The company has a total of around 4900 employees, distributed with approx. 3600 in Norway and about 1300 in Denmark. Tide is a company with great diversity and 58 different nationalities among its employees.
Tide has approx. 2000 buses where 91 were new in 2021. The company runs more than 17 000 bus departures every day.
Tide’s history goes back to 1880 and is today the second largest bus operator in Norway and the fourth largest in Denmark. Together we will create good and sustainable travel experiences – every day
Are you planning to visit Norway? Tide is one of Norways largest bus companies ready to cater for your transport needs. We will provide great travel experiences.
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ISSUE 56INTRODUCTION
Dear Readers,
Welcome to the dynamic pages of Executive Insight Issue 56. This edition is full of some incredible businesses from a wide host of industry sectors, worldwide.
Our lead coverage in this edition is based on the exceptional history of MPW Services who operate out of Illinois, USA. Founded in 1972 by respected businessman and current Chairman/CEO, Monte Black, MPW’s rise from humble beginnings is the success story that everyone takes great interest in seeing. Now employing over 4,000 people across 100 locations, MPW has grown to become one of the leading businesses in their field of expertise. The success story doesn’t just stop with Monte Black, the family legacy continues as we also speak with his three children, Kristen, Jared, and Adam.
Following on from the lead interview with Monte, Jared, and Kristen, we also follow up with how Adam Black oversees the sister operations of MPW, Porta Kleen, and how they provide sanitary services all over America.
Keeping in the America’s region, we follow on from MPW & Porta Kleen and sit down with Ralph Shearing, CEO of Canadian-based Goldgroup Mining. Ralph gives us his perspective on the recent operational developments happening at their Mexican asset, Cerro Prieto heap-leach gold mine and the visions for how further exploration will increase future growth in terms of production.
We revisit Mopani Copper Mines in Zambia. In our last edition, we spoke with CEO, Charles Sakanya about the 1B USD investment from UAE-based IRH. In this edition, we have the pleasure of interviewing Mopani’s Supply Chain Manager, Gershom Tanga. Gershom tells us how this investment is fundamental for supply chain growth and how Zambian-owned businesses will benefit from the capital injection from IRH. Gershom is a well-respected professional and manages an incredible team around him, winning multiple awards in the process.
Being a multi-industry publication, we also look at Singita and their incredible luxury ecotourism and conservation brand which operates private game lodges in South Africa, Zimbabwe, Tanzania, and Rwanda, across the Sabi Sand Game Reserve, Kruger National Park, Malilangwe Wildlife Reserve, Grumeti Game Reserve, Serengeti National Park, and Volcanoes National Park.
Food and Beverage is our next industry offering where we cover Scoff’s Group, a fast-paced expanding franchisee partner of Costa Coffee. In fact, with 100-plus locations across the UK, they have the accolade of being the largest franchisee partner of Costa. Our next stop covers Chaiiwala, a success story between friends who had a dream and what a reality it has turned into. They have no desire to stop their astronomical growth, looking into international operations. If you’re one of our international readers, it’s worth keeping an eye out for one of their incredible stores opening near you soon. We also work with Daybreak Foods and their rebrand as they look to rebuild the business across the South African market.
The University of West London (UWL) chats about Sustainability and how this is at the visionary forefront for current students and potential future students alike. We enjoyed speaking with Claire Willits and Prof. Peter John CBE. Two incredible people in the educational sector.
Iron Link Logistics talks about its Supply Chain solutions and how it can serve customers’ needs via its multiple locations on the East and West Coasts of America. Investing 10’s of millions of dollars, they have what it takes to serve your business too.
Enjoy the journey through Executive Insight Issue 56 via our newly launched website, www.executive-insight.co.uk
The Fourth Industrial Revolution, also known as Industry 4.0, represents a fundamental change in the way we live, work, and relate to one another. This new era is characterized by a fusion of technologies that blur the lines between the physical, digital, and biological spheres. Industry 4.0 builds on the foundation laid by the previous three industrial revolutions and introduces significant technological advancements that are reshaping industries globally. This article delves into the concept of Industry 4.0, exploring its key components, the transformative impact on various sectors, and the challenges and opportunities it presents.
The Fourth Industrial Revolution -
Industry 4.0 represents the fourth major shift in industrial paradigms, building on the digital advances of the Third Industrial Revolution. It is characterized by the integration of cyber-physic
Historical Context: The Evolution of Industrial Revolutions
The First Industrial Revolution, which began in the late 18th century, was marked by the transition from hand production methods to machines through the use of steam power and water power. This era brought about significant changes in manufacturing, transportation, and urbanization.
The Second Industrial Revolution, occurring in the late 19th and early 20th centuries, introduced electricity, the assembly line, and mass production techniques. This period saw unprecedented growth in industrial output and improved living standards.
The Third Industrial Revolution, starting in the mid20th century, leveraged electronics, information technology, and automated production. This era saw the rise of computers, telecommunications, and the internet, fundamentally altering communication, business practices, and daily life.
The Fourth Industrial Revolution -
Defining Industry 4.0
Industry 4.0 represents the fourth major shift in industrial paradigms, building on the digital advances of the Third Industrial Revolution. It is characterized by the integration of cyber-physical systems, the Internet of Things (IoT), cloud computing, and artificial intelligence (AI). These technologies converge to create smart factories and autonomous systems that can communicate, analyze, and act with minimal human intervention.
Key components of Industry 4.0 include:
1.Cyber-Physical Systems (CPS): These systems integrate physical processes with digital feedback loops, enabling real-time data collection, monitoring, and decision-making.
2.Internet of Things (IoT): IoT connects machines, devices, and sensors through the internet, allowing for seamless communication and data exchange.
3.Big Data and Analytics: The massive amounts of data generated by IoT and CPS are analyzed to gain insights, optimize operations, and predict future trends.
4.Cloud Computing: Cloud platforms provide the necessary infrastructure to store and process vast amounts of data, facilitating access and scalability.
5.Artificial Intelligence (AI) and Machine Learning (ML): AI and ML enable machines to learn from data, adapt to changes, and perform tasks that typically require human intelligence.
The Fourth Industrial Revolution -
Transformative Impact on Industries
The advent of Industry 4.0 is transforming various sectors, including manufacturing, healthcare, transportation, and retail. Below are some examples of how Industry 4.0 is reshaping these industries:
Manufacturing:
Industry 4.0 is revolutionizing manufacturing by enabling the creation of smart factories. These factories use advanced sensors, robotics, and AI to optimize production processes, reduce downtime, and improve product quality. Predictive maintenance, facilitated by IoT and big data, allows for the early detection of equipment failures, minimizing production disruptions. Additionally, additive manufacturing (3D printing) is becoming more prevalent, allowing for the on-demand production of complex parts and reducing the need for large inventories.
Healthcare:
In the healthcare sector, Industry 4.0 is enhancing patient care, improving diagnostics, and streamlining operations. Wearable devices and remote monitoring tools, powered by IoT, enable continuous health tracking and early detection of medical conditions. AI-driven diagnostic tools can analyze medical images and patient data with high accuracy, aiding doctors in making informed decisions. Furthermore, telemedicine platforms are expanding access to healthcare, particularly in remote areas.
Transportation:
The transportation industry is experiencing significant changes due to Industry 4.0 technologies. Autonomous vehicles, equipped with sensors and AI, are being developed to enhance safety and efficiency. IoT-enabled logistics and supply chain management systems provide real-time tracking and optimization of goods movement. Smart traffic management systems use data from various sources to reduce congestion and improve urban mobility.
Retail:
In retail, Industry 4.0 is transforming the customer experience and operational efficiency. IoT-powered smart shelves and inventory management systems ensure that products are always in stock and properly displayed. AI-driven personalization engines analyze customer data to offer tailored recommendations and improve marketing strategies. Additionally, augmented reality (AR) and vir-
tual reality (VR) are being used to create immersive shopping experiences.
Challenges and Opportunities
While Industry 4.0 presents numerous opportunities for innovation and growth, it also poses several challenges that need to be addressed:
Challenges:
1.Cybersecurity: The increased connectivity and data exchange in Industry 4.0 make systems more vulnerable to cyberattacks. Ensuring robust cybersecurity measures is critical to protect sensitive information and maintain operational integrity.
2.Skills Gap: The adoption of advanced technologies requires a workforce with specialized skills in areas such as AI, data analytics, and robotics. Bridging the skills gap through education and training is essential to fully realize the potential of Industry 4.0.
3.Interoperability: Integrating diverse systems and technologies can be complex. Establishing standards and protocols for interoperability is necessary to ensure seamless communication and coordination.
4.Investment Costs: Implementing Industry 4.0 technologies can be expensive, particularly for small and medium-sized enterprises (SMEs). Access to funding and support is crucial to enable widespread adoption.
Opportunities:
1.Increased Efficiency: Industry 4.0 technologies can significantly enhance operational efficiency, reducing costs and increasing productivity. Smart factories, predictive maintenance, and optimized supply chains are just a few examples of how efficiency gains can be achieved.
2.Innovation: The convergence of digital and physical technologies fosters innovation, leading to the development of new products, services, and business models. Companies that embrace Industry 4.0 can gain a competitive edge by offering innovative solutions to meet evolving customer demands.
3.Sustainability: Industry 4.0 can contribute to sustainability efforts by optimizing resource usage, reducing waste, and minimizing environmental impact. For instance, smart grids and energy management systems can enhance energy efficiency and promote the use of renewable sources.
4.Enhanced Customer Experience: Personalization, real-time insights, and improved service delivery enabled by Industry 4.0 technologies can enhance the customer experience, leading to increased satisfaction and loyalty.
The Future of Industry 4.0
As Industry 4.0 continues to evolve, its impact on industries and society is expected to grow. Several trends and developments are likely to shape the future of Industry 4.0:
1.Edge Computing: While cloud computing remains essential, edge computing is gaining prominence. Edge computing involves processing data closer to its source, reducing latency and enabling real-time decision-making. This is particularly important for applications such as autonomous vehicles and industrial automation.
2.5G Connectivity: The deployment of 5G networks will provide the high-speed, low-latency connectivity needed to support the vast number of IoT devices and real-time applications. 5G will enhance the capabilities of Industry 4.0 technologies, enabling faster and more reliable communication.
3 .Digital Twins: Digital twins, which are virtual replicas of physical assets or systems, are becoming more prevalent. They enable real-time monitoring, simulation, and optimization, providing valuable insights for improving performance and predicting future behavior.
4.Ethical AI: As AI becomes more integrated into Industry 4.0, ethical considerations related to data privacy, bias, and accountability will become increasingly important. Developing and implementing ethical AI practices will be crucial to building trust and ensuring the responsible use of AI technologies.
Conclusion
The Fourth Industrial Revolution, or Industry 4.0, represents a profound transformation in the way industries operate and interact with the world. By leveraging advanced technologies such as cyber-physical systems, IoT, AI, and cloud computing, Industry 4.0 is driving innovation, efficiency, and sustainability across various sectors. While challenges such as cybersecurity, skills gaps, and interoperability need to be addressed, the opportunities presented by Industry 4.0 are vast. As we continue to navigate this new era, embracing the principles of Industry 4.0 will be essential for organizations and societies to thrive in an increasingly connected and intelligent world.
A Partner You Can Trust
Starting from scratch in the 1970s, MPW has grown into a leading provider of integrated industrial cleaning, water purification, facility management and total waste services in North America. Hard work, full commitment and always putting the customer first are only some of the factors that have helped the family-owned-andoperated company to its leading position, says its founder and CEO Monte Black.
MPW provides a diversified range of industrial services that are crucial for enhancing plants’ operational efficiencies, ensuring their reliability as well as minimising costs. Serving a wide range of clients across a variety of industries, the company is a valued partner, at customers’ disposal 24/7 as required.
MPW Industrial Services’ reach into industry is deep and wide. For example, MPW’s mobile deionization fleet is one of the largest in North America and features the best equipment – fabricated in-house – in the industry. Its customized industrial water solutions as well as industrial air utility services set the industry standard for reliability, based on customer-specific requirements and innovative technology.
Within its Total Waste Program, the company develops customized equipment, technology and strategies to transform its customers’ waste-management systems into first class examples of environmental sustainability. These are only some of its outstanding contributions to making clients’ sites more efficient and better operating.
Monte Black, who founded the business in 1972, says that the original ethos and focus on professionalism and customer response has not changed, and is one of the factors behind MPW’s continued growth. “We have grown with the ‘can-do attitude’,” he says. “Supplying customers what they need, so that they can focus on their core business, has driven our business since its inception.”
And the result of that driver is impressive – the company that Monte manages together with his three children today is very different from the twoman truck-washing business that he started 50 years ago. With over 4,000 people in more than 100 locations in North America, MPW is proud to provide its services across the continent, bringing innovative solutions based on safety, efficiency and sustainability, while continuing to grow.
Vendor
Highly
Product
What do you get when you combine the desire to keep people safe and provide them with the resources they need to fulfill their jobs each and every day?
The answer is
Daily, Action Supply Products provides customers with everything necessary to navigate their respective environments. Whether you’re on a construction site or in a manufacturing plant, office or oil field, we have you covered. From hard hats and protective gloves to absorbents, rags, disposable wipers and much more, there is an abundance of supplies needed for a safe and productive work environment.
While providing the products and services to keep you safe, we also partner with industry specialists such as global leader Mine Safety Appliances (MSA), to bring cutting edge products to the safety market. One technological advancement in the gas detection market from MSA, the Altair ioTM 4 portable gas detector. It is a smart gas detector with out-ofthe-box connectivity to work seamlessly with the MSA Grid. As a premier level supplier of MSA, we are honored and excited to be part of this advancement in technology for gas detection safety.
Additional industry partners, 3M, Star Wipers, and Tingley, are also leaders in the safety arena with innovative product offerings. Their contributions to the safety industry have outfitted and protected workers on a variety of jobsites and environments.
Action Supply provides a wide range of safety and industrial products. We also offer many valueadded services through personal representation, 24-hour emergency services, vendor-managed inventory systems, top-notch customer service, in-house gas instrument repair and rental services, and on-site training opportunities.
With locations to serve you in Coraopolis, PA, Newark, OH, and Gastonia, NC, we are positioned to meet and exceed your working requirements. With our own fleet of ten delivery trucks and our partnerships with top shipping companies, we ensure orders are delivered fast and efficiently.
While products and safety are important to us, so is the history of Action Supply. In 1983, founder Don Fink started the company as a local one-stop
comprehensive industrial and safety distributor. His vision was a business built on core values rooted in family, respect, and honesty. Don’s deep family roots have led many of his family members to work for the company, but most importantly, his children. They grew up learning the business and all chose to continue the family legacy and a career in the safety and supply industry.
In 2019, Don started a transition plan for his three children to take ownership of the company, making Action Supply a secondgeneration family-owned business that will carry on the principles established over 41 years ago. Furthermore, Action Supply has become a Certified Women Owned Enterprise, with daughter Kimberly Nickolas as CEO/President along with daughter Valerie Spanovich and son Mark Fink as Senior Vice Presidents.
This strong business platform has allowed us to form many long-standing working relationships with our customers over the years. In 1999, a new opportunity presented itself to align with MPW and create a strong, meaningful partnership. With both companies dedicated to success, encompassing a customer-driven commitment and business collaboration, we have formed a relationship that has lasted 20+ years.
Tenured sales representative Bill Martini and in-house order specialist Greg Spanovich work together with MPW to ensure accurate inventory levels on all products. In addition, they communicate and work jointly on new products, sourcing alternative product options, and onsite training as needed. With our Newark, OH location in close proximity to MPW’s headquarters in Hebron, Ohio, we are positioned to service MPW at any time. Our dedicated customer service team along with our warehouse and delivery drivers all play a key role in servicing MPW each day.
One of our proudest achievements in our longstanding partnership was being awarded MPW’s Supplier of the Year award in 2018 and again in 2020. Due to the uncertainties our company and the world faced from the pandemic, the award in 2020 was especially meaningful to us. Market challenges and shutdowns crippled the safety industry as many products, such as N95 masks and coveralls, were limited. During this period, we strategically and diligently monitored inventory to fulfill MPW’s needs, sustain their product requirements and prevent shutdowns or outages in their operations.
In closing, Action Supply firmly believes in creating, nurturing, and growing positive business relationships that surpass customer expectations. We look forward to the years ahead to grow with MPW and continue the partnership that started in 1999. As Vince Lombardi once said, “It takes months to find a customer...seconds to lose one.” This is a powerful statement that aligns with our business model of putting the customer first.
Our goal was to not only compete but to lead the industry
Nationwide expansion
The story of MPW Industrial Services started in May 1972, when Monte Black, then aged 22, registered the name Central Ohio Mobile Power Wash for his truck wash business, targeting large fleets of transportation trucks in the region. Entering what was even then a highly competitive industry, Black was convinced that hard work, innovation and a commitment to exceed customer expectations would enable MPW to succeed. And he was right.
“Our goal was to not only compete but to lead the industry as the best truck-washing service company,” Monte says. “To gain a competitive advantage, we built our own equipment to offer more capabilities and longevity. We acted professionally from the start, with logos and uniforms. Providing the service round the clock was a clear differentiator, and so was quality – we focused on executing at a high level with trained people, the right equipment and the right products, with a view to making our customers’ lives easier and creating a longer-term relationship.”
J & J Companies
Since our inception in 2021, we have grown exponentially to support our client MPW Services needs for skilled, safe, reliable, and hard-working agency staff. We asked Jesse Riojas Snr what sets J&J apart from a competitive industry when it comes to the provision of agency workers. “With our initiative for Safety, our focus on ensuring all our staff meet the required needs when representing the J&J Companies brand, it’s not just about representing our company name but also MPW Services and other clients and maintaining we fall in line with their Health & Safety expectations and commitment to quality standards for their clientele”
J&J Companies is ran by the dynamic father and son duo of Jesse Snr and Jesse Jnr. Having over 40+ years combined in the Industrial Field, their wealth of experience and industry understanding has allowed the company to grow from 2 people since its establishment in 2021, and now provide over 200+ skilled workers.
If industrial-based organizations need skilled workers in the following areas; Industrial Cleaning, Man Power, Man Lift operations, Demolition, Environmental Cleaning and other industry-based solutions, J&J Companies should be your go-to manpower provider. Finally, we asked Jesse Riojas Snr what their main ethos and standpoint for the company is, “Our ethos for safety is paramount, any worker who represents our business brand has to understand what they need to do, and that’s to work safely”
To find out more what J&J can do to serve your company, please feel free to reach out to either myself or Jesse Jnr.
Jared Black, Monte’s son and MPW’s President, agrees that having very good customer service has been paramount for the business. “We don’t say no very often to the customer. We are always looking for ways to help them and support them. And that’s also how we’ve gotten into a lot of different service lines over the years,” Jared says. “For example, because industrial plants have to run 24/7, we have adapted our business to support them, running multiple shifts and stocking large inventories and equipment to provide the required response.”
This ‘can-do attitude’ has helped the company to expand its range of services and sectors, seizing new opportunities with higher pressure water and vacuum trucks, followed by demineralised water and paint stripping. Today, MPW provides a diverse range of industrial cleaning, industrial air, water treatment, and facility and environmental services to thousands of clients throughout North America. Its broad customer base includes automotive manufacturers, petrochemical refining, paper mills, steel mills and food processing plants, to name just a few.
Over the past 50 years, Super Products LLC, an Alamo Group Company, has evolved from a small manufacturing firm into a nationally recognized supplier of high-quality vacuum trucks. This remarkable growth highlights the company’s commitment to innovation and customer satisfaction. Super Products has always been at the forefront of vacuum truck development, incorporating advanced technology and providing customized solutions tailored to meet the specific needs of their clients. Innovation drives every aspect of Super Products’ operations, ensuring that their products not only meet but exceed industry standards.
Each unit produced by Super Products is engineered to serve a wide variety of applications, ensuring versatility and reliability in diverse operational environments. These units are meticulously designed with the operator in mind, emphasizing ease of use, durability, and high performance. This focus on quality and user-friendly design has earned Super Products a reputation for manufacturing some of the most dependable and efficient vacuum trucks in the market.
Super Products offers a comprehensive range of vacuum trucks, including vacuum excavators, combination sewer cleaners, industrial vacuum loaders, truck-mounted jetters, and liquid vacuum trucks. These products are among the most efficient and progressive in the industry, providing municipalities and contractors with reliable and effective solutions for their operational needs. By continually pushing the boundaries of technology and design, Super Products ensures that their customers have access to the best equipment available, helping them achieve their goals with greater efficiency and confidence. Through a relentless dedication to innovation and quality, Super Products LLC has established itself as a leader in the vacuum truck industry, trusted by clients nationwide. Contact
A family company
Jared Black is from the second generation of the family, which now runs and develops the company. He muses that he has been learning about the business since he was two years old, sitting in his father’s truck, a few years later shredding paper with his siblings in the office, and later still spending school holidays helping wherever needed.
After graduating from Ohio University with a business degree, Jared started as a management trainee in the Industrial Water Treatment business, moving across various functions. He became General Manager of the business in 2007, and in 2015 the Company President. In continuing his father’s work, he affirms that getting to know all parts of the organisation inside out was key when he started so that new opportunities could be identified, and further improvements implemented.
“We have continued to expand our engineering footprint, our IT footprint and our fabrication footprint over the last few years. I also focused on our employees—people are everything in a service company, and the reason why we are successful,” Jared says. “We continue to offer different training and development to help them be more successful, we ensure a good working environment, and we do a lot of promoting from within.”
Being in front of customers is the cornerstone of this business
Despite the labour market constraints, MPW does not face major staff shortages and is regarded as a good employer. Monte points out that about 30% of the company’s hires are referrals, which speaks for itself.
“MPW truly is a family business. Today we have hundreds of people who have relatives working here, whether it’s a daughter, a son, or a wife. And to me, that’s probably the nicest compliment I’ve ever received being in the business. It shows that we are a solid, respected organisation.”
Vehicle for sustainability
They both affirm that personal interaction is fundamental internally and externally.
“Being in front of customers is the cornerstone of this business. We have the same approach to our vendors as they are an integral part of our success,” says Jared, adding that the pandemic has refined the way the company looks at its supply chain.
“We now multi-source our products and we have added a few really good suppliers and products over the last few years which have again enhanced our overall performance. On the other hand, we have expanded our fabrication and engineering capability so that we can internalise some more work to have a better control of the speed and response to our customer base. In a way, the pandemic, with all its challenges, has changed MPW for the better.”
Jared further points out that just like people, technology has always been fundamental for MPW’s success. The company has two fabrication sites to produce its own, in-house designed equipment and has invested heavily over the last decade in IT to further increase effectiveness and response time.
Investment has also been made in environmentally friendly practices such as solar panel installation, deployment of ultra-light vehicles to reduce fuel consumption and the environmental footprint, and measures to reduce water consumption at the water treatment facilities. The company’s paint stripping business helps with recycling products and returning parts into service as opposed to scrapping.
We have implemented a lot of sustainability initiatives internally
“We have implemented a lot of sustainability initiatives internally but also have a strong external impact. By making our customers more efficient, we are in fact a vehicle for improving our customers’ ESG and sustainability goals,” Jared says, adding that MPW is now preparing its own first ESG report with hard data and impact assessment included.
A legacy to continue
Going forward, MPW is set to continue along the guidelines that made the business successful by focusing on customers and its employees. “Our strategic target is to grow by 6% -10% annually at a steady pace. We continue to look to expand to the western part of the United States and Canada, and we are potentially looking at acquisitions to help us expand our footprint and offer different services,” says Jared.
“It all comes back to what we can do and how we can help our customer base, to keep finding new opportunities,” says Monte. “It’s important to avoid complacency. We can’t ever take our customers for granted. We must continue doing what got us where we are today. And that’s being in front of customers, taking care of our employees, driving the organisation, listening to customers’ needs and applying technology and innovation to keep us moving into the next generation.”
Looking back, Monte can be rightly proud of the flourishing business he started more than 50 years ago. Still, his biggest achievement is of a different sort, he says: “I have been married to the same lady for 52 years, all three of my kids graduated from college and all have the same passion—the love for business that I have. They all started at the ground level, and I think they learned at an early age how we serve our customers, and how we look after the people that built this organisation.”
“Building MPW from one truck to where it is today is exciting, but I just happen to be the quarterback on the team. I’m surrounded by a lot of quality people that have helped over the years to build this organisation. With seven grandchildren, the third generation is growing, and I’d like to see some of them as part of this organisation going forward.”
Portable Sanitation Done
Right
Porta Kleen, a subsidiary of MPW Industrial Services, has one of the largest sanitation fleets in the North American market, ready to step in whenever required. “Exceeding customers’ needs is the basis of our business,” says company President Adam Black.
Porta Kleen, North America’s premier provider of portable sanitation solutions, has been part of industrial services provider MPW since the mid-1980s. From a small local team of 35 people the company has grown into a strong organisation with 350 employees operating nationwide, providing a range of mobile facilities from modern restroom trailers and mobile sleepers to private mobile showers and heavy-duty laundry trailers.
Its comprehensive fleet of sanitation solutions serves most industries, including festivals and concerts, disaster relief and military operations, and literally creates a ‘home away from home’ with all the comforts, from sleeping and showering to handwashing and more.
Exceeding expectations
The company is now managed by Adam Black, one of the three children of Monte Black who founded the parent company MPW in 1972. Adam explains that Porta Kleen was acquired in 1995 as MPW expanded its services, looking at opportunities that would complement its offerings.
At that time the company was just a small, portable-restroom business with just a handful of staff, but Monte Black saw the potential clearly. Three decades later, Porta Kleen is a transformed enterprise, operating from coast to coast and offering much more than just portable restrooms. “Over the years, we have entered different industries and added new service lines, listening to our customers and aligning their core values with ours,” says Adam.
Just recently, the company has further expanded its portfolio, adding a hydro-excavation service that provides a safe alternative to conventional digging methods. Unlike traditional mechanical excavation, damage or disruption to critical underground utilities is minimized by using pressurized water in addition to high-power vacuuming.
Special operations solutions for emergencies such as forest fires are another new addition. Porta Kleen can now instantly mobilise a temporary village and command centre within 24 hours and provide mobile computer and communications centres, sleeping quarters, restrooms, showers, locker rooms and laundry facilities.
“Listening to customers’ needs is what has steered us into new directions. The bottom line is that our solutions are wrapped around our customers’ requirements, and we aim to exceed customers’ expectations every single time. And if they’re not happy, we want to understand what we did wrong, and how can we improve. That has really been our main focus from day one,” says Adam.
Listening to customers’ needs is what has steered us into new directions.
And here I am today, running and developing the business as the company President.
Responsible business
Similarly to his brother and sister, Adam started young in the family business. “My father would bring us children in at the weekend, and we would do little jobs. Later on, we would help during summer and Christmas holidays, to gain a little bit of exposure and experience and learn how to maintain the work ethic.”
He had always envisaged a career in MPW, he says. “After graduating from Ohio University in 2007, I started to work in the operations, then transitioned into sales, and from there just climbed the ladder with MPW. When the General Manager of Porta Kleen resigned in 2012, I transitioned to his role for what was a two-year assignment. And here I am still today, running and developing the business as the company President.”
Under Adam’s management, significant investment has been made in technology to bring new products and novel, ground-breaking solutions to the market, supported by a team of in-house engineers.
Porta Kleen has developed strict principles and procedures to minimise any negative effects on the environment. “As part of the MPW group, we are now formalising our ESG report, but the fact is that we have supported green initiatives from day one. Examples include a vehicle fleet that uses less fuel, and a shower trailer fleet using less water,” says Adam, affirming that corporate responsibility and sustainability are embedded throughout all operational functions and overall product offerings.
Porta Kleen’s chemicals are free of formaldehyde, and its cleaners and solvents are biodegradable and non-toxic. Its citrus-based cleaning solutions are non-flammable and non-corrosive. Porta Kleen’s materials are made from post-recycled materials whenever possible.
The direct waste from portable restrooms plays a significant role in Porta Kleen’s green initiative. The company uses many waterless urinals, which eliminate the need for flushing. An average of 113,000 litres of water/per urinal/per year are saved because of the use of this type of unit.
With people, for people
Adam further affirms that there is another aspect that MPW feels very strongly about –corporate giving, which is his sister Kristen’s responsibility. After joining the family business as a recruiter and later becoming Director of Human Resources, Kristen assumed the role of MPW’s Director of Philanthropy and Community Engagement in 2015. Today, she oversees the company’s social and philanthropic initiatives.
Kristen affirms that ‘giving back’ has always been part of MPW’s business. “We try to support good causes at all locations where we have offices. We hold true to our pledge to remain active and impactful in the community,” she says, noting that corporate giving covers a range of initiatives from building playgrounds to sponsoring sports teams and many more.
Last year, MPW introduced a volunteer time off policy, giving all full-time employees up to 16 hours of paid time off per year—in addition to an
employee’s vacation and PTO time—to volunteer in their communities and to dedicate that time to an organisation of their choice. “It’s a way for us to push back onto our employees the importance of giving back, and I think that’s gone over extremely well. Employees are excited about it,” Kristen says.
The social aspect will remain strong as the company grows, affirms Adam, saying that his goal
Employees are excited about it.
is to expand into new markets and new service lines to the ultimate benefit of customers. “The opportunities are endless, but I want the business to grow at a controlled rate through our customer base. I don’t want the customer experience to suffer by trying to grow too fast.”
Looking back at all the successes achieved under his management, Adam insists that the credit should go to the employees. “Equipment
is the easy part, it’s just a cost, but when you have people who are really dedicated to treating the business as their own, that’s a real success. We’ve been fortunate to have people who love to work with us, to accomplish our mission, our common goal. That’s what makes my job so rewarding,” he said. “That keeps me focused and motivated to keep the business growing and to sustain it over time, for our employees and our customers.”
Prospects Golden
Canada-based mining company Goldgroup Mining is progressing its producing gold mine in Mexico, a promising venture in an industry sector that is in the very early stages of a dramatic recovery from historic lows. Executive Insight spoke to company CEO Ralph Shearing about the current state of play.
Goldgroup operates in Mexico at its 100% owned the Cerro Prieto heap-leach gold mine located in Sonora.
According to Ralph Shearing, Goldgroup represents a unique opportunity given the expected developments. “Goldgroup as a junior mining company is trading at very undervalued prices and has a great potential to realise a lot more value in the coming months and over the next several years,” he says.
Shearing was asked by Goldgroup’s major shareholder to join the company as its CEO in October 2023, to focus on Goldgroup’s operational improvements and resource expansion. An experienced and accomplished exploration and mining executive, Shearing has held senior director and senior executive positions with public junior mining and exploration companies, primarily with Luca Mining, a company he founded in 1986 where he successfully guided Luca’s Mexican Tahuehueto gold and base metal mine through its exploration phase into early construction and the first production gold mine in Mexico.
Shearing, along with Goldgroup’s technical team will be instrumental in progressing the Cerro Prieto mine into a profitable business. “Goldgroup is a well-structured public mining company with a controlling mining investment fund holding over 50% of its outstanding shares.”
“Additional benefits include an operating heap leach gold mine with all infrastructure, equipment and permitting already in place and fully paid for, so any new resources to be discovered with advanced exploration on already identified mineralized zones will be available for immediate production with minimal capital cost.”
This major advantage will allow for immediate stock price appreciation...
Detector Exploraciones is a pioneering company in the mineral exploration industry, founded in 1997 in Mexico City. Over the years, we have expanded our reach both nationally and internationally, collaborating with public and private partners. Our commitment to innovation and quality has been unwavering, continuously adapting and improving our methodologies to deliver the best results.
Our services encompass a wide range of solutions to address the challenges of the mining sector, including mineral exploration and drilling, complementing our offerings and providing a more comprehensive solution to our clients. Our team is composed of highly qualifie d professionals, from engineers and geologists to experts with master’s and doctoral degrees, all dedicated to ensuring excellence and safety in every project.
www.detectorexploraciones.com
We recently drilled the Esperanza zone.
“This major advantage will allow for immediate stock price appreciation with planned improvements to increase crushing capacity, double production, improved recoveries and reprocessing of heap leach pads that still contain significant unrecovered gold.”
Promising exploration results
The Cerro Prieto Mine is an open-pit heap-leach gold mine. From the start of mining operations in 2013 to June 2024, Cerro Prieto has produced 117,033 ounces of gold. Ongoing mining operations continue to produce approximately 1,000 – 1,200 ounces of gold monthly.
I believe that drilling will be successful on these zones and discovered resources should add several more years of life to the mine.
Shearing explains that the mine has been under-funded and faced many challenges over the past several years as a result. Despite this, the mines future looks very bright. Along with increasing gold prices, Shearing and team have identified a pathway to success by increasing gold recoveries, expanding production towards 5,000 tpd, a re-leaching initiative and realizing the mine excellent exploration potential with trenching, geophysics and drilling. Shearing, is very confident that this will extend the projects mine life at the major structure called Prieto Shear.
“In the past, mining was focused within 1.6 kilometres of the Cerro Prieto Shear, a major north-trending, near-vertical shear zone up to 65 metres in width. Only limited exploration has been completed along this major structure to the north and south of the mining areas.”
This is what the company is focusing on now. Recent exploration has resulted in the discovery of significant mineralization in several new zones along the trend of the Cerro Prieto Shear, both north and south of the existing mine, that could develop into significant minable zones.
“We recently drilled the Esperanza zone, which is an immediate northward extension of the mine on the Prieto Shear; the ore body was partially drilled, then developed and we are mining it now. We are planning to start drilling the Nueva Esperanza and the Reyna zones, which are both contiguous northly extensions to the Esperanza zone. Based on my experience as an exploration geologist, I believe that drilling will be successful on these zones and discovered resources should add several more years of life to the mine.”
“We’ve also had some really good success in outlining new targets about 1 km to the south of the mine heap leach pads on the Cerro Prieto Shear zone. Only surface work has been completed so far, however, I believe there is a very, very good chance that we could come up with additional resources on the new zones. This could further significantly extend the life of the mine depending on the success that we encounter during the exploration phase of these zones.”
Steady progress
Shearing affirms that the company has a great team of people on site who have stepped up and beyond the calling, to make the project a success. “Unlike some countries, Mexico has a well-developed mining industry and mining jobs are well paid.”
“We directly employ some 130 people, of whom 25 are women in professional mine management and operating positions, and provide jobs indirectly to about another 300 contractor employees. We also support universities with technical geological and engineering training, with many graduates ending up working for the mine.”
He further affirms that while progress is being made on improvement plans, all aspects relating to environmental protection are being considered. “Water conservation is a priority as the mine is located in the Sonora desert. We also work on fauna transplant of zones and have created a cactus nursery to replant on impacted areas during future reclamation.”
But for the moment, work continues. The company is planning to expand the crushing system so it can process up to 5,000 tonnes a day and put that material on the heap-leach pads. This should be accomplished within the coming weeks, says Shearing.
There is also a focus on the existing leach pads. “The mine has only ever
– we’ll be able to put Goldgroup Mining back on the map as a very significant junior gold producer in Mexico.
achieved up to 60% recoveries leaving 40% unrecovered gold. So there’s a lot of gold still tied up in those leach pads. We are preparing a reprocessing programme to re-screen, re-crush and re-leach the material in the pads. Re-leaching 4,500 tonnes a day for 5 years would potentially add 9,300 ounces of gold annually. That will make a good additional source of income for the company.”
Path to success
Speaking of the coming months, Shearing says that Goldgroup has developed a plan to progress the key initiative – double current production to 4,500 tpd annually, re-leach existing leach pads, increase recoveries and explore advanced and new exploration zones. The longer-term plan is to grow the company through acquisition in a low-cost environment of extremely undervalued mining assets.
“Although the stock price is very low, the future looks very bright with a planned doubling of production, increasing the current 1.5 year mine life through exploration to perhaps an additional 2–5 years with advanced targets and possibly many more years if highly perspective new zones develop into minable resources,” Shearing says.
“Add to that the leach-pad reprocessing and you have a productive mining operation for the coming years. With success, we have a completely different scenario on our hands – we’ll be able to put Goldgroup Mining back on the map as a very significant junior gold producer in Mexico.”
Efficiency in Motion
Following a major investment deal, Zambian company Mopani Copper Mines (MCM), one of the largest copper and cobalt producers and exporters in the world, is entering the next stage of its development, looking to cement its position in the global supply chain. The future success of its operations relies, to a great extent, on its own supply chain and its management, says Gershom Tanga, the company’s Supply Chain Manager.
Mopani is one of the most important copper mines in the world and a major driver for Zambia’s economy not only as an important producer of valued natural resource but also as a key source of income for thousands of suppliers. Managing the extensive supplier base has been the responsibility of Mr Gershom Tanga, who has implemented crucial changes to the company’s procurement system. As a result, not only has the overall procurement performance significantly improved but his team has become recognised for its ethical practices, setting the benchmark for the whole of the Central African region.
To this end, new career development plans were drawn up and upskilling was brought to the forefront of our priorities.
Under Tanga’s leadership, Mopani Copper Mines is striving to align its supply-chain employees with the requirements of the CIPS (Chartered Institute of Procurement & Supply), a UK-based global professional body representing the procurement and supply chain profession, to ensure they are benchmarked against the highest international standards.
For its efforts, the company has recently achieved the prestigious CIPS Corporate Ethics Kite Mark, which now sets the standard for Africa’s mining sector. This achievement demonstrates the company’s commitment to investing in ethical practices in its procurement and supply chain activities.
Building a better business
Gershom Tanga, himself a CIPS UK Fellow, was instrumental in Mopani’s achievement. Starting his career over 20 years ago in Konkola Copper Mines, one of Africa’s largest integrated copper producers, he joined Mopani in 2007, moving through various roles in accounting, internal audit, implementation of information systems, risk management and finance before being appointed Supply Chain Manager in 2022.”Throughout my career, I have had the great opportunity not only to learn about different areas of the business but also to refine my leadership and people management skills,” he said.
Our strength lies in having multiple subsidiaries under Bellview Group delivering specialised services to a diverse range of clients.
CONSTRUCTION DIVISION
Construction works with distinctive quality and service delivered on schedule through our excellent Project Management skills and experience.
LIFTING DIVISION
Supply, service and inspection of crane, rigging and lifting equipment, load testing, maintenance, consultation and training services.
SUPPLY DIVISION
Design & Develop, Manufacture & Supply, Service & Repair all lifting, Pump and Wear, Underground and Surface Equipment and Assessories in the Mining Industry.
LOGISTICS DIVISION
Bellview Logistics and Transportation
Haulage Limited is a dynamic entity currently offering total transportation, warehousing, accommodation and logistical solutions.
Training Division.
Bellview workforce solutions, After Sale Services, Operators and Maintenance training, rebuilds and labour hire in the mining industry.
BMES HAS DISTRIBUTION AGREEMENTS WITH LEADING INTERNATIONAL MANUFACTURERS FROM THE UNITED STATES, UNITED KINGDOM, CANADA, AUSTRALIA, ASIA, AND SOUTH AFRICA.
Mopani copper mines is implementing a supplier development programme that aims at supporting an enhanced manufacturing sector in Zambia. In, this programme, Mopani has identified a number of companies, one of which is Bellview Mining Equipment & Services Limited to be part of the pilot programme. It is hoped that the programme will contribute to lessons on effective ways to support local manufacturing.
Bellview Group
Bellview Group, based in Kitwe, Zambia, has undergone a name change from Bellview Tools Limited (BTL) to Bellview Mining Equipment and Services Limited (BMES). This transformation reflects the company’s evolution into a rapidly expanding medium-sized enterprise that encompasses specialized divisions focused on mining and industrial equipment, after-sales services, and comprehensive training programs. The selected partners during the two-year trial period are pivotal in achieving the platform for attracting off-takers for Bellview’s Kalumbila Industrial Park Foundry and Manufacturing Project.
Bellview OEM Partners
Drillcube
Drillcube is an innovative Australian-owned company transforming underground mining services with over 100 years of combined industry experience. They emphasize transparency and ethical practices throughout their supply chain, offering a comprehensive solution as a “one-stop-shop” for all mining needs. By providing necessary equipment, tools, and consumables in a single monthly order, Drillcube mitigates supply chain constraints, enhances production forecasts, and reduces costs, thereby increasing profitability and net present value (NPV) of mining assets. Drillcube specializes in shaft sinking and face drilling, critical during mining project development. Their partnership with Bellview Group aims to establish a specialized underground service division in Zambia, focusing on Rapid Development Mining Systems, safety practices, and workforce upskilling. This commitment to operational efficiency and safety positions Drillcube as a reliable partner for mining projects worldwide.
Fambition Heavy Machinery Co., Ltd.
Established in 1993, Qingdao Fambition Heavy Machinery Co., Ltd., situated in China, is renowned for its manufacturing of trackless mining equipment. Committed to becoming a technology-leading enterprise, Fambition specializes in the research and development, as well as manufacturing, of underground LHDs, Dump Trucks, and mining Utility Vehicles. Fambition aims to provide safe, efficient, and intelligent trackless equipment for underground mines worldwide, fostering an automated, digital, and intelligent ecosystem for underground mining operations. The company’s objectives include enhancing ore shovel loading efficiency, reducing equipment operating costs, elevating production management levels, and achieving sustainable productivity. Over two decades of practical application have demonstrated the effectiveness of Fambition equipment in large mining operations across Chile, Peru, Mexico, Bolivia, Russia, Kazakhstan, Canada, Turkey, Nigeria, China, the Philippines, Vietnam, and beyond.
ABS Sfere
ABS is the steelmaking division of Danieli Group, the construction leader of steel plants all over the world. Established in 1988, ABS Sfere is the ABS brand specialising in the production and distribution of grinding media. ABS boasts a wide range of steel - producing over 1,000 types of steel grades. This makes us unique in the global steel industry arena, employing over 1,500 people, boasting an annual turnover of over 1.4B Euros. ABS produces steel only using the electric cycle from scrap, which reduces emissions by 65% compared to the blast furnace cycle. ABS products are made using 95% recycled raw materials. ABS Sfere leverages its expertise as a renowned Italian steel producer to cater specifically to the mining sector for diverse grinding applications, integrating advanced knowledge and engineering.
Zenzalari
Fratelli Zenzalari S.r.l. is a supplier of spare parts for earth moving equipment with more than fifty years of experience in service the market. Located in northwestern Italy, Zenzalari is already doing business in several African countries, spanning from west to east across the continent. We can provide undercarriage wear parts, track chains, track shoes, complete track groups, rollers, sprockets and idlers for almost all types of crawler machines. Buckets for excavators up to 50 tons operational weight and related GET wear parts. Miscellaneous parts for engine, transmission, hydraulic and electrical system. Furthermore, used components for a wide range of hydraulic excavators are available.
• Thermitec CC - Oxygen Equipment - www.thermitec.co.za
• EICKHOFF SA - www.eickhoff.co.za
As a growing leader in the Zambian engineering space, Surmpy Engineering and Service Limited provides a full and diversified product offering across the engineering and mining industry. Serving Zambia and beyond, Surmpy Engineering and Service Limited combines a commitment to product excellence with a wide range of service capabilities. We have adopted a zero-tolerance approach to corruption, and the feedback we have received from other mines has assured us that we are on the right track
We are Exclusive Distributors for:
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• The Hydraulic Centre Pty Limited - Hydraulic Hoses and Fittings www.thc.co.za
He became Supply Chain Manager at a highly challenging time for Mopani. “My first task was to focus on the most prized asset –the people, and to lift their spirits, to prepare them for a positive future ahead. To this end, new career development plans were drawn up and upskilling was brought to the forefront of our priorities.”
In addition, other fundamental topics had to be addressed, he noted, such as promoting sustainability, ensuring that Mopani’s procurement processes are aligned with environmental policies; and eliminating corruption, a challenging task. “I’m proud to say that in this respect, we are now being looked at in a very good light,” he affirmed. “We have adopted a zero-tolerance approach to corruption, and the feedback we have received from other mines has assured us that we are on the right track.”
He affirmed that Mopani is dedicated to upholding the highest standards of ethics, integrity and compliance throughout its operations, firmly believing in fostering a transparent and accountable work and business environment. As part of its commitment, the company has established a confidential whistleblowing line.
Having the new practices in place gives everyone an equal and fair opportunity, which is very important and very responsible.
Critical role of the supply chain
Tanga explained that sophisticated technology has played a key role in raising the company’s ethics profile. For example, Mopani’s procurement processes including RFQ (Request For Quote) are now online and subject to a stringent control mechanism with the server being controlled externally by a third party. Suppliers’ performance, including their capacity, is also monitored via virtual tools, as are warehouse management and environmental compliance, specifically for imported raw materials.
The company currently has over 2.500 vendors in its database, of which some 75% to 80% are local, family-owned businesses, for whom working for Mopani is crucial. But that has to be done according to Mopani’s standards. “Having the new practices in place gives everyone an equal and fair opportunity, which is very important and very responsible.”
“The supply chain is fundamental for our future development and its role cannot be underestimated. We have continuous engagement with the vendors and vendors associations to make sure the partnerships work at their best. It is our role to support local vendors and the community to help alleviate poverty, to help them grow their businesses which in turn has a positive impact on the country’s economy.”
Proud achievements
To this end a lot has already been done, and the company’s efforts have not gone unnoticed. Last year, Mopani Copper Mines won two awards at the 4th CSR and Responsible Business Awards 2023 held in Lusaka and organized by Corporate Social Responsibility Network Zambia (CSRNZ).
Mopani Copper Mines was recently achieved the prestigious Chartered Institute of Procurement & Supply (CIPS) Corporate Ethics Kite Mark, which sets the standard for Africa’s mining sector. This achievement demonstrates the company’s commitment to investing in ethical practices in its procurement and supply chain activities
It is quite clear that training and development for individuals is at the forefront of the company’s thinking and crucial for building Mopani’s future as well.
Mopani collected the Best Community Social Impact Award in the Skills Development category and the CSR Excellence Award in Safe Drinking Water in the Water Reticulation category. Mopani’s Agribusiness Community project was voted the best in the Community Social Impact Award.
Within the project, focused on the mining company’s host districts of Kitwe and Mufulira, material and skills training in poultry production, horticulture, and other forms of agriculture training has been offered to 600 direct beneficiaries and 3,600 indirect beneficiaries comprising 12 cooperatives in the initial stage.
Tanga acknowledged that internal staff training has also been an integral part of the changes he has instigated. “It is quite clear that training and development for individuals is at the forefront of the company’s thinking and crucial for building Mopani’s future as well. It is not just the academic aspect that we support, we also engage with our own Mopani Training Centre to enhance practical skills.”
Adding value to communities
Following the recent $1 billion investment from the Middle East, significant growth at Mopani’s operations is expected and, accordingly, the importance of efficient supply-chain management will further increase.
Tanga affirms that Mopani is ready to embark on a new course. “Adaptability and agility will be crucial. We have to ensure that everybody from the bottom up is familiar with the revised business strategy, and then ensure that everybody appreciates where the supply chain fits in. We are ramping up in terms of our operations, our mine development, our exploration. I want the Mopani supply-chain department to be an enabler, to be adding value, helping the business to be more efficient, effectively progressing towards its targets.”
“Our endeavours at the same time must benefit the local communities, ensuring we develop the capacity and livelihoods of the local people as the ultimate owners of the operation. We will add value in terms of being transparent, being fair, ensuring that those who deserve business with us, will get that business with us. As such, our department will actively support Mopani’s commitment to promote national development.”
Adaptability and agility will be crucial. We have to ensure that everybody from the bottom up is familiar with the revised business strategy, and then ensure that everybody appreciates where the supply chain fits in.
HOLISTIC SAFARI EXPERIENCE
Singita is a South African luxury ecotourism and conservation brand which operates private game lodges in a number of countries. Meaning ‘Place of Miracles’ in Shangaan, the language of several South African ethnicities, the company was founded to provide an exceptional experience – with limited guest and vehicle numbers, consistent game viewing and warm-hearted hospitality.
Singita is a conservation and ecotourism brand driven by a purpose – to preserve the precious African wilderness it safeguards. Its 16 lodges and camps, spread across South Africa, Zimbabwe, Tanzania and Rwanda, encapsulate the very best of luxury travel, and celebrate the unique natural and cultural heritage of their locations, while underpinned by a common goal of creating meaningful, personal and sustainable experiences.
The first lodge only had six guest rooms, but the plan was to create something very different from what was then available in the marketplace
The lodges are individually designed to reflect the regional character while providing the utmost comfort. They are refurbished every 7 years and fully redesigned every 10 to 12 years. “We inspect each lodge every year to make sure they are in excellent condition,” says Guy McGregor, General Manager Singita Group – Development, Projects, Procurement and Logistics. “What distinguishes us from others is the very personalised attention our guests receive.”
The beginnings
Singita’s founder and chairman Luke Bailes opened the first lodge in 1993 on a piece of
land purchased by his grandfather in a remote corner of the Lowveld in South Africa, with a view to offering an upmarket safari experience that would support nature conservation, so that Africa’s pristine wilderness areas can flourish for years to come.
“The first lodge only had six guest rooms, but the plan was to create something very different from what was then available in the marketplace. In those days, a typical safari was quite rustic, but Luke’s vision was to incorporate more luxurious elements such as a private plunge pool, bigger, air-conditioned rooms, and outdoor verandas,” recalls Guy McGregor.
From the first lodge the company went from strength to strength, as Luke managed to attract high net worth individuals that wanted just what he was offering – a more luxurious but still fully authentic safari. The focus on preserving nature has remained strong until today and regardless of location, each Singita lodge is inspired by a reverence and respect for nature.
Guy explains that he joined the company in 2004 when Singita was about to open a lodge in Kruger National Park called Lebombo as a private concession, a unique property developed in line with strict environmental requirements.
The design of Lebombo Lodge was inspired by the many eagles’ nests built into the cliff face of the river bank, resulting in organic, light-filled structures, floating between river and sky. Besides the private suite spaces, the lodge offers a wine studio, library and rooftop terrace, an interactive kitchen, a vibrant bar and help-yourself deli, and an additional 25-metre lap pool. Interestingly, in 2023 the Lebombo Lodge was listed as N 15 in The World’s 50 Best Hotels.
REACHING EAST AFRICA & the world
Navigating unique customs systems, remote destinations, poor infrastructure, language barriers, complex regulatory controls, weather conditions and piracy. Longship’s expertise in the region ensures the client’s cargo delivered on time & within budget.
Origin & Import Regulations
Budget Planning & Cost Management
Warehousing & Specialised Packaging
Customs & PVOC programmes
Professional procurement
As more lodges were added, Guy moved from being a lodge manager into a wider-reaching role, starting an in-house support department for the group. “My task was to make sure that the properties stay looking as good as the day they were opened. I would go and help the lodges, and design housekeeping manuals and standard playbooks, eventually setting up the in-house support team within the business.”
He reflects that business growth has been
helped by the founder’s visionary approach to creating something special. “Each lodge has its own look and feel. We wanted to prevent any erosion of that original design concept, which is so strong in each lodge. And with that comes a whole set of other challenges.”
“This led, almost naturally, to the creation of an in-house procurement function,” he explains. “One day, to the amazement of my colleagues, we had 36 lower-deck dining chairs arrive at the Cape Town corporate office. That really highlighted the need to have a distribution centre, formalise the procurement process and generate efficiencies with that.”
100-year purpose
Today, Singita employs hundreds of people across Africa and operates 16 lodges, camps, and exclusive-use villas in six locations spanning four countries – each a peaceful sanctuary that celebrates the beauty of the African bush.
“Although the properties are all different and each is unique, they all have the same essence,” says Guy. “Everyone in the business is aligned with our 100-year purpose – to conserve and protect large tracts of land for future generations. And that really underpins everything we do at Singita.”
This philosophy is based on three core pillars: Biodiversity, Sustainability and Community. By combining luxury travel with long-term investment and involvement in conservation, community
empowerment and sustainability projects, Singita ensures mutual benefit for both nature and people.
“We subscribe to One Planet living principles and as an ecotourism and conservation brand, and to put this commitment into operation, we seek suppliers and partners who subscribe to our core principles and code of conduct.”
He says that over 65% of goods are locally procured. The company has regional offices in each country focusing on local sustainable procurement
My team has worked and partnered with suppliers over the years to develop bespoke items that are woven into the Singita guest experience.
that stimulates local economies. “Our suppliers are expected to share our values. They must comply with prescribed delivery plans; they must submit invoices timeously, and they must guarantee that all information on the ordering system, including pricing, is kept up to date.”
Leaving a proud legacy
Guy was instrumental in setting up the supply chain management system. The Singita support hub based in Johannesburg conceptualises, curates, manages and delivers brand-aligned lodge products, experiences, materials and projects that support a seamless guest experience, unique to Singita.
“This is essential for the brand to live effectively on a daily basis as well as to inspire everyone who comes into contact with it, leaving lasting and cherished memories. My team has worked and partnered with suppliers over the years to develop bespoke items that are woven into the Singita guest experience.”
The online system, an in-house web-based job card portal, which Guy custom-developed, has been instrumental in the success and efficiency of the department, fully integrated into other workflow systems. It holds the various parties fully accountable and contains a wealth of knowledge and IP.
“One of the achievements I can be proud of during my tenure at Singita is the way we harnessed technology to support regional and global procurement across the whole group, and to do so in a very lean and efficient way. Everything is on one platform, so it’s fully integrated and very transparent, which is critical with various different shareholders and each lodge running as its own entity.”
The system that he devised will be a valued legacy when he moves to a new exciting chapter of his career very shortly, as the MD of an architectural turnkey design firm. “I’m incredibly grateful to have been such an integral part of the Singita family and to have grown with the brand. To me, the Singita family will remain treasured and very special,” he affirms in concluding.
I’m incredibly grateful to have been such an integral part of the Singita family and to have grown with the brand. To me, the Singita family will remain treasured and very specia
ONE OF THE
FRANCHISE BUSINESSES
IN THE UK LARGEST OPERATING
Established in 2012, Scoffs Group is now Costa Coffee’s largest UK franchised partner with 114 stores and is aiming high. Scoffs’ CEO and founder Antony Tagliamonti revealed that his ambition is to reach 400 stores across the country within the next five years.
Antony Tagliamonti started his entrepreneurial journey at a young age. At 16 he was a driver and two years later became a franchisee. In 2012, with his new company, he purchased three Costa Coffee stores in Essex and East London, followed by a further five in Norfolk and Suffolk in 2013.
We have restructured the business, aiming to expand by a minimum of 20 stores per year.
Within five years, the group had expanded to a total of 31 stores, and in 2018, an additional 57 stores were acquired in the south of England. In 2022, 20 equity stores were acquired from Costa Coffee in Cornwall. Today, Scoffs is trading from over 114 stores nationwide, with that number continuing to increase.
Scoffs impressive growth has not gone unnoticed and the company, as well as its founder, have received awards on numerous occasions. These include the ‘Costa Innovation Award’ for Costa in Crate Loughton, won for the first Costa to be built within a shipping container in the UK. The Annual Costa Awards have also recognised Scoffs Group for Progressive Community Engagement as well as naming the business Costa Foundation Fundraiser of the Year. Antony Tagliamonti himself was shortlisted by the British Franchise Association for the coveted HSBC Best-in-Class Multi-Unit Leader Award.
Restructured and empowered
Antony admits that the pandemic was a big challenge but one that was handled well and the group is now primed for further expansion. “We
have restructured the business, aiming to expand by a minimum of 20 stores per year.”
COO Paul Turner explains that what has helped Scoffs to stay strong is not only the fact that the company is Costa Coffee’s largest partner in the UK but also that significant investment has been made in the company’s teams.
Paul, who joined the group in 2022, has himself helped to move the business to new heights. With over 20 years’ experience in retail and F&B including Costa Coffee UK, he has undertaken a groupwide strategic review of the business structure and instigated necessary changes. As part of this endto-end review undertaken across each department, the group can absorb large-scale acquisitions as well as pursue organic growth.
“Over the last two years, the support centre structure and our head office structure have been completely transformed. We’ve simplified our core operations, given tools to the businesses to enable them to enhance their performance on a day-by-day basis with a focus on operational standards. This then obviously yields positive benefits in terms of our operational capacity and performance,” he says.
We plan for over 600 people to go through Coffee Excellence, Brand Excellence and Barista Maestro programmes this year.
Antony agrees: “The tools and support we provide to our teams make them feel more empowered to deliver the results with a higher degree of clarity, and a laser focus on delivering the best customer experience. Our external and internal metrics demonstrate that we are not only recognised as a high performing franchise partner but doing better than other partners within the system and the brand owner themselves. The tools and the structure we’ve implemented over the last two years have really focused us and enabled the business to continue to grow.”
People’s business
The company puts great emphasis on supporting its employees and when it comes to staff development, Scoffs Group are also leaders in the field: at all levels, its team members benefit from access to a vocational training program, delivered exclusively for Scoffs Group staff members.
Antony highlights the role of store managers. “With a capable store manager, the ‘number 1 leader in the business’ as we call them, provided with the right tools and the right level of support, you don’t have any issues. Finding the right store managers is 90% of our success.”
The company prides itself on fostering a culture
of recognition and reward, evidenced by its annual black-tie awards event, which is a celebration of the team’s success. Scoffs has its award-winning Apprenticeship Programme in place, reopened its first Academy in Southampton and has plans to reopen Walthamstow and Tiverton this year. “We plan for over 600 people to go through Coffee Excellence, Brand Excellence and Barista Maestro programmes this year. This forms part of our umbrella internal L&D strategy ‘Scoffs trained’.”
Operating in the local environment, Scoffs stores are embedded in local communities and CSR is a strong element in the business. Needless to say, Scoffs is also strongly engaged in making its practices and operations more sustainable –plastic cutlery has been removed from its stores and the company is now moving to electric or hybrid cars across its fleet, says Antony.
“We have reduced CO2 emissions in 2023, despite an increase of 21 stores versus 2022. Within every refurbishment and refitting of a newly acquired store, measures are taken to make the asset more environmentally friendly.” Scoffs uses trusted partners within the process, such as project management company Cooper Poile and RAB Retail, a specialist property consultant, who help to manage and grow Scoffs property portfolios and new-site acquisition.
Primed for growth
Innovation is central to what makes Scoffs Group stand out from other franchisees. This factors into all aspects of the business, from its approach to property to its team structure and the roles within. Bespoke and scalable processes have been created such as Scoffs ‘ways of working’ which distils Scoffs’ and Costa’s best practices into a digital platform supporting staff to deliver the best performance.
Scoffs has also embraced the necessary digital solutions and created an in-house analytics team that provide the company’s front line and department heads with the necessary reports and bespoke dashboards, allowing for a better understanding of what is happening within the business, in real time, by the hour, day and week, in order to ensure a quick response.
Antony affirms that Scoffs is ahead of the game in terms of using AI and advanced technology across
its stores. “We have invested in our drive-thru line technology to improve communication and increase efficiency within this segment of stores. Similar metrics have been applied to measure the movement of customers through stores. By investing in the technology, we provide tools for our teams to make the customer’s experience as quick and pleasant as possible, which in turn will generate revenue for the business.”
Looking back at his journey from one store to the UK’s largest Costa Coffee franchisee,
Antony affirms that hard work and unfaltering determination have made the company what it is today. “You have to think big, to have the aspiration to grow. But it’s absolutely impossible to do it alone. You need to have a team around you that is aligned with your vision and your goal. You also need to tolerate risk – nothing comes without risk.”
Looking at Scoffs Group now, being able to take risks at the age of 16 has clearly served Antony very well.
THE SPIRIT OF
CHAIIWALA
Established in 2015, Chaiiwala, meaning ‘tea seller’ in Hindi/Urdu, is the name of a fast-growing Indian streetfood brand that has conquered the hearts and taste buds of consumers on three continents. Co-founder and CEO Muhummed Ibrahim spoke to Jon Bradley about his recipe for success.
When Muhummed Ibrahim, together with two friends, opened his first small store in the heart of Leicester, he could hardly envisage the skyrocketing growth the company would experience, although thinking big was the founders’ mindset from the very beginning, he says.
The business was born from just an idea to enjoy chai, something that runs in generations of our families, and to revive this 100-year old family recipe
He reflects that hard work, the utmost dedication, an open mind and transparency are amongst the factors that have made the business what it is today - a strong, fast-expanding franchise that remains true to the values on which it was founded.
Striking success
Looking back at these humble beginnings, Muhummed, who obtained First Class Honours degree in Pharmacy, says: “The business was born from just an idea to enjoy chai, something that runs in generations of our families, and to revive this 100-year old family recipe in a modern version.”
Chai, a traditional Indian tea made from a blend of black tea, spices and milk, needs time and passion, and Muhummed highlights the importance of steeping chai for at least 40 minutes to achieve the perfect cup, a practice followed at every Chaiiwala branch by pre-brewing, so that the drink is in excellent condition whenever anyone orders.
Give an experience with your brand. GAFBROS
Established in 1976, Gafbros Limited stands as a testament to the enduring legacy of a family-owned packaging enterprise rooted in Leicester. Originally embarking on its journey as a humble paper bag merchant.
Our Services
Innovation & Manufacturing
• Production of customized carrier bags and catering disposables in partnership with UK and overseas factories
• Adapting to changing consumer behavior to enhance service standards while controlling costs
Inventory Management
• Cost savings through large quantity orders
• Utilizing large warehouse premises for efficient distribution, allowing smaller quantity deliveries to stores
Logistics & Fulfilment
• Nationwide coverage from Midlands location
• Quick and efficient distribution through owned fleet and logistic partners, increasing flexibility
Sourcing & Procurement
• Access to a wide range of bespoke packaging and catering disposable products
• Collaboration with global packaging manufacturers and suppliers for best value and quality
Account Management
• Dedicated account managers supporting business growth
• Tailored packaging solutions for current and future needs, fostering strategic partnerships
X GAFBROS
From Humble Beginnings to Industry Leaders: The Gafbros
and Chaiiwala Story
Gafbros is a one-stop shop for packaging solutions, serving a diverse clientele from budding retailers to expansive chain groups.
In 2016, a strategic partnership with Chaiiwala and Gafbros was formed. This collaboration marked the launch of Chaiiwala’s first store on Evington Road, Leicester, and signaled the beginning of a new era in packaging excellence. The partnership was driven by a mutual commitment to quality, and together with Mohammed from Chaiiwala, Gafbros developed packaging that captured the essence of the Chaiiwala brand. This effort ensured that the packaging met the unique needs of serving authentic Indian chai and street food.
The synergy between Gafbros’ packaging expertise and Chaiiwala’s culinary artistry has spurred Chaiiwala’s spectacular growth, with over 100 stores now operating throughout the UK. Gafbros has remained a steadfast partner, providing premium, eco-friendly packaging for each location, enhancing the customer experience.
This successful partnership exemplifies Gafbros’ ability to leverage deep industry knowledge, superior product expertise, and cutting-edge manufacturing capabilities to support the growth of its clients. Gafbros’ relentless pursuit of sustainable and innovative packaging solutions has been a cornerstone of Chaiiwala’s goal to deliver a consistent, exceptional customer experience.
Built on a foundation of mutual respect, trust, and a shared vision for excellence, the Gafbros-Chaiiwala alliance underscores the transformative power of strategic collaborations in the food service industry. As Gafbros continues to pioneer advances in sustainability and innovation, its partnership with Chaiiwala remains a shining example of collaborative success and dedication to surpassing customer expectations.
This narrative isn’t just about packaging solutions—it’s a celebration of how visionary partnerships can reshape the future of customer experience and environmental responsibility in the food industry. Gafbros’ unwavering commitment to quality, environmental stewardship, and customer delight solidifies its position as a leader and an innovator in the packaging world.
Chaiiwala’s first store opened in the heart of Leicester, five minutes away from each of the founders’ houses. It quickly gained popularity for its traditional chai made with fresh ingredients and spices imported straight from India, and a simple menu featuring a variety of street-food favourites such as samosas as well as a selection of sandwiches and salads, all sold at affordable prices.
A second shop was opened six months later, and at that time, incredibly, the company agreed its first franchise. “I had to look the word up, we knew nothing of franchising but we decided this was the model we wanted to follow. The one thing I understood was that we needed to learn from the best. And the best in franchising is McDonald’s. So we set up the system, refined the processes and within three months, we signed up eight more franchisees.”
He insists that Chaiiwala is very selective about its partners – they must have the same ethos and values, be committed to hard work and use their own money, have the same drive and ambition and want to grow the business. “Integrity and reliability is what we look for in a franchise partner, “ says Muhummed.
Passion and dedication
He explains that Chaiiwala’s model is a combination of a QSR (quick service restaurant) and a cafe, placed in busy versatile locations such as train stations, universities, shopping centres, retail parks or the high street. “Our brand is an East–West fusion. For instance, we have gone autumnal with our chai flavours, such as an apple pie or pumpkin pie chai. Our stores are very similar to what you would find at other traditional coffee shops, but with a wider selection of food offerings which are all desi street food, but with a Western twist.”
He reflects that he learned the key business principles from his father, watching how he treated his customers, talked to his suppliers and keeping records up to date. And also the respect he paid to his staff. “A happy workforce is a productive workplace. Making sure the staff are happy creates the right ethos, the right dedication.”
The same attitude is applied to the suppliers, he continues. “The key thing is to have good control of the supply chain and that is one of our
strengths. It boils down to solid relationships. When you have created a great, personal relationship, the other party doesn’t want to let you down. On our part, we give them our forecasts, let them know how we want to grow and let them grow with us. The fact is, I don’t want to change suppliers – 80% of the people that we were using in our very early days are the same people we’re using today.”
Muhummed says the company uses UK-based suppliers for items that are key to the brand but also works with farms in the Assam region of India as the management is passionate about supporting local communities. “We want to change lives over there. We want to make sure our farmers are living well, that they have access to education and medical care, to clean water. Again, a happy workforce produces happy results. I can guarantee we use the best quality teas that come out of that region because our farmers are happy.”
He insists that the social aspects are also driving their ambition to grow. “Ultimately, the more money we make, the more charities we can support, the more lives we can change. Success is not just about money, it’s about making a real difference.”
Growing the right way
To support growth, the company has been investing in technology to leverage all the tools that can make the staff’s life easier and the customer experience more pleasant at the same time. “We use digital and AI tools to monitor
performance in the stores but never with a view to replacing our staff. Nothing beats human interaction. The purpose of modern technology is to make the staff journey and the customer journey better, not to replace the human factor.”
Chaiiwala currently employs some 50 people in its head office and Muhummed notes that the number is constantly growing. “The team will probably double over the next two years. We have so many projects going on – we have defined a new strategy mapping out 600 potential locations in the UK for new stores over the next five years.”
That target is not unrealistic, given Chaiiwala’s efficient systems and robust infrastructure and –last but not least –recent massive financial backing from a major investor from the Middle East. “America is coming this year, we have already sold 100 locations in Canada, and are opening more stores in UAE as well as multiple countries in the GCC. Growth is also planned for the UK market –we are planning to open 30-plus additional stores this year, followed by another 40 next year.”
This fast growth in just under ten years, of a company that started from nothing, is indeed impressive. Next year, Chaiiwala will celebrate its 10th anniversary and Muhummed says he wants to make sure the company hits its targets. “However, the truth is that I’m already incredibly grateful for where we are today. Going forward, we will keep working hard, to see how many more lives we can empower and change. And we will do it the right way, honestly and transparently, in line with the values we set up this company with.”
TOGROW TRANSFORMED
Daybreak Foods, the South African supplier of chicken products, has embarked on a new stage of development with new management and a new corporate identity, signifying commitment to excellence and integrity.
Daybreak Foods is one of the largest integrated poultry producers in South Africa, set up at the beginning of the millennium. Previously trading under the name of Daybreak Farms, the company is now emerging in a new form with new management led by Richard Manzini, an experienced business leader appointed in January as the company CEO, to transform and stabilise the business.
Richard Manzini, an investment professional, has an impressive track record in driving key investments in the agricultural landscape and brings with him a wealth of experience from one of the world’s most successful asset management firms.
He holds qualifications that include a B. Bus. Science from the University of Cape Town, an LLB from Unisa, and MBA and MMFI from Wits University, together with an MSc from the University of Pretoria. In his role, he is set to position the company as a reliable partner, emphasising quality products, ethical operations, and becoming an employer of choice.
New name, new identity
Richard says: “I have spent most of my working life as a private investor, buying businesses, building them up for value and eventually finding a trade plater to buy them and or to list them in the public markets. My current role lends itself
well to exactly that – the idea is to find the value of this business again for everyone to see, once we’ve fixed some of its operational inefficiencies, putting the right people in the right positions, and allowing the business to work as it should.”
Moving into his leadership role, he first appointed a new management team and changed the name of the company that was trading as Daybreak Farm to Daybreak Foods. The rebranding is now officially completed, solidifying the company’s corporate presence in the competitive poultry market.
“There were several reasons for the rebranding. Daybreak Farms is just one of our brands and we were often mistaken for a farming operation, although our core business is supplying food products. Moreover, the adoption of the name Daybreak Foods reflects our vision to establish a distinct and recognisable corporate identity within the industry, enhancing its visibility and competitiveness.”
“This was important because the business has undergone a lot of strain in the public space over the past few years, and we wanted to reorganise ourselves as a proper ethical business. The name change represents our dedication to advancing our corporate identity while remaining steadfast in our commitment to excellence and integrity.”
Hand-on approach
Richard explains that Daybreak Foods, today employing over 3,500 people across the value chain, is a fully integrated business from breeder sites through to hatching and growing at contracted broiler farms, to abattoirs that process on average 1.5 to 1.6 million birds a week to be sold as fresh and frozen whole chickens and portions. The company also possesses well-established feed milling operations, guaranteeing an integrated supply of specialized feeds for the process of rearing chickens.
“We’re not a complicated business. Our role is to take care of chickens, and get them to the end of the line, while fully complying with all the legislation requirements, producing a healthy and fully compliant bird for consumers at the end of the line.”
Speaking about the practical side of the business management he affirms that new policies and standard operating procedures across the business have been put in place, something which was missing before. A great emphasis is also put on people of the right calibre.
“The most important part of the farming operations are the heads of departments; the operational people are the key to any success. You need people who love waking up every day to look after the chickens. I have about 7 million chickens on the floor at various ages and the system can’t stop. The people need to be close to my operation, the heartbeat, at any given time. This cultural regeneration is something I’m putting a lot of work into, and I’m managing to attract those type of individuals - very good, credible people.”
He himself travels around the sites on a daily basis to get to know the business from inside out. This hand-on approach enables him to continue innovating and making quick decisions, making the business very competitive. “My farmers are on the ground, my heads of departments are on the ground. We resolve certain issues quicker. When you see a plant machine that’s not working, I can make the decision right there, to take ownership and change what needs to be changed.”
Beacon of reliability and excellence
South Africa is the biggest producer of chicken in Africa, producing close to 2-million tons of chicken a year, and Daybreak holds approximately 8% of the South African chicken market, with steady growth expected.
The company is the largest employer in the communities where it operates, and its involvement with local municipalities and local forum is
key. “I fully inculcate ESG principles in how we do business. We are committed to our communities and that has allowed us to work harmoniously with the community.”
“For the first time in the company’s history I’m introducing a measurement of our developmental impact, which will be detailed in an integrated report. Needless to say, we also strictly control our environmental footprint, investing for example in a water treatment facility. We remain fully compliant as a business and continuously improving.”
He affirms that he is determined to grow the business, utilising the latest market developments. “The company was mainly selling frozen products, and the abattoirs were designed around that type of product. However, consum -
er tastes and preferences are changing – there are now more convenience stores so consumers can buy fresh meat for immediate preparation and consumption. To this end, we are looking to raise capital to invest in abattoir facilities that can produce more fresh meat, in order to capture that market growth.”
In concluding, Richard affirms that turning the business around is a joint effort, and praises his great team of colleagues, who are extremely knowledgeable about the industry. “Our joint focus is to embed Daybreak Foods in the sector as a reliable partner with ethical practices and excellence in delivering quality products to customers nationwide, while prioritising the well-being of our people and securing transparent communication with our shareholders.”
Our joint focus is to embed
Daybreak Foods
in the sector as a reliable partner with ethical practices and excellence in
delivering quality products to customers nationwide...
FUTURE EMPOWERING MINDS TO SHAPE THE
The University of West London prides itself on delivering high-quality career-focused courses, drawing on a heritage of over 150 years in teaching and professional education. It has collected numerous awards over the years, most recently voted the best university in the UK for the student experience and teaching quality by The Times and Sunday Times Good University Guide 2024. The University was also awarded University of the Year for Social Inclusion in 2024. “That is something we are set to continue to provide,” says Vice-Chancellor and President Professor Peter John CBE.
The University of West London (UWL) has roots going back to 1860 when the Lady Byron School was founded, later the Ealing College of Higher Education. In 1992, the thennamed Polytechnic of West London became a university as Thames Valley University (TVU). 18 years later, after several mergers, acquisitions and campus moves, it was renamed with its current name. Today, UWL has campuses in Ealing, Brentford and Reading. Ruskin College, Oxford, joined the University in 2021.
Business Insight had the pleasure of interviewing the university’s Vice-Chancellor and President Professor Peter John CBE, discussing the changes in higher education and what can be improved to make young people better prepared to face the challenges of a fast-evolving workplace.
Professor John has worked in the education sector for more than 30 years and joined the University of West London in late 2007. A graduate of the Universities of Wales, London, Oxford (Jesus College), and Bristol (where he obtained his doctorate), he is the author of seven books including his first, ‘Civilisation Britannique’, which is still used extensively in French universities. His latest, ‘Dimensions of Marketisation in Higher Education’ was published in 2018, and ‘Making Equal: New Visions for Prosperity in the UK’ is due to be published in January 2025.
Academic leadership
In 2015, Professor John was a finalist for the
Guardian’s most Inspiring University Leader of the Year award and in 2017 led the University of West London to being awarded the Times Higher Outstanding Senior Leadership Team as well as being shortlisted, a year later, for the prestigious University of the Year Award. In 2020 he was awarded a CBE in the Queen’s New Year’s honours list for his outstanding work and service to higher education.
Looking back at his distinguished career, he says: “Bristol University, where I obtained my PhD and got to supervise PhD students, taught me to be an academic, while Plymouth University, where I moved from being a dean and Pro Vice Chancellor to a Deputy Vice Chancellor in just three years, taught me to be a leader.”
“My current job is less that of an academic but more of a leader, manager, politician, ambassador, accountant, marketeer, and salesman ... you name it. As an academic, I had to learn all those roles on the job when I became a Vice Chancellor and Chief Executive in 2007.”
“It is in the chief executive role that one’s personality really comes to the surface. You can do as many training courses as you like, but in the end, it’s your character that comes through and drives you forward. And I think I learned quickly what I was like – I’m urgent, I’m direct, I’m authentic, I’m available. I walk the walk continuously and meet people from all parts of the institution. So, I suppose I’m very sociable but also ruthless when I need to be. Part of my character also means I am urgent and driven, that means that I don’t procrastinate, I make decisions quickly, based on evidence and advice.”
Universities as commercial entities
He points out that the higher education system in the UK has gone through fundamental changes over the last few decades, a topic that he also addresses in his latest book.
“The whole landscape has changed from when I started, when university education was more or less free for students. Since fees were in -
troduced, the marketisation of universities has accelerated. This has affected not only the structure of a university, but also its very fabric – what it means to be a university. As a result, universities have become businesses.”
“That, of course, influences how people operate. If your base has become marketised, then your superstructure will follow, which means, for instance, that the teacher – student relationship undergoes dynamic changes with students being seen as customers. We now have to be sure that as customers they are satisfied. This makes universities more attuned to the market but in so doing something gets lost – a relationship that is based on mutual trust and academic principles.”
Interestingly, turning universities into businesses, with students – aka customers – paying hefty fees, does not mean that universities are necessarily financially healthy, and Professor John points out that it is precisely the principles of the market that are partly to blame.
Investing in the next generation
“The whole sector is suffering from a tough climate and many universities are facing massive finan-
cial deficits. There are too many gaps in that funding mechanism for it to work. The level of fees, for instance, has been frozen since 2017 which means that its actual value of it has been eroded.”
“Put simply, you’re trying to operate a system based on £9200 per student when its real value is barely £6000. The model is flawed. As a result, the universities clearly have to find other forms of income, such as from partnerships with entrepreneurs and businesses, but mainly from overseas students.”
Unlike some, the UWL is financially healthy. This can be attributed, at least to some extent, to Professor John’s leadership; he insists on very close control over spending and very strict metrics to monitor cash flow and costs as well as debt levels. “All the big avenues where we lose money were blocked. We keep very, very tight control over our finances so that we are able to cover our operational as well as investment needs.
Over the last decade, the university has spent over £250 million on infrastructure. In 2015, the St Mary’s Road, Ealing campus underwent a £100m transformation, with a new social area, library, student union, gym and updated facilities.
In 2017, a further £1m was invested in the development of the Paragon campus in Brentford and the addition of a nursing simulation centre at the Reading campus. More investment is now being made in buildings and facilities as well as in programmes and sustainability initiatives.
The future of higher education
“I think what’s important over the next few years is that we continue to do the thing we’re good at – providing excellent teaching, and high quality research. This is something that the market has not interfered with at UWL, we look at our students as learners and individuals.”
He adds that the university is also internationally recognized for its research. Almost 80 per cent of its research is rated as world-leading or internationally excellent in the latest government Research Excellence Framework (REF) assessment.
When asked what his imminent tasks are, he says: “I want to see the university future-proof itself. And the only way we can do that is to make sure our core business is strong and financially viable. Student numbers are very good and have been growing and the surrounding infrastructure is of a high quality, and continues to further improve. It also means diversifying when the opportunity arises and ensuring we second guess all the government policy implications.”
In concluding, he emphasises that he would like to see reduced inequality in the education sector, a topic close to his heart, and the basis of his CBE. “Addressing inequality is making a better future for the UK. Offering fair and equal access to education and boosting social mobility is one of the most important things UWL does.”
EDUCATING ENVIRONMENT-MINDED
GENERATIONS
Sustainability lies at the core of the mission at the University of West London (UWL), and is firmly embedded in its activities. Claire Willitts, Executive Director of Property and Environment, describes for Executive Insight the university’s journey towards its vision of being a model institution in the preparation of graduates who are economically, socially, and ecologically impactful.
UWL is in the top five sustainable universities in London, aiming to becoming a leader in environmental and sustainability management, and is working hard to become a net-zero carbon institution by 2030. UWL is also a proud holder of an Eco Campus Platinum accreditation, the educational equivalent to the ISO 14 001 international standard, re-accredited in December last year for the next three years.
Making sure that environmental sustainability remains at the forefront of the university’s strategy is the task bestowed upon Claire Willitts. A Chartered Surveyor with a first-class bachelor’s degree in Criminology and Criminal Justice from the University of Portsmouth and a master’s degree in Surveying from the University of Reading, Claire has been working with or for UWL since 2009, managing property, space and facilities projects, to become Executive Director of Property and Environment in 2021.
She says that she chose her degrees because they promised a career that would be applied and practical, which has delivered as promised in her current role.
“Serving as Executive Director of Property and Environment at UWL is my first-ever role with a direct responsibility for environmental sustainability. And I feel I can’t go back. Not only do I love my work, it has also broadened my horizons and I’m passing that knowledge and practise onto colleagues, my immediate family and friends. That sort of organic, cultural change is what has to happen to all of us if the world is to make a significant step forward.”
Net zero plan
UWL’s approach is to make sure that sustainability is really embedded at its core, that it becomes part of everyone’s day-to-day life whether that is staff behaviour, students’ education or the way in which residents interact with the university. Then a real impact can be made.
Claire affirms that de-carbonisation and emission reduction are driving the need for environmentally friendly estates and improved campus efficiency. There is a well-developed awareness of sustainability at the University, and sustainability is very high on the executive agenda.
“We are now in the process of re-designing our net-zero carbon plan. Previously, we were working on the government-issued baseline from 2005. Now we are re-working that baseline – our data-based net zero plan will have to be an evolving, organic, living document that reflects the changing sustainability landscape and yet sustains its own integrity.”
UWL has already achieved great progress in making its assets greener. In 2021, the university launched a £5.1 million estate decarbon -
isation project as part of the government’s Public Sector Decarbonisation Scheme delivered by Salix Finance – the largest amount awarded to a UK university during the first round of PSDS funding.
Retrofit projects over four sites include low-emission heating, from ground-source and air-source heat pumps, Building Management System optimisation and lighting upgrades, as well as a photovoltaic thermal system all linking into existing heating and hot water distribution systems. The ultimate result was the removal of gas services from 80% of the University’s assets.
“At our main site in Ealing, we now have Europe’s, and potentially the world’s, largest combined photovoltaic thermal and ground source heat-pump system. We also have Europe’s first installation of the Panasonic SysAqua3 220kW air-source heat pumps on another site, with an advanced cascading thermostatic control system smartly responding to weather conditions and the conditions in the building,” says Claire.
Leading the way
She explains that this state-of-the art technology not only saves a considerable amount of CO2 but has also created a regenerative system that can supply both heating in winter and cooling in summer, replenishing the ground with the extracted and unused heat. “This transformation really highlights the benefits of combining multiple technologies and embracing innovation as the benefits can exceed expectations if you are willing.”
This major project will save an estimated 500 tonnes of carbon each year and 9,460 tonnes across the equipment’s lifetime. It will also save 3,116,738 kWh of gas-derived energy per year (equivalent to 70 heated homes) whilst improving local air quality and has a social return on investment in excess of £15 million. The project has been sector-leading in retrofit, and positions UWL at the forefront of higher education in addressing the climate crisis.
“We have just secured a further £1.1 million worth of grant funding to decarbonize our Oxford estate,” Claire continues. “That will make the campus as close to being net zero for Scope One as it is ever going to be until new technologies are developed. That’s a really exciting project, hopefully starting in November and finishing next year.”
She affirms that the University has a strong track record of being able to make significant and dynamic changes to estates but alongside these larger projects, wider operational initiatives are also in place to make the campuses more responsible and resilient. These include a focus on products with high recycled content, the ‘Reduce, Reuse, Recycle’ mantra, chemical and plastic-free cleaning products, biodiversity audits and mechanical-only grounds maintenance, to name just a few.
Sustainability as part of the education
The focus on students’ responsibility is strong, and sustainability has even been included in staff and
student inductions, says Claire. “Sustainability is also incorporated in every curriculum, through the education for sustainable development principles, which are aligned to the Sustainable Development Goals.”
The university offers practical ways for students to get their hands on sustainable solutions. In UWL’s Food Innovation Lab, focus is on upcycling products. A number of these products are now available on the market; good examples include upcycled marmalade made from orange peel discarded in the juicing process, and bar snacks from upcycled eggshells.
Claire explains that the University has an incubator hub, where students can continue their projects if they wish to. “Quite a few products have been launched from the incubator. At the moment a team is working on biodegradable packaging from banana skins.”
Reflecting on the impact the University has on its students, she says: “One of the challenges is that the University is quite a transient environment – people are here for a relatively short period of time as students. However, as that cultural change is now starting at school, within another five years we should be getting cohorts of students who already have sustainability awareness, and the knowledge that we can give them would upskill them to another level that they could take into industry.”
“That’s one of the things that we’re particularly focused on. We promote ourselves as ‘The Career University’, ensuring the experience of our students will not only be positive, rounded and applicable, but will be relevant to and reflective of industry. We are also recognised as the best university for Student Experience and Teaching Quality in the UK in the Times and Sunday Times Good University Guide 2024. Those are accolades we take very seriously and reflect some of our values that we have chosen to embed with great success; we now hope to do the same with sustainability.
LOGISTICS BEYOND
EXPECTATION
IronLink Logistics is not your usual thirdparty logistics (3PL) provider – founded only five years ago, the company has soared in the fiercely competitive market with the right combination of high tech and a personal approach.
David Dembitzer, CEO of IronLink Logistics, who founded the company in 2019, was quite clear from the beginning about the value his business would provide. “We treat our customers like our partners. Their success is our success and we carry that mindset throughout our organisation. We are also highly flexible and adaptable, always ready to accommodate our clients’ changing needs.”
I was trying to find a warehousing solution and just couldn’t find a company that would be seriously interested in listening to what I really needed.
To grow from a small business to a company with 200 people operating nationwide in just five years is a remarkable achievement that surely cannot be attributed merely to a customer-centric approach, a quality almost every business claims to provide these days. But IronLink’s approach is different.
Claiming it is one thing, making it a reality is another, says David, who learned the hard way in the early days of his career. “While working for another company I was trying to find a warehousing solution and just couldn’t find a company that would be seriously interested in listening to what I really needed.”
eHub delivers firstclass software that really helps optimise the direct-to-consumer supply chain.
“All I wanted was to be treated as a human, not as a number. But the communication was always unsatisfactory. In a service industry? Why was nobody servicing me? This frustrating experience was the beginning of my business.”
The human touch
After setting up a small warehouse in California for his own needs, he started offering 3PL as a side service, and watched the business swiftly taking off.
“Really talking to clients, trying to understand their pain points and making an effort to address them was what made us grow from a 7,000 square feet warehousing capability to the current almost 1 million square feet of space.”
“This ethos continues to drive us today. Ultimately, making our customers’ lives easy is what makes us successful – we have been able to grow because we give our customers the peace of mind to focus on their core business,” he says, affirming that personal communication is still key.
“In this time of Zoom and Teams meeting, I still try to visit my partners, my customers, to have a face-to-face chat to find out how we can help them with their logistics needs. The aim is to achieve a reliable personalized service, making sure that our clients receive seamless dependable logistics solutions every single day.”
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Needless to say, this human interaction is fully supported by state-of-the-art technology. David explains that IronLink has a robust technology department and digital warehouse management systems are a must. To further improve efficiencies, just recently the company struck a new partnership with eHub, a provider of tailored 3PL solutions.
“eHub delivers first-class software that really helps optimise the direct-to-consumer supply chain. Data is everything in today’s world and information forms a huge part of direct customer relationships.”
“eHub supplies a fantastic tech solution that allows us as a supply chain provider to leverage data to drive down costs and optimise performance. Although our relationship is still new, I do look forward to seeing what they bring to the table because they offer something that no one else has.”
Solid network
IronLink today offers a comprehensive range of 3PL services, including inventory management, order fulfilment, freight transportation from port and outbound freight worldwide, servicing a diverse customer base of industries and product sectors, with ample warehousing facilities on the West as well as the East Coast.
An important factor that has fuelled business growth is the network of partners the company has built up, which, ultimately, again plays to the advantage of customers. “Building robust networks is essential in our industry and these relationships have been instrumental in delivering exceptional outcomes for our clients.”
“There have been many examples of when our collaborative efforts with key stakeholders have facilitated innovative solutions and streamlined logistics operations, ultimately driving success for our clients. “For example, we once helped a company move 300 large containers from the Port of New Jersey within three weeks as opposed to the planned three months, saving them considerable port storage fees.”
“Another client that has been with us from the very beginning increased their business ten times over those five years, as they say, solely because we allowed them to take away the stress that they had with supply chain and logistics. We take a lot of pride in such client successes,” says David.
Expanding on the East Coast
He reflects that the company grew even during the pandemic, and has been able to deal with the downturn that came after that. “Our company culture allows us to pivot very quickly and to adapt to any change. Adaptability and flexibility are amongst the very aspects that set us apart.”
This approach goes hand in hand with making sure the business is as sustainable and carbon-free as possible. “By leveraging advanced hardware and software solutions and optimising operational efficiency, we try to reduce our carbon footprint. Over 90% of our equipment is now battery-powered.”
‘We have invested in an electric vehicle fleet, anticipating industry shifts and innovating accord-
ingly. As the logistics landscape evolves, we want to stay ahead of the curve and being as sustainable as possible is a major part of that.”
Investment is also being made in business expansion. Last year, a significant milestone was reached with the setting up of a new facility in South Carolina, an investment worth $16.45m that is expected to create 250 jobs in Charleston. “Expanding to South Carolina was a strategic move for us, as clients are moving away from the condensed port areas,” says David.
“We wanted to provide more flexibility, better service and a more cost-effective option to our clients. On top of that, Charleston has a very welcoming atmosphere that feeds to our core values of friendliness and a determination to prioritise customers’ needs.”
Family business
Looking back, David affirms that the success he has achieved over the last five years would not be possible without the support of his family – not only to develop a business that is dynamic and growing, but a business of like-minded, enthusiastic people working towards a common goal.
“We have created a level of team work that reaches across multiple states, across multiple time zones. We are building a company that offers people the opportunity to grow and develop, where people are happy to work every day not because of the money but because they find it fulfilling.”
In concluding, he reflects that while his primary long-term goal is to steer the company towards sustainable growth and innovation, promoting its culture of integrity, excellence and empowerment will remain at the forefront.
“Every single person on the team has the same passion, determined to make a real impact on this industry. Such spirit comes from the top and I’m lucky to have a great leadership team around me who are just as passionate about logistics as I am. I love this business, because every morning presents us with a new challenge, presents us with a new opportunity to be great. And that is the impact I want to leave.”
A GLOBALLY DIVERSIFIED
GOLD PRODUCER
Gold Fields Limited, a globally diversified gold producer with nine operating mines in Australia, Peru, South Africa, and West Africa, has strategically expanded its operations in South America with the development of the Salares Norte project. Situated in the Atacama region of northern Chile, Salares Norte represents a significant milestone for the company, underscoring its commitment to operational excellence, sustainable development, and community engagement.
Salares Norte is an open-pit gold-silver mining project located in the high-altitude Atacama Desert, approximately 4,200 meters above sea level. The project encompasses an extensive exploration area of around 2,800 hectares. Discovered in 2011, the project has progressed through rigorous exploration, feasibility studies, and construction phases, leading to its commissioning in the early 2020s.
The mine’s estimated reserves include 3.5 million ounces of gold and 39 million ounces of silver, making it one of Gold Fields’ most promising assets. The anticipated life of the mine is approximately 11.5 years, with an annual production rate of 450,000 ounces of gold equivalent in the initial years, tapering off to an average of 350,000 ounces.
Operational Excellence
Gold Fields has leveraged its extensive experience and expertise to ensure that Salares Norte operates at the highest standards of efficiency and productivity. The mining process employs conventional open-pit mining techniques, utilizing drilling, blasting, loading, and hauling methods. The processing plant employs a conventional Carbon-in-Leach (CIL) circuit with a nameplate capacity of 2 million tons per annum, which can be scaled up as needed.
A key aspect of Salares Norte’s operational strategy is the use of advanced technologies and automation to enhance productivity and safety. The incorporation of autonomous haul trucks and remote-controlled drilling equipment has significantly reduced human exposure to hazardous conditions while improving operational efficiency. Moreover, real-time monitoring systems and predictive maintenance protocols ensure optimal equipment performance and minimize downtime.
Environmental Stewardship
Gold Fields is committed to minimizing the environmental impact of its operations and adhering to stringent environmental regulations. Salares Norte is situated in a sensitive ecosystem, necessitating robust environmental management practices. The company has implemented comprehensive water management strategies, including the use of a zero-discharge system, to protect local water resources. All water used in the mining and processing operations is recycled, with no water being discharged into the environment.
Biodiversity conservation is another critical focus area for Salares Norte. Gold Fields has collaborated with local authorities and environmental organizations to develop and implement measures that protect the region’s unique flora and fauna. The company has established a biodiversity management plan that includes habitat restoration, wildlife monitoring, and the creation
of conservation areas to offset the environmental footprint of mining activities.
Social Responsibility and Community Engagement
Gold Fields places a strong emphasis on fostering positive relationships with local communities and ensuring that its operations deliver tangible benefits to the region. The Salares Norte project
has generated significant employment opportunities, both directly and indirectly, contributing to the socio-economic development of the Atacama region. During the construction phase, the project employed over 2,000 workers, with a focus on hiring local talent and providing comprehensive training programs to enhance skills and employability.
In addition to job creation, Gold Fields has invest-
ed in community development initiatives aimed at improving local infrastructure, healthcare, and education. The company has established partnerships with local municipalities, NGOs, and educational institutions to support projects that address the needs and priorities of the community. These initiatives include the construction of schools, health clinics, and water supply systems, as well as the provision of scholarships and vocational training programs.
Pochteca desarrolla, fabrica y distribuye una amplia gama de reactivos químicos para minería. Una de nuestras principales fortalezas es brindar un soporte técnico con expertos en minería, pudiendo de este modo generar soluciones integrales en reactivos químicos de acuerdo con las necesidades específicas de cada cliente.
El amplio portafolio de productos en minería le permite a Pochteca apoyar a sus clientes a lo largo de todo el proceso minero, posicionándonos como una compañía líder en el mercado minero.
Reactivos para flotación de minerales
Reactivos para los procesos hidrometalúrgicos de cobre
Reactivos para los procesos de oro y plata
Reactivos para tratamiento de agua
Químicos para mantención
Pochteca Chile: más de 50 Años impulsando la excelencia en la industria minera
Pochteca Chile ha brindado soluciones a la industria minera, fabricando y distribuyendo reactivos químicos específicos para este sector a través de sus dos plantas de producción localizadas en Santiago y Antofagasta, por más de 50 años.
Gracias a su vasta experiencia en el manejo del portafolio de productos, Pochteca es capaz de desarrollar soluciones integrales a sus clientes a lo largo de todo el proceso minero, posicionándose así, como una de las compañías líderes en la industria.
Una de las principales fortalezas de Pochteca radica en su capacidad para ofrecer un sólido respaldo técnico con su equipo de profesionales altamente capacitados en los campos de metalurgia y química.
Entre los principales procesos mineros en los que Pochteca suministra reactivos químicos estratégicos destacan:
Procesamiento de minerales: flotación, espesamiento, filtración y transporte de relaves.
Procesos hidrometalúrgicos: recuperación de cobre por lixiviación – extracción por solventes - electroobtención y recuperación de oro y plata.
Pochteca Chile ha tenido el privilegio de colaborar con las empresas mineras más importantes del país, destacándonos como un aliado confiable y estratégico en el sector. Uno de los proyectos más significativos en los que hemos participado en los últimos tiempos es el proyecto de oro Goldfields Salares Norte.
Para el Gerente Comercial de la División Minería, Mauro Torres, ser uno de los principales proveedores de reactivos químicos para Salares Norte representa una oportunidad estratégica invaluable para Pochteca Chile. Esta participación, no solo fortalece nuestra presencia en el mercado, sino que también nos posiciona como un proveedor clave en el suministro de reactivos químicos para los procesos de la industria del oro. Estamos comprometidos en consolidar nuestra reputación como líderes en el sector, ofreciendo soluciones innovadoras y de alta calidad que satisfagan las demandas específicas de nuestros clientes en la industria minera. Esta colaboración con Salares Norte no solo nos impulsa hacia adelante, sino que también nos brinda una plataforma sólida para seguir creciendo y expandiendo nuestra presencia en el mercado minero.
Technological innovations, such as remote monitoring and autonomous equipment,
play a crucial role in enhancing
safety at the mine site.
Health and Safety
The health and safety of employees and contractors are paramount at Salares Norte. Gold Fields adheres to stringent safety protocols and industry best practices to create a safe working environment. The company has implemented a comprehensive health and safety management system that includes regular risk assessments, safety training, and emergency response planning.
Technological innovations, such as remote monitoring and autonomous equipment, play a crucial role in enhancing safety at the mine site. By reducing the need for human intervention in hazardous areas, these technologies help to minimize the risk of accidents and injuries. Furthermore, Gold Fields promotes a safety-first culture through continuous engagement with employees and contractors, emphasizing the importance of adherence to safety protocols and encouraging proactive reporting of potential hazards.
Economic Contributions
Salares Norte is a significant contributor to the Chilean economy, generating substantial economic value through direct and indirect employment, procurement of goods and services, and
payment of taxes and royalties. The project has created a multiplier effect, stimulating local businesses and contributing to the overall economic development of the Atacama region.
Gold Fields prioritizes local procurement, sourcing a significant portion of goods and
services from local suppliers. This approach not only supports the local economy but also fosters strong relationships with regional businesses and promotes the development of local supply chains. The company’s commitment to local content ensures that the economic benefits of the project are broadly distributed within the community.
The Salares Norte project exemplifies Gold Fields’ strategic vision of delivering sustainable value through responsible mining.
Future Prospects
Looking ahead, Gold Fields is committed to maintaining the high standards of operational excellence, environmental stewardship, and social responsibility that characterize the Salares Norte project. The company is exploring opportunities to extend the life of the mine through further exploration and the potential expansion of the processing plant. Continued investment in technological innovations and sustainable practices will ensure that Salares Norte remains a flagship operation for Gold Fields.
In conclusion, the Salares Norte project exemplifies Gold Fields’ strategic vision of delivering sustainable value through responsible mining. The project’s successful development and operation reflect the company’s dedication to excellence in all aspects of its business, from environmental management and community engagement to operational efficiency and safety. As Gold Fields continues to build on the achievements of Salares Norte, it reinforces its position as a leader in the global gold mining industry, committed to creating lasting benefits for all stakeholders.
A PROMINENT PLAYER IN THE FRESH PRODUCE
INDUSTRY
Perfection Fresh Australia is a prominent player in the Australian fresh produce industry. Founded in 1978, the company has grown to become one of the country’s largest and most innovative fresh produce businesses. Known for its commitment to quality, sustainability, and innovation, Perfection Fresh offers a diverse range of fresh fruits and vegetables to both local and international markets.
Originally established by the Simonetta family, who immigrated from Italy to Australia, the family brought with them a deep-rooted passion for fresh produce and a dedication to quality. Over the years, the company has evolved from a small fruit and vegetable supplier into a national leader in the fresh produce industry.
OUR BUSINESS IS GROWING FOR YOU
DELIVERING
QUALITY SEEDLINGS. GROWN TO CUSTOMER SPECIFICATIONS. IN AN ENVIRONMENTALLY SUSTAINABLE MANNER.
DELIVERY IN FULL ON TIME WITH OUR OWN FLEET OF TRUCKS
NURSERY PRODUCTION SYSTEMS TO IMPROVE PROCESS CONTROL
GRAFTED SEEDLINGS ENHANCING IN FIELD CROP QUALITY OUTCOMES
STRICT HYGIENE PRACTICES ACROSS THE NURSERY
COMPREHENSIVE PEST & DISEASE MANAGEMENT PRACTICES
COMPLETE SEEDLING TRACEABILITY TO IMPROVE CONTROL
EXTENSIVE VEGETABLE SEEDLING COVERED PROTECTION
ACCREDITED UNDER HACCP & ISO 9001:2016 QUALITY MANAGEMENT SYSTEMS
WORLD CLASS, SELF SUFFICIENT QUALITY WATER SUPPLY TECHNOLOGIES
ENVIRONMENTAL DIVERSIFICATION
Withcott Seedlings is a major commercial supplier of vegetable and tree seedlings to the east coast of Australia, South Australia and Northern Territory forming an integral link in the supply of fresh food, timber and carbon sequestration services throughout Australia
The company’s growth trajectory has been marked by strategic acquisitions, partnerships, and a relentless focus on innovation, therefore successfully introducing numerous unique and exotic produce items to the Australian market, distinguishing itself from competitors and delighting consumers with high-quality, flavourful products.
Perfection Fresh offers an extensive array of fresh fruits and vegetables, categorized into several key segments:
This category includes a variety of premium fruits such as berries, grapes, mangoes, melons, and stone fruits. The company is particularly renowned for its exclusive varieties like Calypso® Mangoes and Grapes, and proprietary berry varieties.
Perfection Fresh supplies a wide range of vegetables including tomatoes, cucumbers, capsicums, and leafy greens. The company has a strong focus on specialty vegetables such as broccolini® and baby capsicums, which are popular among health-conscious consumers.
The company has introduced several exotic and specialty produce items to the Australian market, including micro herbs, edible flowers, and unique fruit and vegetable varieties. These products cater to gourmet chefs and adventurous home cooks looking for novel ingredients.
Innovation is a cornerstone of Perfection Fresh’s business strategy. The company invests heavily in research and development to cultivate new varieties of fruits and vegetables that meet consumer demands for taste, quality, and nutrition. Through its dedicated breeding programs and global partnerships, Perfection Fresh has been able to bring unique and superior produce to the market.
Quality assurance is another critical aspect of the company’s operations. To ensure their reputation is maintained, they employ stringent quality control measures across its supply chain, from farm to table. This includes the use of advanced agricultural practices, state-of-the-art packaging, and cold chain logistics to ensure that produce remains fresh and nutritious.
Deeply committed to sustainability and corporate social responsibility (CSR), the company recognises the importance of sustainable farming practices
Deeply committed to sustainability and corporate social responsibility (CSR), the company recognises the importance of sustainable farming practices and has implemented numerous initiatives to reduce its environmental footprint. Key sustainability practices include:
Water Conservation: Implementing advanced irrigation systems to minimise water usage and promote efficient water management.
Soil Health: Using crop rotation and organic fertilizers to maintain soil health and fertility.
Waste Reduction: Reducing food waste through innovative packaging solutions and donating surplus produce to food banks and charities.
In terms of CSR, Perfection Fresh actively supports community initiatives and charitable organisations. The company is involved in various programs aimed at improving food security, supporting local farmers, and promoting healthy eating habits among Australians.
Perfection Fresh has a robust distribution network that ensures its produce reaches customers across Australia and beyond. The company supplies fresh produce to major supermarkets, independent grocers, food service providers, and direct-to-consumer channels. Key retail partners include Woolworths, Coles, and Aldi, among others.
The company also exports its high-quality produce to international markets, including Asia, the Middle East, and Europe. Through strategic partnerships and a strong logistics network, Perfection Fresh has established a significant presence in the global fresh produce market.
Embracing technology has been pivotal to Perfection Fresh’s success. The company leverages cutting-edge agricultural technologies to enhance productivity and efficiency. This includes precision farming techniques, automated harvesting systems, and advanced data analytics to optimise crop yields and quality.
In addition, Perfection Fresh uses innovative packaging solutions to extend the shelf life of its produce and reduce food waste. The company’s commitment to technological integration ensures that it remains at the forefront of the fresh produce industry, continually delivering superior products to its customers.
The leadership team at Perfection Fresh is composed of experienced professionals with deep expertise in agriculture, marketing, and supply chain management. The company’s corporate culture is characterised by a strong emphasis on innovation, quality, and customer satisfaction. Employees are encouraged to embrace a forward-thinking mindset and contribute to the company’s vision of delivering perfection in fresh produce.
Looking ahead, Perfection Fresh Australia aims to continue its growth trajectory by exploring new markets, expanding its product range, and investing in sustainable farming practices. The company is poised to leverage its strengths in innovation and quality to meet the evolving needs of consumers and maintain its leadership position in the fresh produce industry.
Perfection Fresh is also committed to enhancing its sustainability efforts and reducing its environmental impact. The company plans to invest in renewable energy sources, further reduce water usage, and implement more sustainable packaging solutions.
Perfection Fresh Australia stands out as a leader in the fresh produce industry, distinguished by its commitment to quality, innovation, and sustainability. With a diverse product range, robust distribution network, and a forward-thinking approach, the company is well-positioned to continue delivering high-quality fresh produce to customers in Australia and around the world. As it looks to the future, Perfection Fresh remains dedicated to its mission of bringing perfection to every table.
