.2 billion people in our region, there is a lot of brilliant talent to be further developed.” 41

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LoveatFirst

SLICE

Fireaway Pizza is the great story of a dream turned into reality. Starting from zero in 2016, the company, selling fresh pizzas with an innovative twist, has enjoyed spectacular growth and now boasts over 160 stores across the UK (and counting). Executive Insight’s Jon Bradley spoke to the company founder and CEO Mario Aleppo, who reflected on the development of his business and explained what makes the company different.

ireaway Pizza, the UK’s fastest growing pizza chain, started from humble beginnings. Mario, then in his early 20s, opened his first store in South London in 2016, offering a ‘Subway-style Italian pizza’ mainly for takeway and delivery.

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T: 07340 097106 hudabox.co.uk info@hudabox.co.uk

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HUDABOX PACKAGING AND FIREAWAY PARTNERSHIP In the dynamic world of food packaging, where innovation and sustainability are key, Hudabox Packaging, a brand of Baditech Engineering and Consultancy Limited, has emerged as a beacon of excellence since its inception in 2019. Founded by the dynamic duo of Serdar Ali Karadag, a mechanical engineer with two decades of experience, and Elmas Can Karadag, a seasoned Finance Director with over 15 years in the industry, Hudabox Packaging has been making waves in the market. In the last three years, their fruitful partnership with Fireaway has further solidified their position as a trusted provider of food packaging solutions. With a mechanical engineer’s precision and financial acumen, with amateur spirit and professional approach, Serdar and Elmas have steered Hudabox Packaging on a remarkable trajectory of success. Serdar’s technical introduce smart and trustable, cutting-edge packaging solutions. Under Elmas Can’s financial stewardship, the company has maintained a strong and stable foundation, enabling it to invest in research and development and maintain strong partnerships. One of the most notable aspects of Hudabox Packaging’s journey is their collaboration with Fireaway. For more than three years, this partnership has blossomed into a mutually beneficial alliance. Back in 2020, their journey has started when Fireaway had only 6 pizzerias and Hudabox was a baby. Now, Fireaway is one of the biggest chains in the UK and Hudabox is one of te most trusted packaging companies in te UK. Together, they have successfully crafted packaging solutions that not only meet the company’s needs but also set new benchmarks in terms of functionality and sustainability. In between two companies there is trust and friendship, which are not just warm and fuzzy concepts; they are essential components of a successful and fulfilling business partnership. Hudabox Packaging understands that the food industry demands packaging that is not only functional but also aesthetically appealing. Their commitment to design excellence is evident in the range of packaging options they offer, which includes custom branding and unique designs. They work closely with their clients and their designers to provide packaging that not only protects their products but also elevates their brand image. This personalized approach to packaging has won them the trust of many clients in the food industry. Additionally, Hudabox Packaging’s quality control standards are second to none. Every product that leaves their facility is rigorously tested to ensure it meets the highest industry standards. This commitment to quality has earned them a reputation for reliability and consistency, which is a cornerstone of success. As Hudabox Packaging continues to grow and innovate, the industry can expect even more exciting developments from this remarkable company. Their founders, Serdar Ali Karadag and Elmas Can Karadag, are not content with past achievements and continue to drive the company forward with an unwavering focus on quality, sustainability, and innovation. In conclusion, Hudabox Packaging’s journey, fueled by the expertise of Serdar and Elmas, is an inspiring story of entrepreneurial success in the food packaging industry. Their partnership with Fireaway, commitment to sustainability, and unwavering dedication to quality and design set them apart as a company to watch in the years to come. Hudabox Packaging is not just selling food packaging; they are shaping the future of the industry one innovative solution at a time.

Elmas & Serdar Karadag 45

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More than fifteen years have passed since the birth of Mammafiore, a high-quality Italian products distributor. Born with the mission of honouring the country’s gastronomy, it does so by staying true to Mamma’s wisdom: “Non si gioca con il cibo” (“You don’t play with food”). And our partners took it so seriously that they decided to make gastronomy their lifestyle. Mammafiore is a leading company in the distribution of top-quality Italian & Mediterranean products across Spain, France, England, Germany, and Portugal. As well as commercialising the leading Italian brands, we have our range of products, including brands such as Pomodo®o, Conserve Della Mamma, Cello, Le Creazione di Giulia, Tartufo, and Formaggi. and others in development. The sum of all of them ends up comprising a catalogue of over 1,500 products. The key to this successful business lies in the careful selection of high-quality products, as well as the agility of our supply chain and the expert knowledge of our specialised staff. We have a team of more than 250 people operating in 14 logistics hubs across Europe: 5 in Spain, 6 in France, 1 in the UK, 1 in Germany, and 1 in Portugal, which has led us to become a key enterprise in the distribution of Italian gastronomy in these countries. The roadmap for the coming years is clearly defined: we continue our development in new territories, deepening and strengthening the relationship and integration with clients, and continuing to consolidate a catalogue, with Mammafiore´s own products and complementary references, which reflects innovation, tradition and our passion for good food. Parolla della mamma.

Non si gioca con il cibo When we were kids, our mothers would tell us, “Don’t play with your food.” And we took it so seriously, that we decided to pour ourselves into our passion, gastronomy. We have made it our mission to respect, share, and innovate in gastronomic culture wherever we go. Our professional and highly committed team spans across fourteen logistic hubs throughout Europe. We operate with well-equipped warehouses able to process dry, fresh, and frozen products. We work with a catalogue of over two thousand, top-quality products from Italy, covering all regions from north to south, including a very special wine offering. Our mothers’ and fathers’ legacy is a precious gift we must never give up. – Parolla della mamma

La mamma è sempre la mamma 46

mammafiore.eu @mammafiore_official

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“Initially I was thinking of opening a Subway franchise but then decided to start my own business. We were lucky to find an empty property which was previously an old Chinese takeaway, got a good deal on the rent and made it work,” he says, adding that he did incorporate some of the effective Subway methods as well as their kitchen open layout into Fireaway. “However, when I was thinking of the actual product for my new business, being Italian, pizza came as a natural choice.” That choice seems to be working very well. The first franchise was sold within six months to a regular customer who opened a shop just 20 minutes away from Mario’s location, with others soon to follow. Within the first year of operations, Mario opened three Fireaway Pizza shops and from then on the growth has been based on pure franchising. “We considered franchising as one of the ways forward right from the beginning. Obviously, it has to fall in line with the fit and the original recipe and cooking, using the same dough, same sauces,” Mario says, explaining that the management provides ongoing support to help its franchisees

establish and grow each restaurant to its maximum capacity. All franchisees are provided with a manual that outlines all of the operating processes and procedures that will be required to establish and operate a Fireaway Pizza restaurant Fireaway’s real estate experts will assist with finding the perfect location based on market research, target market, and footfall of the area, as well as help with finalising any nego-

tiations if required. “We can also help by providing architects and assist with designing the store to help build out an exciting and attractive Fireaway Pizza store, and, importantly, we provide the ovens for the stores. These are hand-made in Italy and allow for a large volume of pizzas to be cooked in a short period of time.” So how much does it cost to open a new franchise? “The initial investment is £150K,”

says Mario. “And return on investment is good. An average Fireaway Pizza store has a weekly turnover of around £9,000 with many of our franchisees expanding to two to three stores within a short space of time. Another key component of our franchisee’s successes is that, unlike other franchises, Fireaway Pizza does not currently take a royalty fee. We retain a flat fee per month per store. This enables our franchisees to retain 47

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a vast portion of their profits, which makes their investment worthwhile.” Authentic and affordable Mario reflects that there are several factors that make Fireaway stand out in the highly saturated fast-food market in the UK. “Our growth has been generated by a mix of factors from the cost to the taste and the speed of getting the product out. We started with a recipe that my grandmother brought from the Amalfi Coast when she moved to the UK in the 1950s at the age of 18 and then added a western twist, giving the pizza a fresh, ‘quirky’ look.” Fireaway uses fresh, authentic raw materials, such as flour and tomatoes, imported directly from Italy on a daily basis. Freshness is guaranteed by the speed of delivery, provided by the company’s trusted partner Mammafiore, a leader in the distribution of Italian food in United Kingdom. Their service and products help Fireaway cut down on preparation times, reduce waste, and get access to new products and ingredients. Mario explains that Fireaway supplies the raw materials to all stores. “Our suppliers have always played a fundamental part in our growth and some of them, specifically those based in the UK, have been part of our journey from the very beginning.” He further points out that the dough is made daily in-store and customers can choose from four bases, four cheeses, four meats and 20 toppings. The price of the pizza is the same regardless of which combination is chosen. The menu also includes the Nutella pizza, which is exclusive to the company, as well as vegan, glutenfree and halal options. “Customers can make their own pizza, using an unlimited amount of toppings. Milkshakes, sides and desserts are also available. Importantly, the pizzas are served in just three minutes after being baked in 400-degree stone ovens.” Green pizza operation He affirms that the company has already taken some serious steps to reduce its environmental footprint. For example, Fireaway has tested electric bikes and while at the moment charging times 48

seem to be causing some issues at the busiest locations, moving all stores to using electric bikes is a strategic plan for the future. The company has also eliminated single-use plastics from its stores and is now using paper straws, paper bags and paper cups for the milkshakes. Pizza boxes are a bit difficult to replace with more environmentally-friendly materials. As they are made from corrugated board they should in theory be also recyclable but with food containers the answer is not that simple. That’s because the oil in the pizza dough contaminates untreated corrugated cardboard, making it unsuitable for paper recycling, as the paper fibres can’t be separated from the oils. However, Mario reveals that the company is now testing ‘greener’ versions, hoping to introduce them next year. “At the moment, Fireaway pizza boxes are supplied by Hudabox, a fast-growing UK company that supplies products made from high-quality thickness, recycled, unbleached corrugated board. The company uses 100% waste material in its production and is highly environmentally-focused.” Proud achievements Looking back, Mario points out that while the pandemic reduced the speed of opening new locations, the restrictions have accelerated the delivery side of the business so the general impact on the business was positive. Still, not all is rosy. “Getting good staff has been my biggest challenge from the very beginning. There were other issues when we started as a consequence of Brexit, such as rising costs and increased import documentation, but finding good people, training them and then retaining them has remained our continuing concern,” he says, adding that nevertheless, staff retention is good at Fireaway when compared to other fast food chains. He himself keeps a very personal involvement in the business and in addition to management, is still involved in helping chefs in the kitchen. The commitment clearly shows - Mario was amongst the winners at the Great British Entrepreneur Awards 2022, having received the Food Entrepreneur of the Year Award. His company also won Rising Star Pizza Chain of the Year at the 2021 PAPA Awards, after having won the

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Best Small Pizza Chain Award at the same awards ceremony in 2019. “It’s a great honour for myself and Fireaway to be recognized for our hard work amongst so many great entrepreneurs. We’re really excited about the future,” he says. And the future will be international. A Fireaway Pizza store was opened in Amsterdam 18 months ago, and two other are being built in Lisbon and Istanbul, ready to open by the end of 2023. In addition, the company has sold the Master Franchise rights for 8 more countries and the partners are now actively looking for suitable locations. Ambitious plans Back home, the UK market continues to shows promising potential. According to official statistics, 52% of Britons have ordered a pizza or Italian in the last 12 months, and pizza restaurants are set to remain a prominent feature of the takeaway sector in the UK. In 2022, the market size of the pizza delivery and takeaway sector was forecast to exceed £3.4 billion, having grown 3.7% per year on average between 2017 and 2022. That is something Mario reflects in his plans for the future.

“

It’s a great honour for myself and Fireaway to be recognised

“We have 160 stores at the moment and we’re aiming at 500 in total within the next six to seven years. That would include not only the UK market but also stores established in other countries. Those are ambitious plans but given Fireaway’s steep growth over the last seven years, I’m confident that they are achievable.”

“

Given such a striking success achieved in a relatively short time, what is the advice Mario would give to budding entrepreneurs looking to start their own business? “The key is to focus on starting small, making sure everything works perfectly and then go from there. Once you have achieved one operation that runs well, you can think about replicating it further. In other words, don’t run before you can walk.” 51

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Gateway to Southern Africa’s

POTENTIAL Namport, operating as the National Port Authority in Namibia, manages both the country’s ports - the Port of Walvis Bay and the Port of Lüderitz. Given that the operation of the ports is crucial for the country’s economy, supplier management is of key importance, said Melani De Klerk, Namport’s Procurement Manager, in an interview with Jon Bradley.

orn and bred in the central part of Namibia, Melani De Klerk, who is responsible for all of Namport’s procurement activities for the past four years, not only has a profound knowledge of the industry and local environment, but can also boast a rich and wide-ranging career spanning across various sectors, such as mining, international foreign aid and the banking industry, one that has provided her with just the right expertise and skills needed for her current role.

Our innovation is outside the box. Our continuous development has one goal - to handle your boxes even more efficiently in the future. liebherr.com

Port equipment

Liebherr-Africa Pty (Ltd) 20 Vlakfontein Road, Fulcrum Industrial, Springs Tel: +27 (11) 365 2000

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Elevating Industries Through Unmatched Expertise and Sustainable Practices In the dynamic landscape of maritime, construction, civil engineering, and mining industries, Liebherr-Africa (Pty) Ltd. stands as a beacon of excellence. As a fully-owned subsidiary of the International Liebherr Group, which spans across more than 140 countries globally, Liebherr-Africa has been a stalwart presence since 1958, catering to the unique needs of its clients in Sub-Sahara Africa and East Africa. We sat down with Darren, the Maritime Cranes Sales Manager, to gain insights into Liebherr Africa’s offerings, partnerships, commitment to sustainability, and what sets them apart in terms of customer satisfaction. Meeting Industry Demands with Cutting-Edge Equipment Liebherr-Africa has carved a niche with its comprehensive range of cranes and material handling solutions. Specializing in port and material handling solutions, Liebherr has deployed over 250 maritime cranes in Africa, including the notable Liebherr Ship-to-Shore gantry cranes, Liebherr Rubber-Tyre-Gantry cranes, and Liebherr Harbour Mobile cranes. This expansive portfolio has played a pivotal role in the development and efficiency of industries critical to the region’s economic growth. Engaging with Liebherr: Direct and Personal Darren Jankelow, as the Maritime Cranes Sales Manager, spearheads engagement opportunities for companies across Sub-Sahara Africa and East Africa. With a commitment to fostering collaborations, he emphasizes direct communication as the key. Prospective partners can reach out to Darren through email at LAF-Maritime-Sales@liebherr. com, ensuring a seamless connection for those looking to explore Liebherr’s offerings in the maritime industry. Building Trust and Long-Standing Partnerships One shining example of Liebherr’s successful partnership is with Melani and Namibian Ports Authority, a collaboration that spans over two decades. Liebherr’s contribution to Namport’s fleet includes 7 Liebherr Harbour Mobile cranes operational in the Port of Walvis Bay and another in the Port of Lüderitz. Darren underscores the relationship’s foundation built on trust and collaboration, coupled with tailored services such as 24/7 technical support, operator and technical training, and local spare parts availability. This synergy has resulted in a mutually beneficial relationship that speaks volumes about Liebherr-Africa’s dedication to customer satisfaction. Sustainability at the Core of Operations Liebherr doesn’t just provide cutting-edge solutions; it does so with a commitment to sustainability. The company integrates eco-friendly technologies and practices, with recent innovations including the delivery of the first Liebherr Harbour Mobile crane running on fossil-free and almost emission-free HVO100 diesel. This renewable diesel is produced through the hydro-treatment of vegetable oils and/or organic fats, aligning with Liebherr’s dedication to environmental responsibility. Notably, Liebherr achieved an EcoVadis Gold rating, placing them in the top 5% of rated companies in the industry. A Customer-Centric Approach Sets Liebherr Apart In a final reflection on customer satisfaction, Darren emphasizes that what sets Liebherr apart is their unwavering commitment to the client. It’s not just about state-of-the-art equipment; it’s about forming a partnership that transcends transactions. Liebherr prioritizes responsiveness, reliability, and innovative solutions, providing a distinct advantage over competitors. Clients don’t just purchase equipment; they enter into a lasting alliance that ensures their success and growth. Liebherr-Africa emerges not just as a supplier but as a strategic partner, deeply ingrained in the success stories of the industries it serves. With a commitment to innovation, sustainability, and customer satisfaction, Liebherr stands at the forefront of shaping the future of material handling in Africa.

Darren Jankelow Maritime Cranes Sales Manager 55

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What you learn from your previous jobs always provides some guidance in terms of how you handle your current role

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She describes herself as a procurement expert with an in-depth understanding of procurement practices, policies, processes, procedures and principles, and with the ability to address broader issues of procurement in terms of the impact at the project and institutional level. Starting her career in a company that acted as a procurement agent for the Millennium Challenge Account Namibia (MCA-N) and thereafter directly with MCA-Namibia (a bilateral United States foreign aid agency who provided a 4 year Compact to promote economic growth in various sectors in middle income countries) in Namibia. After the completion of the Compact, she moved to the coast of Namibia to become Procurement and Contracts Manager at Swakop Uranium – Husab Mine at the time when the mine started production in 2014, before joining Namport in December 2019. This experience, in both private and public procurement environments, and by managing suppliers from different sectors has been invaluable, she says. “What you learn from your previous jobs always provides some guidance in terms of how you handle your current role. My background from the mining industry helped me tremendously in understanding the operations at Namport in terms of the technical requirements required for the various equipment and the context of managing different suppliers. I leaned heavily on those professional relationships that I forged during my time at Husab Mine and continue to develop them here at Namport as many of the suppliers serve both the mining and marine industries.” Suppliers at the core NAMPORT’s vision – to be the best performing seaports in Africa, and their Mission – to provided excellent port services to all seaborne trade and creating sustainable value for all their stakeholders, serves as the point of direction for the procurement department’s role in the organization. She continues by saying that building strategic relationships with suppliers is crucial but, to also keep them at arm’s length. “They are still business relationships that strongly impact the company’s performance and if a supplier does not deliver or become complacent due to long term contracts or relationships, we will source from another willing and capable supplier. We do have databases of different industry suppliers, 57

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Namport leans heavily on the expertise they can provide to further upskill our teams but any company is welcome to introduce themselves and their products on offer, and if the right opportunity arises, we will invite them to partake in the available procurement opportunities that suits their skills and expertise, in order to maintain a fair and competitive procurement process.” Namport, as a public

enterprise, is subject to the Public Procurement Act (PPA) in Namibia, which -provides the guidelines and regulations how the bidding process should be conducted. Albeit restrictive in many ways, the implementation of the PPA in 2018, still allows for solicitation from” the international markets where so need and required and where the

operational need from the organization dictates that the international markets are explored, and we are still able to get the best, most reliable suppliers that we need, and ensure compliance to the Act.” She herself has contributed a lot to the enhancement of Namport’s practices. Shortly after she joined

the company, the global pandemic forced most companies to start thinking differently, and switching to electronic platforms for bid submissions, has been one of the results, a process that she passionately supported and in which she played a key role at Namport. Melani commented that global supply

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chains were and are significantly impacted by the covid pandemic, geopolitical tensions, and the looming threat of the global climate change crisis. In fact, these challenges have demonstrated that many parts of the global supply chain infrastructure are and remain fragile. She was also appointed as the lead procure-

ment consultant for Namibia’s Ministry of Finance through the Procurement Policy Unit (PPU) , with funding assistance by GIZ for the review, simplification, development and alignment of existing bidding documents, processes and procedures and the development of new bidding documents and guidance notes. , This invaluable experi-

ence resulted in for the upskilling of the team at Namport and a better understanding of the bidding process for the bidders as a whole, especially to the Small and Medium Enterprises (SME’s) in Namibia, which leads to better bid submissions. Western Africa’s transhipment hub To fully appreciate

Melani’s role’s impact, it is necessary to look at the wider context within which the company operates. Namport is a state-owned entity founded in 1994 after Namibia’s independence in 1990, and manages Namibia’s ports in both Walvis Bay and Lüderitz, with capacities exceeding 6 million tonnes and over 750 000 TEUs per annum.

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The Namibian Ports Authority (“Namport”) is established by the Namibian Ports Authority Act, 1994 (Act No 2 of 1994) which is its enabling legislation. Namport is also a public enterprise and as such operates within the legal framework of the Public Enterprises Governance Act, 2006 (Act No 2 of 2006) and the Public Procurement Act No 15 of 2015. Namport is mandated by the Government of the Republic of Namibia under the Act of 1994, to manage both Port of Walvis Bay and Port of 60

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Luderitz since 1994. The Port of Walvis Bay, situated on Africa’s south-western coast, serves a convenient and fast transit route connecting southern Africa, Europe, Asia and the Americas. It is recognised as a transhipment hub for the entire west coast of Africa, serving the major container liners of the region in the most efficient and cost-effective manner. The Port of Lüderitz, located 254 nautical miles south of the Port of Walvis Bay, caters for Namibia’s southern

regions and provides access to South African markets in the Northern Cape. Both Ports operate in the maritime sub-sector of Namibia’s transport sector, as well as in the competitive landscape of the Ports and Logistics Industry in the Southern African region. The Ports are linked to Namibia’s air, rail and road network, making it well situated to serve landlocked countries in Southern Africa, especially through the main arteries of the Walvis

Bay Corridor Group, namely the Trans-Kalahari, Trans-Cunene, Trans-Oranje and the Walvis Bay-Ndola-Lubumbashi Transport Corridors. Both ports are positioned for preferred access to markets in Zambia, Democratic Republic of Congo, Zimbabwe, Malawi, Angola and Botswana. Namport was instrumental in establishing the Walvis Bay Corridor Group which seeks to ensure sustainable cargo for the countries of the SADC region and provide the

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best means of access for their markets. International support Namport is sometimes credited with managing one of the best performing ports in Africa. Not only are they gateways to neighbouring landlocked countries, but they provide other benefits, says Melani. “Namibia has excellent road infrastructure and cargo can be safely and securely transported to the end destination. That makes it very attractive for deliveries to Botswana, Angola and Zimbabwe. We also have very competitive tariffs, another factor much appreciated by logistics operators.” The Ports are being further developed with the support of, and in close cooperation with other international Ports. For example, with EU backing, the Port of Antwerp and Bruges International will develop a master plan that covers multimodal infrastructure, spatial planning and market organisation for

the Port of Walvis Bay. “Namport leans heavily on the expertise they can provide to further upskill our teams, improve the business model that we currently have as well as our sustainability practices, which are not just about the environment but also about local people. The unemployment rate in Namibia is about 47% so there is great scope for creating job opportunities for both qualified and unqualified individuals, to help them develop to contribute to the economy.” “Within our ESG strategy, we look carefully at previously disadvantaged people, small and medium enterprises, and female-owned organisations, as diversity and economic empowerment is important to us,” says De Klerk who herself is a striking role model of female leadership in an industry traditionally dominated by males. Growing with Namibia The Port Industry is a unique business and Namport finds itself

being the sole operator and authority within Namibia. This, however, does not come with less challenges as Namport gears up for the demands in the oil and green hydrogen boom and to remain relevant and competitive in the Port Industry. The Port of Walvis Bay is also set to play a prominent role in the country’s ambitious plans to become a global export leader in green hydrogen, and Namport has set aside 350 hectares of land at the Port of Walvis Bay for allocation to green-hydrogen related industries. This follows the Memorandum of Understanding that Namport signed with the Port of Rotterdam in 2021, the objective of which is to develop a supply chain plan to facilitate green hydrogen exports from Namibia to Rotterdam. The Port of Rotterdam anticipates a demand of twenty million tons of hydrogen per annum to pass through its port’s industrial complex by 2050. This approach is set to

be further promoted as Namport plans to invest $2.1 billion in its Port expansion to support the country’s growing economy. The new container terminal is being put up for concession, enabling larger vessels to enter the port of Walvis Bay. The Port was expanded through the reclamation of 40 hectares of land from the ocean, dubbed the New Container Terminal (NCT) Reclamation land project, of which construction was started mid-2014 and commissioned in August 2019. The project was developed at a cost of N$ 4 billion to create bigger capacity and to enhance efficiencies. The development of the NCT was premised on envisaged enhanced capacity and increase handling capacity of containerized cargo from 350, 000 TEU’s to 750, 000 TEU’s. Needless to say, this development will have a major impact on the supply chain and its management but given her experience and track record, Melani and the procurement team is well prepared and equipped to handle the challenge. 61

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Raising Crops,

ELEVATING LIVES Flamingo Group International, one of the world’s leading growers and suppliers of fresh cut flowers, plants and premium produce, is set to provide natural, sustainable and reliable products that enhance people’s quality of life.

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Managed Cyber Security and Data Protection services Give your teams a leg to stand on NormCyber isn’t your average Security Operations provider. We are a multi-award-winning Risk Management expert, specialising in cyber security and data protection services. From vigilant monitoring to swift response and compliance, we stand guard and proactively protect organisations, delivering complete peace of mind in an ever-evolving cyber landscape. That’s why we are Flamingo Group International’s preferred security partner of choice. For more information about NormCyber visit normcyber.com or call +44 (0) 203 855 6215

Flamingo Group International Cyber Security Strategy NormCyber, a multi-award-winning risk management specialist has been working with Flamingo Group International, the world’s largest grower of cut roses, since 2021 to help protect its global operations from cyber attack. Flamingo grows and supplies a wide range of fresh flowers, premium produce and plants to the UK’s major supermarkets as well as to retailers across continental Europe. The group employs a team of 22,000 based in the UK, France, the Netherlands, Germany, Ethiopia and Kenya. As a high-volume supplier of perishable goods, it is vital that Flamingo’s IT infrastructure is as resilient as possible; any disruption to operations would come with a high financial impact. This makes cyber security a top priority. With NormCyber Flamingo’s multinational, group-wide operations are monitored around-the-clock, minimising the risk of attack. Multinational support

Over 22,000 employees

Cyber security as a Service

Partnership approach

The challenge When it comes to cyber attacks, it is no longer a case of ‘if’ an organisation will be targeted by criminals but ‘when’, as Flamingo found out in late 2020, when part of its infrastructure was infiltrated by hackers. While the group was able to restore operations, some of its services suffered disruption. This attack was a watershed moment. To minimise the chance of something similar happening again, the group’s senior management team and investor, Sun Capital, spearheaded a strategic review into the way Flamingo secured its IT infrastructure. It was vitally important that the group was on the front foot in case of future attacks. 64

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As Gareth Evans, Flamingo’s Head of Group IT Security & Compliance explains, “The nature of our business means we only have a short window of time to get our products from the grower to supermarket shelves. If a cyber attack interrupts this distribution process, our produce and flowers go to waste, which comes with a big financial hit to us and our partners.” Furthermore, Flamingo’s customers – Europe’s biggest supermarkets – place stringent demands on all their suppliers. To win and retain these valuable, high-profile contracts, Flamingo must be able to prove that its security strategy aligns with industry best practices and that its infrastructure is robust enough to withstand future incidents. “Our cyber security tools and controls come under close scrutiny whenever we begin a tender process,” continues Gareth. “Having a robust security strategy has become absolutely mission critical as we enter into discussions with their procurement teams.” The solution With only limited in-house resources, in early 2021, Flamingo took the decision to appoint a managed security service provider which could partner with the company to introduce best practices and provide round-the-clock services. Sun Capital recommended NormCyber as it was already successfully providing specialist cyber security services to other companies within its portfolio. NormCyber was invited to participate in a competitive tender and was subsequently appointed by Flamingo to deliver its award-winning Cyber Security-as-a-Service (CSaaS) offering. The initial focus was on securing Flamingo’s operations in the UK, the Netherlands and Kenya. Today, it also provides services to business units in Ethiopia and Germany, so that operations group-wide now follow consistent policies and procedures. Service overview NormCyber’s managed service, smartbloc. comprises a range of service modules that customers can select depending on their unique security requirements. For Flamingo, these modules include:

The benefits

Managed Threat Detection & Response

Cyber Safety & Phishing Training

Regular Penetration Testing

Vulnerability Management Cyber Security Incident Response

Flamingo was assigned a dedicated NormCyber Analyst, as the first point of contact for Gareth and the team. He explains, “Our dedicated Analyst has invested a great deal of time into understanding our different business units’ IT environments, as well as their processes and procedures. This means that – as well as being on-hand to answer any questions we might have – he often comes to us with proactive advice about how we can bolster our strategy. Because NormCyber understands how we work; its guidance is always practical and valuable.” Gareth has also worked closely with the Security Incident Response Team, following an unsuccessful attempt by hackers to gain access to one of the business unit’s networks. “The incident response team was extremely helpful, jumping into action to help us secure our operations and then undertaking thorough post-event forensics. The team played an instrumental role in fending off this attempted breach and its insights mean we’re now even better placed to withstand further attempts,” he continues. The relationship between Flamingo and NormCyber continues to go from strength to strength. “The NormCyber team has been great from day one. They listen to what we want and adapt their services to meet our needs – it is a very collaborative relationship. Our experience has been so positive that NormCyber has now become the preferred cyber security provider for all Sun Capital portfolio companies, which is testament to the excellent service it consistently delivers.” For further information, please visit www.normcyber.com or email info@normcyber.com 65

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ith over 22,000 co-workers, Flamingo Group International farms circa 1,300 hectares in Kenya and Ethiopia, and works with 900 partner growers in over 19 countries to deliver the freshest products to consumers around the world every day. The group is a core supplier of cut

flowers and fresh produce to most of the leading UK multiple retailers, including Tesco, Marks and Spencer, Waitrose, Ocado and Morrisons and Online florists such as Bloom and Wild, as well as internationally to customers in Europe and Middle East. The quality of Flamingo’s products is well recognised and the company has been winning indus-

try-leading awards across many parts of the world. Trusted partnerships So what is the recipe for such success? “We specialise in growing our own products for our direct marketing businesses, which we call ‘vertical integration’. We are unique in offering a full service to our customers from the farm all the way to the shelf,” says Ian Michell, Flamingo’s

Technical and ESG Director who knows the business and the sector inside out, and has actively participated in helping the company to become a leader in Africa, and to expand to new continents. “Being vertically integrated is one of our differentiators – we understand our farming business, we understand the supply chain and we manage it all the way through. Scale 67

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We have been supplying some of our customers for decades

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is another competitive advantage – the company ships nearly 600 tonnes of produce and some1.5 million bouquets of flowers per week. And last but not least, what is also special about Flamingo is the pride and passion that is ingrained in the business. That really comes through, and customers can feel it.” He points out that Flamingo fosters long-term relationships with both customers and suppliers. “We have been supplying some of our customers for decades, and that is something

unique for short shelflife products. We’re not making plastic parts. We’re supplying vegetables and flowers. This needs wise investment to make sure that product quality comes top of the tree.” “In terms of the supply chain, we have established a network of preferred partners. Whether it be the packaging company, the air freight company or a trucking company, each one of them has an important part to play in ensuring that our product gets to the market correctly,” he affirms. 69

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Sustainable farming Flamingo owns and operates seven farms across Kenya and Ethiopia – locations ideally suited to growing high-quality flowers and premium produce – focusing on the best varieties and cultivars to ensure top-quality products can be grown with the minimum input of chemicals and fertilisers and with the most responsible water needs. The company invests in its farms to enable as much of the production process to happen as close to growing as possible – this ensures the best quality and the fastest supply chain possible.. The farms also act as hubs for third-party growers within the region. Finished and semi-finished products are routed to distribution hubs in Europe where they are sorted and forwarded to retail customer or dispatched to the final consumer. “In terms of environmental sustainability, we are now carbon-neutral across all of our growing businesses and UK supply chain. In conjunction with One Carbon World and Climate Neutral Now we identified opportunities in the supply 70

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chain, with the aim of achieving a net-zero position in the near future,” says Michell. He notes that one of the ‘green’ initiatives the company is now working on is a programme called ‘Growing Trees’. “A lot of businesses talk about planting trees. But how many of those trees are still alive after one year? Our focus is on growing, because

neered a number of novel methods and innovative ways of growing, including using beneficial insects as pest control, a closed-loop irrigation system, as well as helping to introduce new species and apply the latest technologies and software to farming, aimed at prolonging product shelf life. Flamingo Group International, consist-

We are also looking at other measures to improve our environmental footprint in seven years’ time, these trees will have a carbon value.” “We are also looking at other measures to improve our environmental footprint, such as changing to solar-driven equipment, recyclable bouquet plastic sleeves, and transporting products in a more environmentally-friendly manner. These will be our main challenges in the years to come.” The social aspect Over the years, the company has pio-

ing today of several companies, currently records over £650 million in turnover but Michell affirms that it is not all about revenues and profits. The company plays an important part in supporting the economy of these countries and hence enhancing the lives of its people. Investment is made not only in best-in-class ways of working but also in the human workforce. “The business has been driven very much by its entrepreneurial spirit, but also by

doing the right thing in Africa. It has been crucial for us to work from the beginning with communities and to ensure that we take them with us on a growing journey.” “We feel very strong about supporting our people. It is not just about the 25,000 people employed in our vertically integrated businesses in Kenya and Ethiopia, but considering the global business in 18 countries and 36 partners, we probably support some 1.5 million people in terms of their reliance on some form of trade or relationship with Flamingo.” The social aspect is close to Michell’s heart – now as the Group’s Technical and ESG Director, he is looking after the Group’s next steps into enhanced social and environmental governance. Enhancing livelihoods “One of our biggest achievements has been the impact our business has had on local communities. We are involved in a growing number of Fairtrade projects that really make a difference to millions of people, in terms both of food as well as schooling.”

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“We are one of the biggest educational establishments in Kenya. We run a number of schools and we feed over 6000 children a day. Sometimes the food that we provide may be their only meal of the day.” “But what this has also achieved as well is lower truancy in school, in other words, a higher degree of educational benefit. So far, about 47,000 people that have gone through education on the back of our farming model. That’s changing the livelihoods not of just one or two people but of a whole town.” Speaking about the future, he affirms that Flamingo will continue to invest in people as well as in technology. “Those two are not contradictory. Some products will lend themselves to being technology-driven, and some products, like a hand-tied bouquet, will be made by somebody with a bit of love and dedication in Africa, embodying the passion and emotion that no robot in outer London can replace,” he concludes. 71

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Making an

IMPACT Koa, the Swiss-Ghanaian start-up, was set up in order to make a real difference – founded in 2017, the company is transforming the cocoa industry through its innovative upcycling of the cocoa fruit, and is the first company in West Africa to have unlocked a new value chain around the so far discarded cocoa pulp.

he company is not only producing top, natural cocoa fruit products, thereby bringing unique new ingredients to the food and beverage industry. By working closely with cocoa smallholders in Ghana, Koa reduces on-farm food waste, and generates additional farmer income, redefining sustainability and social responsibility in the industry.

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The company offers a cocoa fruit juice called Koa Pure, alongside a Koa Concentrate 72° (a reduced syrupy version of the juice) and dried cocoa fruit powder for other food manufacturers, to be used in a range of products from chocolate and confectionery to ice cream or drinks. Around 90% of the output is exported, primarily to Europe, where the Swiss parent company takes care of distribution, with the remaining 10% being sold in the domestic market. Customers include major companies such as Lindt, the prime chocolate maker that is now using Koa Powder in its Excellence bars. Daniel Otu, Koa’s Operations Director, explains that the business started with just an idea when Anian Schreiber and Benjamin Kuschnik, both working in the solar energy sector at that time, co-founded Koa, believed that sustainable technology has the power to unlock new economic opportunities in West Africa. The region is home to the two largest cocoa producers in the world – with Ivory Coast and Ghana accounting for over 60% of global market, so to focus on this particular sector was a natural decision.

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From Ghana to the world From the beginning, the founders were clear in their objective – to create a business that is both sustainable and has a strong social and environmental aspect, important factors in the cocoa industry, notorious for its impact on the climate (including deforestation). That objective is being achieved. Koa enables smallholder farmers to sell not just cocoa beans but also the fruit pulp, a superfood that contains health-supporting flavonoids, which however, has been wasted. “The founders realised that only 25% of the cocoa fruit is

utilised and the rest is discarded. So they found a way to use this ‘waste’.” To achieve this, the company uses an innovative mobile solar-powered fruit processing system which enables Koa to extract cocoa pulp right next to the cocoa farms, and buy it from the farmers on the same day. “Mobility in this respect is important, as the farms in Ghana are scattered,” says Otu, adding that making the farmers understand the concepts of the whole processing and building trust with them, was key.

Today, thanks to the partnership with Koa, thousands of farmers earn an additional income. Farmers receive the money on the same day as production, with 100% of the payments verified with blockchain. How does the process work? Through solar power, the surplus part of the fruit is removed, with the beans remaining unharmed so that proper fermentation of the beans for the chocolate production continues to be guaranteed. After the first processing step, the fresh cocoa fruit

product is immediately brought to Koa’s factory in Assin Akrofuom in southern Ghana for further processing. Within just three hours, the Koa products are pasteurised, packaged and ready to be shipped to be enjoyed in the kitchens of the world. Force for good Otu points out that providing extra income for the farmers also helps to reduce child labour, another pressing issue in Ghana, and the farmers are encouraged to use the additional money for their children’s education. To help the children aspire to a better future, Koa has launched a Koa Life initiate, within

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which mentoring is provided and schooling promoted. The company is now about to start an adult learning programme. The environment and its protection is just as important to Koa. covered under the Koa Green programme, aimed at eliminating single-use plastics in local communities. At the same time as the cocoa harvest is collected, so is the plastic which is then properly disposed of. Not only that, but the communities are also paid for each kilogram of plastic collected in this way, further increasing their income. Over the short period of its existence, the Ghanaian-Swiss start-up has achieved a lot, and this has been widely recognised. As only a few companies in the sector, has Koa achieved the B 77

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It was not an easy decision to come back to Ghana but I realise this was for a good cause Corporation™ certification, affirming that Koa is part of a community of companies using business as a force for good while meeting high standards of social and environmental impact. Ready to grow In August 2023, Koa entered a new chapter of its development, with the opening of its second cocoa fruit factory in Akim Achiase, in the eastern region of Ghana. With this new facility, apparently the biggest cocoa processing factory in the whole of Africa, Koa has laid the foundations for increasing its production output tenfold while cooperating with an additional 10,000 cocoa farmers. “The expansion was a challenging project, designed to be completed in just eight months. In the end, it took 11 months but is still a remarkable achievement,” says Abu, who himself was instrumental in making the project a success. With diverse work experience spanning multiple industries, he worked in Belgium when the opportunity came to help Koa grow. “It was not an easy decision to

come back to Ghana but I realise this was for a good cause. I decided to challenge myself and help support something that will have a real impact.” And it certainly has, as recent developments show... Shortly after the inauguration of the new factory, the company raised US$ 15 million in equity in a Series B round to finance its business growth. This will allow Koa to finance its ongoing scale-up while simultaneously expanding the cocoa fruit upcycling, and spearheading a shift to regenerative and climate-smart agriculture. By making regenerative agriculture a cornerstone of Koa’s strategic expansion, the start-up aims to improve the resilience of cocoa farms while also reducing the carbon footprint of cocoa, says Otu, hinting that new products and new initiatives, such as making use of the husk for biochar, are also in the pipeline. This will further expand Koa’s scope of activities as well as its social and environmental impact, as it continues on its growth path while fulfilling its mission and demonstrating responsibility towards people, the planet and profit. 79

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Solid Foundations for

NATION BUILDING Mayur Resources is developing a portfolio of projects that will not only support the global energy transition but will primarily enhance the lives of the local communities in Papua New Guinea.

ayur Resources, established in 2011, is set to deliver the building blocks for Papua New Guinea’s development through progressing its lime and cement, iron and industrial sands, and renewable energy projects.

Mayur Resources Adobe Illustrator Logo File.pdf 1 14/11/2023 4:21:38 PM

CMY

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SERACS Ltd SERACS Ltd, a nationally owned and locally established consultancy company in Papua New Guinea, proudly celebrates its 14th year of dedicated service in 2023. Since its inception in 2009, SERACS has been at the forefront of providing specialized expertise in Applied Anthropology, Environmental Science, Project Management, Agroforestry, Chemistry, and Social Research. Primarily focused on consultancy services, SERACS plays a crucial role as a technical support entity within the mining, gas, and oil sectors across Papua New Guinea. The company has established close collaborations with globally renowned mining and oil giants operating in the region, including Exon Mobil, Oil Search, Total Energies Ltd, Rio Tinto, and Mayur Resource Ltd. Since 2021, SERACS has been actively engaged in providing technical support and community affairs work for Mayur Resource Ltd on the Central Cement and Limestone Project. The scope of support encompasses a wide range of activities, such as land study review, land mapping and demarcation, environmental monitoring, community affairs work, and the facilitation of compensation payments and relocation plans for affected gardens. As SERACS Ltd continues to evolve and contribute to the sustainable development of Papua New Guinea, its commitment to excellence and its multidisciplinary approach position it as a trusted partner in the field of consultancy services, especially within the mining, gas, and oil sectors.

We are a leading provider of Social, Environmental, and Research Consultancy Services, committed to creating positive change that benefits inclusive clients while mitigating negative impacts on the environment and the communities.

www.seracsltd.com

Consultancy Services

Social Mapping and Landowner Identification (SMLI) Studies Environmental Impact Assessment Social Licence, Environment and Social Safeguards Social Impact Assessment (SIA) Studies Social Feasibility Studies Water Quality Sampling Development Forum Facilitation and Negotiation Exploration Support - Community Liaison and Consultation Incorporated Land Groups (ILG) Capacity Building and GIS Training ILG and Land Lease Agreements

WE WALK OUR TALK AND LEAVE NOTHING BUT A LEGACY Office #: (+675) 323 0404 Mobile #: (+675) 7682 8748 / 7223 6407 Whatsapp #: (+675) 71571400 Primary email: seracsltd169822@gmail.com Alternative email: rkameata@yahoo.com

Office Suite F12, 1st Floor, Copy Tek Ples Section 52, Allotment 35/36, Kennedy Road, Gordons P.O Box 744, BOROKO, NCD 111 Papua New Guinea

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“Mayur Resources is an industrial building materials business focused on developing bulk commodities that the country doesn’t have, such as lime and cement, fundamental raw materials in many industrial value chains; 100% of these is currently imported from Japan and China. We are also looking at industrial sands, and seeking to harness a range of energy and power generation opportunities that will improve access to electricity for both industry and domestic use in PNG,” says Managing Director Paul Mulder in summarising the core business. Mulder is a founding shareholder of Mayur Resources and has been Managing Director since 2014, bringing 30 years of industry experience to the business. He previously worked for Gina Rinehart’s Hancock Prospecting Pty Ltd, leading its coal and infrastructure projects, and prior to that he spent many years with BHP Billiton in various senior management roles across BHP’s steel, coal and iron ore divisions. “We clearly saw a great opportunity in Papua New Guinea. The company’s objective is to displace imports, but at the same time, being 83

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Phimak Investment Limited (PIL) Phimak Investment Limited (PIL) are a distinguished Consulting Structural and Civil Engineering firm under the leadership of Philip Makarai, an experienced Civil Engineer with a remarkable 27-year career. PIL, based in Papua New Guinea, collaborates closely with Napitalai Engineers, a highly regarded regional engineering company. Specializing in the management of Civil and Structural Engineering Designs, PIL were delighted to recently play a crucial role in the development of Papua New Guinea’s inaugural Limestone Mine in partnership with Mayur Resources, focusing on the meticulous Civil and Structural Design of the 300m Causeway extending into the sea. In collaboration with a joint venture engineering team, the original design was scrutinized and enhanced, ultimately receiving approval for construction. Building upon this success, Mayur Resources entrusted additional phases of the causeway project to PIL. This included the design of a 92m by 24m wharf, extending further into the sea, along with ship tie-down dolphins positioned another 40m offshore from the wharf. PIL is honoured to contribute to such a significant project and extends our best wishes for Mayur Resources’ success in this venture. Beyond its involvement in this groundbreaking initiative, Phimak Engineers, in collaboration with Napitalai Engineers and other associates, undertakes diverse Civil and Structural Engineering Projects. Our portfolio encompasses a wide spectrum, from various types of buildings, bridges, and retaining walls to stormwater drainage systems, domestic roads, national highways, wharves, and marine structures. Consider Phimak Investment Limited for your engineering needs. We anticipate the opportunity to contribute our expertise to your projects. Please contact Philip at phimakengineers@gmail.com or call +00 (675) 7243 6478 / (676) 77944222 for any questions or enquiries.

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located on the coast also presents an opportunity to establish an export-based business.” The flagship project Mayur’s key fully approved and permitted projects include its flagship Central Cement and Lime Project (CCL) and the Orokolo Bay Iron and Industrial

Sands Project, both of which have received all the relevant regulatory approvals. Construction has commenced at the CCL Project and is planned to commence at Orokolo Bay, with both projects being designed to deliver low-carbon or net-zero products. Mayur’s CCL Project is a vertically integrat-

ed manufacturing facility that has the potential to meet 100% of PNG’s cement, clinker and quicklime requirements. The project is also intended to become the Asia-Pacific region’s first carbon-neutral production facility. Located on the coast, 25km north of the

national capital, Port Moresby, and 7km from Exxon’s PNG LNG facility, the project’s co-located quarry, plant site and deep draft wharf will enable very low operating costs while providing direct access to seaborne markets, both domestic and export, such as Australia and other South Pacific nations. 85

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Once you start construction, people start to take notice

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Mulder explains that quicklime is critical for the processing of essential energy transition materials such as rare earths, copper, nickel, aluminium, uranium, cobalt, and lithium. Furthermore, it has applications in pollution abatement and agriculture and crop management. The project’s proximity to customers reduces freight emissions, and investments in on-site carbon reduction initiatives, including natural gas, solar power, and the use of nature-based carbon credits, contribute to its low carbon profile. In addition to its flagship project, the company is also pioneering the development of a highly prospective iron and industrial sands province along the southern coastline and delta regions of the Gulf of Papua, offering potential for multiple projects. Unlocking the potential of Papua New Guinea Mulder reflects that the starting of construction of the lime facility has been one of the key milestones. “Once you start construction, people start to take notice. But our biggest achievement will be of a different sort – to look back in a few years and see how the lives of the communities right next to our operations changed for the better: with jobs, availability of power, water and a road connection to the city. When that is sustainable, that will be the

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WINTER 2024 I EXECUTIVE INSIGHT MAGAZINE

“Of course, as a business, we have to make money, so when we are reliably delivering products to customers, when we will be getting repeat orders and opportunities to expand the business, then I will consider the business successful.”

financing in August last year after a British investment company Vision Blue Resources signed a term sheet to pay $40 million for a 49% equity stake in the project. This should cover the total equity required for the project.

He says that the company is committed to engaging with host communities throughout the lifecycle of its projects, as well as incorporating internationally recognised ESG standards into its strategy and business practices.

Mulder affirms that construction of the lime facility should be completed by the end of 2024. “To achieve this, we will engage local business as much as possible. We are trying to use the skills within the province but also within the district area where we operate, so there’s a direct connection to the skills that are created.”

Sustainability is at the core of the company’s activities. Mayur’s strategy is to serve Papua New Guinea and the wider Asia Pacific region’s path to decarbonisation both by developing mineral projects and by constructing and operating a renewable energy portfolio of solar, wind, geothermal, carbon mitigation, and battery storage. The ultimate benefit of Mayur’s activities will be reaped by the country and its population. “By unlocking the potential of PNG we aim to add value to the nation’s vast mineral and energy resources via downstream vertical integration opportunities. Our aim is to satisfy 100% of commercially procured PNG lime requirements and create a new large-scale exporting industry, pulling 1,500 local people out of poverty.” Promoting further industrial expansion Mayur Resources secured the necessary equity

The company expects the lime project to generate over A$1.1 billion in revenues over the projected mine life of 30 years. “This is a great opportunity to make a real difference for the country. We are not just another party trying to do something in Papua New Guinea. We are the only party that is developing an integrated lime and cement works, hoping for more industrial development.” In concluding, he affirms that 2024 will be a real stepping stone for the business. “Ultimately, the development will bring great benefits to the local population, improving their and their future descendants’ livelihoods. So we are really excited about the projects, not just in terms of financial gains, but also in terms of their social impact.” 89

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WINTER 2024 I EXECUTIVE INSIGHT MAGAZINE

Creating Sustainable

WEALTH Jamaica-headquartered Kingston Properties Ltd commemorated its 15th anniversary in 2023 – 15 years of growth and global expansion. Pursuing its mission of generating extraordinary returns through the acquisition, development, leasing and management of real estate in a socially and environmentally responsible way, the company is now eyeing new properties further afield, as CEO Kevin Richards revealed in an interview with Jon Bradley.

ncorporated in Jamaica as a real estate investment company, Kingston Properties Limited (KPREIT), formerly known as Carlton Savannah (REIT) Jamaica Limited, commenced operations with the goal of being the premier real estate investing company that creates wealth for its shareholders.

www.facebook.com/kingstonproperties/ www.instagram.com/kingston.properties/ 91

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WINTER 2024 I EXECUTIVE INSIGHT MAGAZINE

“The company was established during the recession in 2008, when investment was tight. Still, we were determined to go, and this has proved to be the right decision. From managing assets worth $4 million at the beginning, our portfolio has growth to reach $70 million in 2023,” says Richards, adding that the target is $100 million by 2025 and progress towards that is in motion. Diversified portfolio Kingston Properties was also the first purely real estate investment company to be listed on the Jamaican stock exchange. Investment outside Jamaica started

soon after establishment – the company bought several condominiums and apartments in Trinidad and Tobago, followed by more in Florida, which catapulted the business forward. Another highly successful investment was also made in the Cayman Islands. With properties owned and managed in several countries, KPREIT is today the premier real estate investment trust in Jamaica. Richards explains that following the principles of a Real Estate Investment Trust (REIT), the company’s shareholders benefit from both the appreciation of the value of the properties owned as well as the distribution of the income derived from those assets. 93

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“The Cayman Islands currently account for 56% of our portfolio, followed by Jamaica with around 40%. The rest is our properties in the US,” says Richards. “Diversification is an important part of our strategy. The view is to offer our investors a diversified pool of real estate assets that are immediately cash-generating – mostly office, warehousing and industrial but also residential. Geographically, we are now looking very closely at the UK market, which offers some great opportunities, to expand our reach further.” Result-driven and efficient When asked what is behind the continuous growth, Richards affirms that efficiency is the key, and the team tries to be judicious in its selection of assets, to ensure that they can be managed optimally.

3 Musgrave Avenue Kingston 5 info@rcirealtyplus.com Tel: (876) 454-8149 (876) 700-0930

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“Our annual tenant survey show that we are doing very well and client satisfaction is high, continuously exceeding 80%. We pride ourselves on our responsiveness and being able to have a quick turnaround time whenever there’s an issue. Cooperation with local service and maintenance companies is key for us, and we have partners who have

WINTER 2024 I EXECUTIVE INSIGHT MAGAZINE

been working with us from day one. As a result KPREIT has a consistently high occupancy level, which for most of the year remains at close to 100%.” He further says that the company is now looking at how digital technologies can expand its ability to be more efficient – in terms of communication with clients and investors, service delivery, turnaround times for repair and maintenance works. “Digitisation is something we are planning to invest in this year, as technology is very important to us,” he affirms. “The good thing about our

business is that as we expand our asset base, we don’t necessarily need to add in human bodies to manage the business. Keeping a high level of efficiency is important to improve our margins, but it ultimately also means more dividends in line with our main objective – to create value for our shareholders,” he says. On a growth trajectory Born and raised in Jamaica, with a Masters in Economics from a Canadian university, Richards has both the local knowledge and international experience. “Jamaica has undergone a mas95

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Nunes Scholefield DeLeon & Co. 15 years is a fantastic milestone for any business. While there are no guarantees with any investment, at the core of KPL’s business is real estate. What is real estate? It is land, both above and below the surface and anything fixed or permanently attached to it including buildings, fixtures, improvements, roads and trees. In law we say that land is immovable. It is a fixed asset. But its value changes and can, in the right environment, be maximized, and made to produce income, jobs and generational wealth. KPL has found a formula that allows its shareholders to buy local and own global. Congratulations on successfully hitting the mark again and again! Experience teaches wisdom. Our law firm, a succession of partnerships since 1929, celebrates 95 years this year. We are a full-service law firm of thirty (30) Attorneys-at-Law. The services we offer are broadly covered by three departments, Real Estate/Probate (led by Alexander Cools Lartigue) Litigation (led by M. Maurice Manning, KC), and the Commercial Department (led by Patrick Foster, KC). We know a thing or two about success and riding the storms that come with the journey. It has been our pleasure to share a part of this journey with Kingston Properties Limited. The mutual success of our businesses tells the story: It’s all about the company you keep.

• Arbitration, Mediation and other methods of alternative dispute resolution • Mergers and Acquisitions • Commercial/Corporate Finance • Divorce and other Family Matters • Information Technology • Intelletual Property - Copyright, Patent, Trademark, ect. • Trusts, Wills, Estate Planning and Estates • Taxation • Real Estate Developments • Commercial and Residential Real Estate • Commercial and Civil Litigation • Banking • Employment and Labour Law • Insurance Law - Defence Insurance, etc. • Landlord and Tenant •Maritime Law - Shipping and Admiralty * Pensions • Mortgages • Personal Injury Matters

sive change over the last fifteen years, with two major inflection points around 2010 and 2013, when the government undertook two major debt refinancing that resulted in a significant reduction in interest rates. That put Jamaica on an incredible growth trajectory, which is continuing, and ultimately also catapulted the real estate market upwards.” With a background in investment, Richards himself joined the company 8 years ago, after a career in portfolio management within a pension fund, covering a range of assets covering stocks, bonds and fixed income assets as well as real estate. “I’ve done various things at different investment houses in Jamaica, before joining Kingston. Working here has been a fulfilling experience. I saw where I could add value to the organisation.” And so he has, given the company’s steep growth. Kingston has incrementally paid higher dividends each year, something that the business prides itself on. Richards points out that over the last 10 years, the Kingston share price has moved from JMD$2.25 to currently trading at around $7.50, tripling in value.

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Sustainable business Still, it is not all just about profits, he claims. “Sustainability is a very important part of our business. Two years ago, we defined a strategy specifically targeted at ESG and sustainability. One of the things we set out to do is to achieve green certification on our properties. We started with a local certification and in 2023 achieved the Gold Standard in the Green Business Jamaica Award, of which we are very proud, as it reflects all our hard work in making sure that our buildings are as sustainable as possible. The next step is international certification.”

Going forward, the company has ambitious plans. “I never like to remain static,” says Richards. “In addition to expanding our property portfolio, we are now looking to establish a real estate private equity business. This will be another form of fundraising, as we don’t want to limit ourselves to only one type of fundraising through the stock market. The objective is to raise money also outside Jamaica, leveraging the Kingston Properties brand based on our success in managing properties. We are hoping to launch our real estate private equity fund in 2024. That is our major goal for the near future.” 97

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