Leonardo Pontes, Vice President of Downstream, Raízen
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November 2021
On route to the end of 2021 and the recovery this year has brought in different fronts after facing the consequences of the pandemic which ended up bringing the best out of many companies regarding adaptability and flexibility to keep running.
The energy sector in Brazil hosts Raízen, a disrupting force in the market which has experienced large growth and revenue through global and continental partners Shell and FEMSA, as well as the latter’s Oxxo minimarkets.
In Peru, after acquiring the Lagunas Norte mine, Boroo Misquichilca is poised to bring new value to this asset and revitalize its productivity. Also in
the mining sector, Carbomas’s strategic locations in Colombia allow it to bring its production to important shipping ports, easing exportation of its carbon by-products and other minerals.
Further south, in Chile Weber Saint Gobain’s countrywide presence is enhanced by strategic partnerships, which are key to the company’s success.
All this activity and business makes us think about winding down and relax in a unique spot, offered by Grand Park Royal Cozumel, an ideal setting in the Mexican Caribbean for a family vacation or a romantic getaway.
Thanks for reading and sharing The Boston Business Review!
Mateo Rafael Tablado, Editor in Chief at The
Boston Business Review
Email: rafael.tablado@thebostonbr.com
Managing Director
Jassen Pintado
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Editor in Chief
Rafael Tablado
Editor in Brasil
Flavia Brancato
Translations
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Finance Director
Christina Schoch
Social Media Director
Maria Elena Gastelum
Content Coordinator
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Project Directors
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Freeway Consulting
54. Grand luxury lodging in the Mexican Caribbean TECHNOLOGY
14. Sound culture, integrated ecosystem and advanced technologies
MINING Bertling Logistics Group
38. Nationwide presence servicing the construction industry
68. In the right place to obtain and export minerals
82. Operational standards increasing mining value in Peru
The dawn of a technological revolution in our society
Written by Oscar Emo
Atthe beginning of 2020, we could not even begin to imagine what was just around the corner. At that moment, our plans as a provider of Salesforce-based Digital Transformation technology solutions were focused on showing our clients the value and need of
digital evolution, both as a tool to provide competitive advantages, as well as a vehicle to serve a generation of young people that expect immediacy and hyperpersonalization in every interaction with a brand or service.
News of a strange disease in China, leading to the closure of
entire cities, were perceived as an overseas issue, far away from the U.S., in a context of an almost political style of control characterized by extreme measures. Westerners did not see it coming as the beginning of the brutal reality a few weeks later reached Europe, the United States and, on short notice− our Latin American countries. Even as the first cases struck −a few dozen per day− we were still in denial that in a very short time human drama and the loss of lives would force governments to activate stringent containment measures that would severely affect the economy as well as our way of living, working and interacting. These circumstances would also shift consumer expectations about how a brand or supplier should interact with them and how companies can influence their purchase decisions.
In a few months, our most technology-averse friends and relatives −even seniors? (If you are giving this to people in the US, I might remove this part)− have evolved in the way they used their devices; they are no longer limiting themselves to basic social networks. Suddenly, they are also making video conferences for both work and celebrating birthdays, sending packages and buying services and products on-line, replacing the decades-old ritual of paying a weekend visit to shopping malls and grocery stores. In the flash of en eye, our entire society adopted behaviors that were thought to be exclusive to Millennials and Generation Z, accelerating an revolutionary change that otherwise would have taken a few more years. It was an
“electroshock” therapy towards digital transformation that took just a few months and coined a new reality that will surely remain well beyond the end of the pandemic.
The post pandemic reality that lies ahead requires companies to interact efficiently and in an innovative way in the digital world, no longer as a competitive advantage, but as an essential comparative advantage to survive and remain as a relevant player in its ecosystem. Not only is there no turning back on the habits and behaviors that society had adopted in the past months, but the economic recovery will speed up investment in the digital space, making it a centerpiece of any strategy or business model for all industries.
Despite the imperative need to establish a digital transformation
strategy that encompasses all points of interaction with the customer, we must start from two central areas: Digital Marketing and E-Commerce. When we talk about lead generation and purchasing process in a digital environment, the vision is much deeper and more complex than merely sending emails, hiring an Ad Agency to have a presence in Social Networks and a website with a Shopping Cart. The new reality makes mandatory to develop a much deeper interaction with the consumer to obtain a detailed understanding of his/her interests, searches and previous experiences before visiting our on-line assets, so that what the site presents is not just the discount of the month, but fully customized information that allows interaction according to the specific interests and needs of the customer.
Mass mailings are no longer enough as relevant and personalized communications are now required −at the right time and through the customer’s preferred channel− offering a custom-tailored, on-line experience suited to the tastes, interests, needs and preferences of the buyer. In our extensive experience with Salesforce solutions in industries such as Retail and Consumer Goods, we have seen
substantial increases in the depth of customer relationships and −of course− in revenue.
While it is true that the need for digital transformation could be perceived more clearly in B2C (Business to Consumer) environments, the impact on B2B (Business to Business) scenarios is equally profound and transformational. This is generating the imperative need for
a much more agile and integrated digital model of relationship with distributors and suppliers, as well as a dramatic evolution of the commercial force towards a 360 vision of the customer. If properly executed, this will allow us to integrate and leverage the productive components of the organizations, making possible realtime projection of prices, production requirements and impacts on the supply chain.
The beginning of the end of the pandemic in the second half of 2021, will undoubtedly mark one of the most accelerated periods of technological evolution witnessed by mankind, driven by a reactivation of the economy, by an ecosystem strongly adapted in recent months to the digital world and for an increasingly advanced range of solutions adapted to the Electroshock therapy that we have experienced. We are about to bear witness a new digital revolution in our society.
Innovations focused on renewable energy is Raízen’s bet for the coming years.
Produced by Jassen Pintado
Written by Flávia Brancato
Leonardo Pontes, Vice-President of Downstream, Raízen
The 10th anniversary of Raízen is a landmark in a successful path and strengthens the company’s importance in the energy transition scenario. As from the development of its vertically integrated renewable and downstream energy ecosystems, the company has been able to triple its EBITDA and pave avenues for growth that will certainly remain stable in the next decade.
The fruit of a strategic partnership between Shell and Cosan, giants in the energy, fuel and logistics segments, and creating the largest integrated and vertical player in the world, the company is recognized in the market as Green Champion and a source of great pride for the Vice-President of Downstream at Raízen, Leonardo
Pontes. “Our energy is essential to mobilize people and leverage business, and our bets are already visible and are producing excellent results, delivering a low carbon economy to society”, celebrates the executive.
With over 40,000 employees, Raízen operates 35 sugar, ethanol and bioenergy production units in the states of São Paulo, Goiás, Minas Gerais and Mato Grosso do Sul, which have an installed capacity to crush around 105 million tons of sugarcane per year, in addition to a secondgeneration ethanol plant (E2G) and a biogas plant. The company also has 3.2 million acres of agricultural areas cultivated with state-of-theart technology and 99% mechanized
Our energy is essential to mobilize people and leverage business, and our bets are already visible and are producing excellent results
-
Leonardo Pontes, Vice-President of Downstream, Raízen
“Sugar cane has a huge potential for converting solar energy into affordable biomass”
- Leonardo Pontes, Vice-President of Downstream, Raízen
harvesting, and installed capacity of around 1.3GW for energy generation. According to Pontes, 2.1 TWh of electricity was produced from sugarcane biomass in the last harvest.
At the other end of its operations, Raízen has a reseller network of more than 7,000 Shell branded service stations in Brazil and Argentina. And, through the NÓS Group (JV with FEMSA Comercio), it operates in retail
with more than 1,000 Shell Select convenience stores, in addition to the OXXO markets. In the B2B and retail segments, in the crop year 2019-20, approximately 7.1 billion gallons of fuel were sold, with operations in all regions of Brazil through 67 airport supply bases and 67 fuel distribution terminals. In Argentina, where the company has operated under the Shell brand since 2018, 1.6 billion
The company has 3.2 million acres of agricultural areas
gallons of fuel were sold in the same period, with a network of around 730 Shell stations, a refinery, a lubricant plant, four land terminals and two supply bases in airports.
The advantages of climate, land availability and differentiated export logistics are some of the strengths that provide an efficient production
and logistical process. Deemed to be a leader in the production of biofuels and bioelectricity from sugarcane, Raízen continues investing to expand its portfolio in renewable sources, with the implementation of new technologies, such as cellulosic ethanol (second generation or E2G), in addition to projects for the production of biogas, biomass and solar energy generation.
We
will continue to invest in solutions that contribute to the global energy transition agenda on a gradual and sustainable basis
- Leonardo Pontes, Vice-President of Downstream, Raízen
According to Pontes, Raízen is the only company able to produce E2G ethanol on a commercial scale in the world. “Sugar cane has a huge potential for converting solar energy into affordable biomass. The importance of this milestone is one of the main growth verticals for the next decade, since currently this is the biofuel with the lowest carbon footprint in the world (which serves as an integral substitute for gasoline or, when mixed with gasoline, improves fuel quality as it has a smaller carbon footprint). In addition, E2G represents an opportunity for us to increase our productivity by up to 50% over the same cultivated area”.
Actively acting in the fight against climate change by promoting decarbonization through a robust portfolio of renewable energies and
reducing emissions from industrial processes, Raízen’s production plants are no longer power plants and became bioenergy parks. Furthermore, with the circular economy as one of the company’s pillars, 23 of its units are self-sufficient in the cogeneration of electricity from biomass burning, and 13 of them export surplus bioelectricity to the network. Pontes also evaluates the company’s performance and prospects. “Raízen is attentive to acting in an innovative way in global trends, such as the growing demand for clean energy, the accelerating digital revolution, new habits and perspectives for distributed energy generation. Thus, we will continue to invest in solutions that contribute to the global energy transition agenda on a gradual and sustainable basis.”
As evolution highlights, the VicePresident shows the privilege of being part of a path of growth and success and he mentions the development of the retail partnership with the FEMSA group - which aims at exploring the nearby retail business in Brazil, in addition to the creation of Shell Box, a payment and loyalty application
that has exponentially increased the company’s interaction with end consumers in Brazil.
“I have been in the group’s executive board of officers for seven years; I am responsible for the Downstream business, which encompasses all logistical operations, retail and B2B’s sales channels. In this period, I experienced phases of economic
The alliance with Shell has proven its importance as a revenue avenue
Raízen is the only company able to produce E2G ethanol on a commercial scale in the world
process phases and due to the intense work carried out in all group’s units, Raízen has a series of recognitions including 10 certifications that strength the quality in production, full compliance with several international requirements, and concern about the community and sustainable growth.
Always valuing quality and operational efficiency at all production
Among the recognitions, noteworthy is Bonsucro, international social and environmental certification of sugarcane and all its derivatives; the expansion and recession. However, with our entrepreneurial culture, capital discipline, unique assets that comprise our team, logistics, brand and scale, we continue to increase our market share and to improve our return on investment. According to many investors, today we are the benchmark in the Brazilian market”, Pontes points out.
In 2020, Raízen structured a governance of donations and investments to ensure actions to combat and prevent the coronavirus.
The company donated around 290,500 gallons of 70% alcohol to 98 hospitals, covering over 100 cities across the country
- Leonardo Pontes, Vice-President of Downstream, Raízen
ISCC, which guarantees compliance with the sustainability parameters of production in the European Union under the Renewable Fuels Directives; the EPA, registration of ethanol with the American environmental agency, and the CARB, the certification that guarantees access to the Californian ethanol market.
To continue its work to combat climate change, including to reduce emissions from processes and to increase the offer of renewable products for society, in this crop year 2020-21, Raízen publicly assumed commitments to be achieved by 2030 in line to the Sustainable Development Goals (SDGs) established by the United Nations (UN). Among them:
reducing ethanol’s carbon footprint by 10%; reducing water collection by 10%; ensuring a robust traceability system for 100% of the volume of crushed cane; and to ensuring internationally recognized sustainability programs for sugarcane sources.
As we believe that sustainable development should consider the balance of environmental, economic and social factors in business management, social responsibility is at the base of Raízen’s strategic pillars, permeating all stages of the company’s production and business processes. The executive also highlights the achievements during the pandemic. “In 2020, Raízen structured a governance of donations and investments to ensure actions to combat and prevent the coronavirus.
The company donated around 290,500 gallons of 70% alcohol to 98 hospitals, covering over 100 cities across the country”.
Another outstanding action takes place through the Raízen Foundation, the company’s social and educational branch present in seven cities in the states of São Paulo and Goiás. Every day, around 1,400 socially vulnerable children and teenagers are assisted. “Boosting an entire network of solidarity, Raízen continues with the incentive and investment in internal volunteer programs that impact the surrounding communities”, concludes Pontes.
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your end-to-end logistics partner for mining projects
Bertling Logistics, Inc. Miami was founded in 1998 and has since developed into one of the leading –if not the only truly project-focused – logistics services provider in the area. The office is headed by Néstor González, leading the commercial department and Alicia Byrne managing operational activities in the region.
Over the last years, Bertling Miami has developed a special logistics service portfolio for the mining industry and has been handling manifold resupply and logistics for mining products conveyand all over Central and South America. From ad-hoc equipment supply shipments to bulky mining machinery and vehicles –Bertling Miami is a logistics leader in this sector. With its worldwide office network and wide-range network of subcontractors and local logistics partners, Bertling Miami solves every logistical challenge to supply - often remote- mine sites on time and on
Also, the tailor-made and highly visible IT system Bertling Miami applies and individualizes for each mining project, has been a success factor. Clients appreciate the many different EDI connections, reporting budget to ensure operations without any disturbance.
For a current gold mine project in the Dominican Republic, Bertling Miami has had a record month after the other in 2021, with recently over 111 shipments from 15 foreign locations handled in one month only, including about 200 pick-ups in the USA alone – which is no problem for the experienced logistics experts at Miami, who transport the different mining spare parts, equipment
and materials without delay – albeit the current challenging market environment caused by rate volatility, port congestion and Covid-19. About 500 containers are shipped for this contract per year.
and tracking opportunities to have full transparency over each and every shipment. In addition, overall process improvements to digitize the mining resupply operations, Bertling’s in-house developed smart device tracking and eco-footprint tracking and offsetting solutions are increasingly requested by their international mining customer to meet their sustainability and efficiency goals and targets.
The unique mining logistics expertise
and end-to-end service offering of Bertling Miami is completed with a modern warehouse facility for sophisticated material handling and storage solutions – a service which many mining companies value for storage of parts and equipment, using Bertling’s facility for onward transportation upon demand –all transparently connected and traceable via Bertling’s transport management system.
Bertling – We deliver our promise.
Bertling was founded in Germany more than 155 years ago and has since developed from a local chartering and ship-owning business to a globally recognized logistics and shipping company, offering complex project freight forwarding, GFF and resupply transport solutions as well as worldwide leading ship-owning, chartering and brokerage services to its global clients. Bertling’s value adds in-house IT services which encompass state-of-the art transport management tools, real-time tracking/tracing, reporting and overall digitalization solutions to build sustainable, highly
visible and efficiently-run supplychains for transports and projects of any scale.
Working with an international network of 54 offices in 33 countries and dedicated partners plus 700 logistics employees, Bertling is ideally positioned to provide end-to-end turnkey logistics and shipping services to the energy, oil & gas, mining & construction, infrastructure, renewables and petrochemical industries. Bertling’s highly specialized logistics services also encompass Bertling Enviro, Bertling Bulk Liquids, Bertling Class 1 and Bertling Trucking solutions.
BERTLING CONTACT FOR FURTHER INFORMATION
Phone: +1 786 8640550 Ext. 1562
Mobile: +1 305 7931367
nestor.gonzalez@bertling.com
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4M Food Solutions is a new business, 100% Panamanian, that with the energy, creativity, and experience of its founder, Miguel Quintero, will surely conquer new challenges within the segment of Food Service focusing on the 4M’s of the industry – Money, Market, Menu and Management.
It is a great proposal with personalized solutions for each client, providing safety and an excellent service.
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Miguel Quintero CEO of 4M Food Solutions
Pintado
Saint-Gobain Weber has kept a steady presence all along Chile, achieving this accomplishment is possible thanks to the company’s successful strategic partnerships
Saint-Gobain designs, manufactures and distributes materials and solutions for industries such as construction, healthcare and mobility, among many others. The company’s history goes back more than three centuries ago as a glass factory opened under orders of King Louis XIV, in France. Currently, Saint-Gobain has presence in 70 countries with the support of more than 167,000 employees, and in 2020 generated sales for more than $45.4 billion.
Products created by Saint-Gobain are developed under a continuous innovation process and are to be found in many different spaces in everyday life, delivering wellness, execution and safety, undertaking the challenges faced by sustainable construction, resource efficiency and fighting climate change.
Saint-Gobain’s presence in Chile also goes back long ago. The company has established key strategic partnerships with businesses such as the El Volcán company and the Vidrios Lirquén glass factory. In 1996, Saint-Gobain incorporated Weber, also a company with French
origins and global presence. In 2016, Weber’s affiliate in Chile expanded in South America after acquiring the Solcrom company, a solid player in the production and distribution of chemical products for construction.
The operation in Chile currently has five distribution centers and two production plants, the newest one opening in November 2021 in Concepción, consolidating the company’s presence in all of Chile.
Asier Amorena is the General Manager for Weber Saint-Gobain in Chile since 2017. Amorena is originally a telecommunications engineer, graduated from the Public University of Navarre (Spain), he worked in this specialty during two years for Agilent Technologies in Stuttgart, Germany. Once back in Spain, Amorena was hired at Saint-Gobain for the Marketing and Development department, for which he earned an MBA from the Barcelona School of
Management (Spain), adjunct to the Pompeu Fabra University. Besides this degree, Amorena has also taken different marketing courses and seminars in prestigious institutions in Spain, such as IESE, IE Business School and ESADE Business School. His career in Saint-Gobain took a turn in 2011, as Amorena arrived at Brazil as Marketing Director, being named Sales Director five years later; his stint in Brazil
also saw Amorena’s further development in leadership by honing his skills in important business schools with professors with ties to Harvard University and the MIT (Massachusetts Institute of Technology), both in the United States.
Solutions and products from SaintGobain Weber are useful in projects of
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different kinds and dimensions: from repairs, finishes and home remodeling projects to large building construction, offering cement, plaster, mortar, coating, sealers, concrete, silicone and other compounds. These products are available from Arica to Punta Arenas through the three main distribution channels for the Chilean construction industry:
• For the retail market via SODIMAC, the specialized home and construction superstore chain
• Hardware stores
• In construction companies nationwide.
The Digital Transformation process at Saint-Gobain Weber Chile is a key factor to the company’s growth with
“WE TRY TO BRING A
OFFER TO OUR CLIENTS AND SUPPLIERS”
- Asier Amorena, General Manager for Saint-Gobain Weber Chile
the development of three main pillars:
• Optimization of managerial procedures
• Improving communication along with thrusting the Weber brand into a digital habitat inclusive to retail clients as well as end consumers of the company’s products, which are mainly
contractors and other construction professionals
• The modernization of the company’s industrial platform through resources set in the Industry 4.0 concept.
For decades, the way to success in Chilean territory for Saint-Gobain
Weber has been through the creation of powerful partnerships able to bring win-win situations within a context of absolute and total trust. Both the company and partner El Volcán share this long-term perspective.
“We try to bring a fair value offer to our clients and suppliers. A perspective of value distribution of the shareholder to all of our stakeholders, besides facing the everyday challenge of having a true empathic view with each of our stakeholders,” Amorena declared.
The provision of supplies, raw materials and other goods to run operations in Saint-Gobain Weber Chile requires specialized purveyors, possessing key traits, such as flexibility, being on time and other attributes which allow establishing
fruitful relationships in the long term. The company has developed key suppliers as well as products with specific requirements, contributing with knowledge and financial support to its value chain.
“Suppliers with operations in Chile are key partners, because they are open to create custom developments adding value to our operations,” the executive said.
The “Making the World a Better Home” initiative is a global effort from Saint-Gobain and affiliate companies to help make our surroundings a more sustainable, beautiful place to inhabit.
In facing this commitment, SaintGobain takes its global leadership role for sustainable solutions and focuses on goals such as reaching
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“SUPPLIERS WITH OPERATIONS IN CHILE ARE KEY PARTNERS, because they are open to create custom developments adding value to our operations”
- Asier Amorena, General Manager for Saint-Gobain Weber Chile
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Products created by SaintGobain Weber are in line with the “Making The World A Better Home” program, aligned to the UN’s initiatives about climate change
FOUNDED: 1665
1996 as Saint-Gobain Weber in Chile
INDUSTRY:
a zero CO2 emissions by 2050. This was announced during the UN Climate Action Summit.
This goal contributes to the Business Ambition for 1.5°C global pact, which establishes a maximum increase of global temperature to 1.5°C, considered by science as the limit increase to avoid the worst impacts derived from climate change.
Among the upcoming goals for SaintGobain Weber in Chile, the operational platform optimization project stands out, as it does the development of work teams into an intermediate skills mix. It’s been foreseen that once these efforts result in efficient processes and skilled individuals, these will add value to the operation, leveraging growth for the company in the upcoming years.
luxury Grand lodging in the Mexican Caribbean
Grand Park Royal Cozumel takes its brand’s attributes guaranteeing an unforgettable stay at the delightful island in the Mexican Caribbean
Written by Mateo Rafael Tablado
Produced by Jassen Pintado
Javier Colorado, Grand Park Royal Cozumel General Manager
For more than 30 years, the Mexican chain Park
Royal Hotels & Resorts has served as a host for millions of guests who have visited its properties with different plans, be them family vacations, a romantic getaway, a honeymoon or even for special events such as weddings, work meetings and conventions.
Nowadays, the chain operates 14 properties among Argentina, Mexico, Puerto Rico and the U.S., offering four brands differentiated according to defined segments:
• Park Royal Beach Resorts: perfect for family vacations at the best beaches in Mexico.
• Park Royal City: urban hotels in places such as Buenos Aires, Miami and Orlando.
• Park Royal Homestay: hotels with
a cozy touch, but with the service and attention featured by Park Royal Hotels & Resorts.
• Grand Park Royal Luxury Resorts: deluxe brand with properties in Mexico
iconic beach destinations such as Cancun, Cozumel and Puerto Vallarta.
“Our four brands provide a unique experience for each guest”, commented Javier Colorado, General Manager for Grand Park Royal Cozumel.
Javier Colorado earned his Degree in Tourism from the César Ritz Tourism and Hotel Industry College (COSUTH, for its Spanish acronym) in Ciudad de Mexico.
Three decades of working experience have taken him to Bahamas, Curaçao, the Dominican Republic, Dubai (United Arab
Emirates), El Salvador, Kuwait, Panama, and Venezuela, besides Mexico, serving as a General Manager at four different posts before being hired by Grand Park Royal Cozumel.
His work in the Middle East earned him recognitions such as –for two consecutive years- ranking number one in Guest Service Satisfaction in
the Middle East/Africa region within JW Marriott, and world’s number two, among more than 500 hotels operated by the brand. In this side of the world, during his tenure in Venezuela he also ranked number one in Guest Service
Satisfaction in the Americas.
Currently, besides placing Grand Park Royal Cozumel in the
“Our four brands provide a unique experience for each guest”
- Javier Colorado, General Manager for Grand Park Royal Cozumel
first position for guest service satisfaction in social media in the island of Cozumel and number two in the company, Javier is doing a Business Administration Master focused on Marketing.
GRAND PARK ROYAL LUXURY
RESORTS: ALL-INCLUSIVE TO THE MAX
The Grand Park Royal Luxury Resorts line, which Grand Park Royal
Cozumel belongs to, gathers a series of attributes such as its beach areas and sea sights, entertainment for families and night fun for couples, water sports, quality drinks options and food menu including local dishes and specialties, as well as international meals, 24-hour roomservice, attractive pools -even of the infinity edge kind- and facilities for the celebration of special events.
“We are centered on creating unforgettable experiences through a custom-made service”, the executive commented.
Grand Park Royal Cozumel has been part of the Park Royal Hotels & Resorts since September 2000. Its architecture has been awarded internationally and it is one of the best hotels in Cozumel.
Its 342 luxury rooms make it the
largest hotel on the island, with sights both to the sea as well as to the nature offered by Cozumel, in the crystal-clear and beautiful waters of the Caribbean. The property has a privileged location, close to downtown, the port and shopping malls.
The competent staff in charge of operating Grand Park Royal Cozumel is prepared to provide a stay with all the comforts which this chain provides, regarding food, drinks, entertainment, room-service and activities for children in its water park.
Among other prominent attractions, the hotel has:
• 3 pools and 2 jacuzzies with Balinese beds in the area.
• Buffet restaurant with themed nights and other three restaurants with Italian, Caribbean and Mexican cuisine specialties.
• 5 bars and 2 snack bars.
• Cafeteria and ice-cream parlor.
• Sports bar.
• Gym and spa.
• Free wi-fi.
Grand Park Royal Cozumel is one of the five resorts which generate larger revenues to the hotel chain, attracting both domestic and international tourism.
“Our resort is five-star, with a modern style, but with an approach to the regional culture which will allow
you to experience the enthralling island of Cozumel”, declares Javier Colorado.
ATTRACTIONS IN THE SURROUNDINGS WITHOUT LEAVING THE ISLAND
Once in Grand Park Royal Cozumel, it is tempting to stay in the hotel the whole time and enjoy the amenities it offers to the fullest. However,
Cozumel has got attractions which are worthy to be known firsthand. Besides the San Miguel de Cozumel colonial downtown area -with restaurants, craftwork shops and night clubs-, the San Gervasio archeological area is another attraction created by man along with the cruise dock, making of this island an interesting stop for the tours around the Caribbean. On its behalf, the Chankanaab Park (located
inside the Reefs National Park) has a beautiful beach where to swim underwater and even practice with snorkel.
Among other attractions, one can choose to go for a walk around El Cedral town, swim and scuba dive at El Cielo beach, as well as visit an eco-tourism attraction: Lighthouse Ceralain Park and its ecological reserve.
The management of human resources in Gran Park Royal Cozumel does not leave behind any single aspect regarding its staff’s training, work environment and incentives for a better performance.
The induction training course succeeds in taking each collaborator inside the company, creating a sense of belonging when sharing different values.
The excellent performance of the hotel’s collaborators is recognized through the bimonthly “Premia by Park Royal Hotels & Resorts” program. And, beyond training which enhances their abilities, the workers are also included in ‘mindfulness’ programs, with health and well-being routines and dynamics.
Self-care programs such as “If
you take care of yourself, we all take care of ourselves” and the health campaigns give continuity to that comfort the company addresses to its workers, besides social activities and festivities such as “Child’s Day”, for the workers’ children, and even the “Chambermaid’s Day”, among other events.
“Our collaborators’ well-being is our mission”, commented the General Manager.
“COACHES 30D” PROGRAM
To make sure that the new personnel get a complete certification in their post during their first month at the hotel, the company assigns a more experienced collaborator to support a recently hired worker, making it easy for the latter to be successful in getting the induction training course and the Essential Services
“Our resort is five-star, with a modern style, but with an approach to the regional culture which will allow you to experience the enthralling island of Cozumel”
- Javier Colorado, General Manager for Grand Park Royal Cozumel
Certification accredited.
“The program’s purpose is to form a guiding team that accompanies and trains the new personnel during their first 30 days”, explained Colorado.
As a consequence of the COVID-19 pandemic, Park Royal Hotels &
Resorts created the Safe Guest Program®, certified by Cristal International Standards®, which periodically inspects and ensures guests, suppliers and hotel staff find themselves in virus and infection-free areas both indoors and in outdoor spaces -including swimming pools-, besides certifying food, beverage and water management systems.
Main measures such as sanitizing gel stations in every area, safe distance signaling, cleaning and sanitizing with ECOLAB® products, as well as other resources such as
QR codes to avoid surface contact as much as possible, among others, are already a standard in every Park Royal Hotels & Resorts property.
After two years of restrictions that turned out to be the worst crisis in the hotel industry, the predictions for the first half of 2022 are certainly optimistic after having registered positive aspects which foretell a slow recovery able to improve what was achieved during 2021.
“Our guests have been recovering the confidence to stay overnight in different destinations and also internationally and thus finally enjoy a deserved holiday, so we keep ourselves optimistic with a view to 2022”, concluded Javier Colorado, General Manager for Grand Park Royal Cozumel.
FOUNDED:
Propiedad de Park Royal Hotels & Resorts desde el 2000
INDUSTRY:
CONTACT:
javiercolorado@park-royalhotels.com
REGIONAL LEVEL CLIENTS
• Constructora Meco • Lafarge-Holcim • Cemex
• Constructora Santa Fe • Calibre Mining • Argos
• Minerales de Occidente • Cementos del Norte • Mina Mochito • • Traesa • Macoma • Pedregal • Azvi • La Cantera •
EXPLOTEC COSTA RICA
2 km al Oeste del Ebais de Volio, San Ramón, Alajuela (506) 2456-0000 infocr@explotec.net explotec@explotec.net
EXPLOTEC EL SALVADOR
San Salvador, Colonia San Mateo, Avenida Montevideo #9L
(503) 2223-8412 / 7069-1363 infoslv@explotec.net rfunes@explotec.net
EXPLOTEC NICARAGUA
Edicio Kakau, 7mo piso, módulos A-704 y A-705. (505) 2293-9470 / 8930-4271
laguilar@explotec.net infonic@explotec.net
Produced by Jassen Pintado
Written by Mateo Rafael Tablado
Interviewee Víctor Flórez, Mining General Manager for Carbomas
Carbomas operates in strategic locations which facilitate the exportation of its coke mineral products, besides optimizing its production by investing on equipment and developing its workforce.
Carbomas’ business consists in the exploration, extraction and commercialization of minerals. Such activities are developed through its brands Carbomas and Metalmax.
The company was created by a business group formed in 2015 in the Department of North Santander, Colombia.
“As a business group, we are currently known as the largest producer of ultra-low phosphorus coke in Colombia”, pointed out Víctor Flórez Mejía, Carbomas Mining National Manager.
EXPERIENCED LEADERSHIP WITH KNOWLEDGE OF THE MINING SECTOR
Flórez graduated in Mining and
Metallurgy Engineering from the National University of Colombia, and afterwards he earned a Postgraduate Degree in Business Administration from the University of Santander (also in Colombia).
His experience in the mining sector has expanded on for more than 13 years, having worked in companies such as Cerro Matoso and Prodeco, moving up from operational positions to management before being hired by Carbomas in August 2020.
“During these years I have worked in production and strategic planning positions”. Flórez said.
Carbomas develops its operation in different departments in Colombia, producing mainly thermal coal, coking coal and copper concentrates:
• Department of Córdoba:
Carbomas has a thermal coal open pit mine, besides currently operating two thermal coal exploration projects, expecting to bring over 11,000 BTU (British Thermal Units) to the international coal market, with a sulfur concentration below 1%.
• Department of North Santander:
Three underground mining operations and four exploration projects. Coking coal is obtained out of the working operations, along with the extraction of ultra-low phosphorus coke, used in ferroalloys.
• Department of Cesar: Copper exploration projects in its exploration
stage, operations are expected to beguin in the Q4 2021 to export copper concentrate from the ports of Santa Marta (Department of Magdalena) and Barranquilla (Department of Atlantic).
• Department of La Guajira: Copper project recently assigned by the Colombian government. The deposit is in the La Jagua del Pilar Municipality and its exploration would take place in Q4 2021. This strategic reserve was given through the National Mining Agency for its exploration and exploitation, and was assigned by public tender.
“We were fortunate to be the first company benefited with the assignment of this block”, the executive said.
Exploration projects Carbomas is in charge of, which are several at a national level, have led the company to take the decision of acquiring both underground and surface drilling machinery, which could result in cost reduction of approximately 6% per drilled ft in these projects.
Carbomas relies on equipment such as scanners for underground mining, among its advanced technological solutions, which can give information about the tunnels with great accuracy for applications in topography processes, mining planning and geotechnics.
In managerial matters, the company is implementing an ERP system which will optimize its processes. This system, along with the acquisition of
We are the largest producer of ultra-low phosphorus coke in Colombia
- Víctor Flórez Mejía, National Mining Manager at Carbomas
exploration machinery equipped with the most advanced technology, will result a greater efficiency in cost.
“Nowadays, plenty of technological advances applied to mining have been developed, these allow us to be more cost-efficient and increase our productivity”, Flórez declared.
Carbomas’ strategic stockholders and partners are highly valued regarding their contribution to the company’s operations, and this same
importance is given to its suppliers, an integral and highly valued part of its productive chain.
Companies such as Boart Longyear, Caterpillar, Cino Mining, Dassault Systèmes and Komatsu, among others, provide Carbomas’ operations with value.
Among traits shared by Carbomas’ workers, their energy, the fact of selfimposing high growing goals, as well as the evolution of a culture of security
surrounding its operations are based on mutual benefits, encouraged by the creation of self-sustainable development programs for these settlements.
Among the renowned efforts for this purpose are the alliances created along local governments with the purpose of promoting the growth of the communities where the company has got influence.
The main aspects in which Carbomas has become as an agent for change among these communities certainly stand out, besides giving value to the communities where the Carbomas’ workforce is currently towards a self-care culture in each of its collaborators, thus favoring a more secure and healthier working
It is really important for us to bring value to the communities where we work at
- Víctor Flórez Mejía, National Mining Manager at Carbomas
include agriculture, construction of access roads, education, and jobs generation.
“It is really important for us to bring value to the communities where we work at”, the manager stressed.
Carbomas is setting highly important challenges, which are within reach.
Their vision in a few years’ time is to become the mining company with the largest quantity of mineral products in its portfolio in Colombia. Nowadays, the company makes a place for itself in the products obtained from lines of work such as coke, metallurgic coke, coking coal, thermal coal, copper concentrates and gold.
Lagunas Norte Mining Unit, in Peru
Minera Boroo Misquichilca is the Asian mining company’s first venture into Latin America. Its know-how has enabled Laguna Norte to increase its production in gold and other minerals
Produced
by
Jassen Pintado
Intervewee
Jaime Zúñiga Ide, General Manager for Minera Boroo
Misquichilca
Minera Boroo Misquichilca
Boroo is a multicultural company operating in Central Asia and South America, it was previously known as the OZD Asia Pte Ltd. holding. It’s main activity is the acquisition, development and operation of gold producing properties, worldwide.
Boroo is result-centered and employee-oriented. The company’s portfolio is made up of important assets, globally, some well into production processes and others in an exploration phase.
into Latin America via Lagunas Norte, in Peru
Boroo acquired the Lagunas Norte mining unit and its projects in the Peru Northern Sierra, becoming Minera
Boroo Misquichilca as a legal entity.
The operation is focused on long-term value generation for its stakeholders, besides taking part in the sustainable development of its strategic partners, such as the company’s personnel, contributing companies and the communities where the mining company operates.
Another key factor in Minera Boroo Misquichilca is staff management. The company relies on development programs to detect and develop those with a future in leadership roles.
“I’ve been able to confirm that every successful company is based on staff management,” said Jaime Zúñiga Ide, General Manager of Minera Boroo Misquichilca.
Knowledgeable leadership with multicultural experience Zuñiga graduated as a Chemical
“
I have big ambitions and plans for Minera Boroo Misquichilca,
such as turning our business into a world class company
“
- Jaime Zúñiga Ide, General Manager for Lagunas Norte - Minera Boroo Misquichilca
Engineer at the Federico Santa María Technical University (in Chile). His apprenticeship included different leadership-related subjects, including an MBA from the Adolfo Ibáñez University (Chile) and the Tsinghua University School of Economics and Management (China), as well as the Management Development Program at the University of Miami Patti and Allan Herbert Business School.
Zúñiga’s working experience has taken place all over the continent, as his career has led him to Chile, his home country, and also Brazil, the Dominican Republic, Peru, and the US, gathering a multicultural understanding which has proved to be useful, businesswise.
“I have big ambitions and plans for Minera Boroo Misquichilca, such as turning our business into a world class company,” Zúñiga explained.
When Boroo acquired Lagunas Norte, the mine was in a care and maintenance stage with gold and silver production through secondary leaching.
The mine, which has a positive reputation in gold production, is destined to become a world class operation, and, once being part of Boroo, the company’s goal is to value the current high mining potential, from which significant growth could be achieved.
Beyond the current state of care and maintenance Lagunas Norte is undergoing, production continues through secondary leaching, resulting in doré bars -a mixture of gold and silver-.
“In parallel, we are working on projects to optimize and value more
Experience
Boroo’s work stands out for its success after acquiring mines in care and maintenance status, and afterwards extending their useful life, adding value to these assets by optimizing mineral resources, capital investments and human resources.
Among other traits, Boroo operates with efficiency, innovation, operational excellence, disciplined allocation of capital, environmental and social management, as well as responsible governance, as well as a working environment in which personnel have easy access to learn new skills, knowledge and gather the necessary experience to prosper.
Suppliers must align with Minera Boroo Misquichilca’s three fundamental principles:
“All of our suppliers are important and we consider them strategic mineral resources within the mining unit,” the executive added.
Minera Boroo Misquichilca relies on local sourcing. The company is committed to the development of local businesses, contributing not only to the development of their leadership abilities, but also to help them increase their clientele and the number of different industries they serve, thus becoming sustainable businesses.
• People’s safety
• Care for the environment
• Working along surrounding communities
“
“ We are working on projects to optimize and value more mineral resources
- Jaime Zúñiga Ide, General Manager for Lagunas Norte - Minera Boroo Misquichilca
Operation, Maintenance and AssetManagementServices for theMining,EnergyandHydrocarbonsIndustry.
We have a human talent of over 6000 employees in Latin America, a highly experienced team with a broad knowledge in all of the sectors where we provide our services.
Safety, Innovation, Reliability andan Ethical mindset are part ofour commitment to Value that we offer ineach oneofour services. We are looking forward to Partnering with you.
comercial@confipetrol.pe www.confipetrol.com PERÚ - LIMA Av. Santo Toribio 173, Torre Real 8 – P10 Centro Empresarial, San Isidro Lima – Perú + [51 1] 7106100
Minera Boroo Misquichilca
partners whom we value for their commitment to fulfill our goals,” Zúñiga declared.
One of Boroo’s most important contributions to the Lagunas Norte operation is its solid health and safety culture, which in 2020 achieved the best indexes in these subjects since operations began in 2005.
Since the start of the COVID-19 pandemic, Minera Boroo Misquichilca became one of the first companies in the area to deploy prevention, surveillance and control protocols, making its personnel’s health and safety a priority.
Also, Boroo is the only mining company among a 20 Northern Peru businesses alliance, which installed a modern molecular biology laboratory to ease access and response time of PCR-type tests for the population of the entire La Libertad region and the company’s workers.
“Health and safety for everyone working in our mining unit is top priority,” the general manager commented.
Contributions to the community Boroo is constantly bringing a positive impact in the economy of its surrounding communities as well as in the countries where the company operates, in a way that the company’s vision in the present becomes a reality in the future.
One of the company’s goals is to become a reliable partner able to unleash all the benefits of extracted minerals, contributing both to those investing in its discovery and production as well as for stakeholders.
Boroo’s portfolio currently includes both advanced and early stage projects; permits for the latter are being obtained as well as those required to extend Lagunas Norte’s useful life, after planning a mine
Minera Boroo Misquichilca
expansion which will receive important investments which will allow to increase ore reserves progressively, thus fulfilling growth goals with support from the company’s experienced team.
Mid-term goals include improvements to optimize the current secondary leaching operation, the development of a project for gold recovery from carbonaceous oxide ore through the Carbon Material Oxides Project (CMOP).
For the long term, the company plans the development of a gold recovery from sulphide ore project, through the Refractory Material Project (PMR).
All of these plans require investments for the acquisition of new operation and processing infrastructure.
“We wish to close 2021 fulfilling all of our goals regarding people’s health and safety, caring for the environment and strengthening our relationships with neighboring communities, as well as achieving our production objectives,” finalized Jaime Zúñiga Ide, General Manager for Lagunas Norte - Minera Boroo Misquichilca.
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