WHEELI NG THE BI G DEALS Compani esputc as ht o wor k ,c r ankupdeal s
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The Team EDITORIAL Carrie Ann, Editor-in-Chief
Vrushti Mawani, News Editor
Richard Meryn, Associate Editor
Aubrey Chang, Associate Editor
Christy Gren, Industry Specialist Reporter
DESIGN Jani V., Art Director / Creative Head
Patrick Jam, Advertising Coordinator
Kevin Paul, Sr. Graphic Designer
Zaina Ava, Design Associate
PROJECT MANAGEMENT Jason Miller, Project Director
Tom Parker, Project Director
Ana Brinkley, Brand Manager
May Solin, Channel Associate
MARKETING
FINANCE CONTROLLER
Fred Berkeley, Marketing Director
RR Baratiya
TECHNOLOGY John Hancock, Head - Web Department www.industryleadersmagazine.com
Le Manh Cuong, Senior Software Coordinator January 2011
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Julia Hunt, Magazine Production
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Editor’s Blog by Carrie-Ann In a short span of time, Industry leaders magazine has established itself as the single most trusted source of exclusive information on business leaders worldwide across major industry sectors. Our team has been doing a great job by reaching senior corporate executives and highlighting the roadmap to their success and talking about the relative risks and opportunities that await the aspirants around the world. We have interviewed and profiled top executives of well-known companies and published exclusive information such as their investment promotion plans and diverse interests in other business. Our learned editors have moved around the globe throughout the year and we adding their experiences of talking to all the top shots knowing more about their business and their lifestyle. In addition, our experienced journalists and foreign correspondents provide on-the-ground reporting of the issues and developments that a corporate executive must consider when making investment decisions. This issue will showcase an interesting listing of world’s top companies who made it big enough to be into top 10 this year. Though utmost care has been taken by our research team to qualify the companies falling on the list, there might still be a chance of one or two companies missing the right order. Other than the cover story, this issue would be certainly gathering more attention with our regular sections including company profiles and business news. Happy New Year!
Carrie Ann
Editor-in-Chief. Industry Leaders Magazine. 5
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Contents
Spotlight on Tunis Sports City
“Tunis Sports City, with its environmentally conscious design, innovation and architecture will surely set a benchmark for the real estate market in the region. Once fully developed, Tunis Sports City will become the new address for healthy living in Tunis by local Tunisians and foreigners alike,”
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Paul Crosetta, CEO-International, Sports Cities International.
31 COVER STORY ON THE TOP 10 COMPANIES OF 2010 IN OUR SPOTLIGHT INDUSTRIES
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Features 12 The Latest in Business.
What’s making the world go around ?
16 Wheeling the Big Deals 21 G.E on a Buying Spree
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22 CUA :
Winner of the Living
Building Challenge
27 The Black Friday Retail Mania 31 Cover Story : Industry Top 10 of 2010 91 Industry Events and Tradeshows 7
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Company Profiles
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Manufacturing : Artega Automobil GmbH & Co. KG The makers of Artega GT tell us about the
challenges involved in mass-producing extraordinary, fully-equipped sports cars that are also perfectly suited for everyday use.
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Manufacturing : Lenzing Group Global market leader in cellulosic fibres, Lenzing Group talks about their innovative technology that helps them remain the only producer world-wide of all three man-made cellulose fiber generations, from classic viscose to lyocell and modal
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Construction : The Bukhatir Group’s Tunis Sports City What does it take to be offering North Africa, amongst other thing, its largest retail shopping centre ??
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Energy : Petrobras With a presence in 28 countries, and the aim of being among the top 5 energy companies of the world by 2020, this Brazilian energy company talks about the challenges involved in supplying the energy in a manner that propels development and ensures the future of the society with competency, ethics, cordiality, and respect for diversity.
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Energy : First Solar A snapshot of one of the
fastest growing manufacturers of solar modules in the world
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Energy : C.S.Energy Construction : Tunis Sports
City
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What does it take to be a leader in the commercialization of large scale cleaner, low emission and renewable generation technology ? Find out...
The WOW ! Quotient 88 Underground City, Montreal Trying to grasp the scale of Montreal’s “underground city�, which has over 30 km of pedestrian walkways, indoor areas and tunnels linking 10 metro stations, 2 train stations, 2 bus stations, 62 buildings, 7 major hotels, 1,615 apartments, 200 restaurants, 1,700 boutiques, 37 movie theatres and exhibition halls, 2 universities, 1 college and 10,000 indoor parking spaces !! January 2011
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The latest... An impending paradigm shift in the OS market ? Google’s Cloud Computer Chrome
The Chrome OS will be available in 2011 on a limited number of computer models from selected manufacturers.
BP, Shell Sell Assets at Record Pace as China Inflates Prices The world’s largest oil companies sold assets at a record pace this year, finding buyers at higher prices as China and other emerging economies vie for reserves. BP Plc, Royal Dutch Shell Plc and ConocoPhillips led 95 sales in 2010 valued at $49.5 billion, the most in at least 12 years. The pace of disposals has picked up through the year - deals in the fourth quarter topped $20 billion - signalling momentum may carry into 2011.
Challenging the long-standing Apple/Mac and Microsoft/Windows duopoly in the personalcomputer industry, Google hopes to soon introduce a third broad-based computeroperating system - the Chrome OS. Based on Google’s Chrome Web browser, Google isn’t just aiming to elbow its way into the OS business through the Chrome OS : It’s hoping to change the entire paradigm. Instead of storing most programs and files on your computer itself, the Chrome OS will mainly run programs from, and require you to keep your data in, the “cloud” - remote servers located on the Internet. In effect, it turns your entire computer into a giant Web browser, instead of treating the browser as just one among many local programs.
China’s BYD Auto, LA to test electric car fleet China’s BYD Auto and the Housing Authority of Los Angeles have launched a trial program for a fleet of BYD electric cars, as the battery-maker turned car company moves a step closer toward its goal of vehicle sales in North America.
Like the Mac OS, but unlike Windows or Google’s own smartphone operating system, Android, the Chrome OS will be deeply integrated with hardware. Google doesn’t plan to distribute or license the new operating system to every hardware maker at least not at first - citing security as being a high priority requiring special hardware designs that tightly bond with the software.
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Business Company spokesman Paul Lin said that BYD, which is backed by billionaire investor Warren Buffett, is aiming at U.S. sales of its K9 electric bus next year and hoping to begin sales of its E6 electric car in the U.S. by 2012 - two years later than originally planned.
Nestlé Australia buys Jenny Craig
BYD originally said it planned to begin U.S. sales of its E6 electric vehicle in 2010. An updated version of the car will be displayed at the North American Auto Show, and BYD is hoping to begin retail sales in 2012, Lin said. He said that BYD hopes to reach agreement with the State of California by the middle of next year on supplying all-electric K9 buses for use in energy-saving public transportation projects. The expectation is that BYD might set up factories in Los Angeles to produce the buses.
Nestlé Australia is buying the shares of the company that holds the master franchise for Jenny Craig in Australia and New Zealand. The acquisition will take effect from January 2011.
Thumbs-Up to Virgin Blue Air NZ alliance
Jenny Craig Australia and New Zealand will operate as part of Jenny Craig Inc, a global Nestlé Nutrition business.
The Australian Competition and Consumer Commission (ACCC) will permit the two carriers - Virgin Blue and Air NZ - to coordinate pricing, revenue management, schedules, capacity and routes in an agreement that will apply for three years. The watchdog said it had given a conditional green-light to the tie-up on the lucrative Australia-New Zealand route after earlier objections had been overcome, but stressed that some competition concerns remained.
Jenny Craig offers a weight management programme which includes personalised nutrition and activity plans, with one-on-one weekly consultations as well as a range of ‘nutritionally balanced and portion-controlled prepared foods’.
The airlines will be required to maintain and increase the number of seats available on those routes where the watchdog has concerns, in order to restrict the carriers’ ability to hike fares by reducing capacity. Authorisation for the tie-up between Virgin Blue, originally set up by British entrepreneur Richard Branson , and Air New Zealand will last until 31 December 2013, less than the five years the carriers had been seeking. 13
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Business News
Wheeling the Big Deals
Companies put cash to work, crank up the deals. Some of the best-known names in corporate America - from Caterpillar to Chevron to Google - are rapidly acquiring smaller companies, finally putting to use the piles of cash they’ve been sitting on, and in doing so, positioning themselves for a stronger economic recovery. The volume of mergers and acquisitions is still running well below what it was in 2007 before the Great Recession, but the burst in activity is a sign of economic vitality and shows that companies are starting to shake off some of their caution. “Our pipeline is bursting,” says Robert Profusek, head of mergers and acquisitions at the law firm Jones Day, who advised Continental Airlines when it was acquired by the parent of United for $3.2 billion. “We are gearing up for an incredible M&A boom.”
Almost all the deals are companies buying companies. Private-equity firms, which spurred the buyout boom last decade, have made just 8% of the acquisitions this year, compared with 23% in 2006.
“This is the time to buy and position yourself for the takeoff, even if there is the risk of a double-dip (in the economy),”...
“No guts, no glory.”
M&A volume reached $2.25 trillion in the first 10 months of the year, a 28% increase over last year. August was the highest month on record, with $307 billion in deals, more than double August 2009, according to Dealogic, which tracks such data. October remained strong with $202 billion deals, up 32% from last year.
A classic example is Caterpillar Inc.’s announcement of buying Bucyrus International Inc. for $7.6 billion. Caterpillar, the world’s largest maker of construction and mining equipment, was sitting on $2.3 billion in cash at the end of the third quarter. The acquisition allows Caterpillar to add to its line of mining equipment, which is in high demand in emerging markets.
“It’s an early indicator that confidence is shifting,” says George Geis, faculty director of the mergers and acquisitions executive program at the University of California, Los Angeles.
Just last week Chevron Corp. said it would buy natural gas producer Atlas Energy Inc. for $4.3 billion, giving the oil company an entry into the rich gas fields in the eastern part of the U.S.
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Industry Mergers
Mergers in the Spotlight : Caterpillar Inc. - Bucyrus International Inc. for $7.6 billion Chevron Corp. - Atlas Energy Inc. for $4.3 billion Unilever PLC - Alberto-Culver Co. for $3.7 billion Southwest Airlines Co. - AirTran Holdings Inc. for $1.4 billion Pfizer Inc. - King Pharmaceuticals Inc. for $3.6 billion Among the other deals in the past three months, Dove soap maker Unilever PLC bought the VO5 haircare company AlbertoCulver Co. for $3.7 billion, and Southwest Airlines Co. bought AirTran Holdings Inc. for $1.4 billion. Drug giant Pfizer Inc. bought pain medication maker King Pharmaceuticals Inc. for $3.6 billion, and Google Inc. bought BlindType, a startup that corrects sloppy typing on mobile phones for an undisclosed price.
Few things in business conjure up as much excitement as wheeling and dealing. Mergers are a high-stakes, secretive game and often reflect an ambitious executive’s eagerness to leave a personal stamp on the company. Some of that atmosphere is back. The recent Southwest Airlines-AirTran deal used secret codes such as “falcon” and “cowboy” in e-mails and documents exchanged between executives to keep their talks confidential. But unlike the dealmaking of the 1990s and most of the 2000s, ego-driven blockbuster deals are rare. Most deals this year have been smaller and driven by strategic decisions emerging from the recession. Every recession brings change. Products, and sometimes companies, become obsolete. Consumers’ tastes change. Hard times drive innovation, which leads to new technologies 17
and products. Companies that want to be prepared for an improving economy pursue acquisitions because they are a quick way to fill holes in their businesses, says Robert Bruner, an M&A expert and dean of the Darden School of Business at the University of Virginia.
One positive: The deals are less likely to result in the mass layoffs that often come with mergers and acquisitions. HewlettPackard Co.’s $25 billion deal for Compaq in 2001 resulted in at least 15,000 layoffs, and Bank of America Corp.’s acquisition of Merrill Lynch at the height of the financial crisis resulted in 35,000 job cuts. There’s no doubt that newly combined companies will cut redundant jobs. But they will not be at the mass scale previously seen because the deep recession wrung out the fat from the work force, Bruner says. Chris Young, head of takeover defense at Credit Suisse Group’s mergers & acquisitions unit, says more companies are willing to consider deals than just a few months ago. “When the prevailing view is that the world is going to end, a director would be more concerned about making sure to hoard cash and get the house in order rather than making acquisitions,” Young says. Now, clients have stopped talking of a double-drip recession and started discussing “ways to restart the engine of growth.”
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Business News Technology giant IBM Corp. has made 15 acquisitions this year, up from eight in 2009. Each is in an area that has the potential for high growth. “We choose companies that will help us fill a missing piece in our portfolio or expand what we already have,” says Steve Mills, a senior vice president at IBM and the architect of its acquisitions. 3M Co., which makes Post-It notes and Scotch tape, is on a buying spree. CEO George Buckley said he would spend $2 billion on acquisitions in 2010, double the amount last year. The acquisitions range from Ross Reels, a manufacturer of fly fishing reels, to Arizant, a maker of specialty medical products.
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Google has made 20 acquisitions so far this year, compared with eight the previous two years combined. Most acquisitions are in rapidly growing areas like smart phones and social networking. Executives from disparate businesses are pumping up an atmosphere of anticipation too. Executives at BMW AG and U.S. Bancorp say they are looking for opportunities. “This is the time to buy and position yourself for the takeoff, even if there is the risk of a double-dip (in the economy),” says Thomas Lys, who teaches mergers and acquisition at the Kellogg School of Management at Northwestern University. “No guts, no glory.”
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Manufacturing
Business News
The G.E Buying Spree What did G.E. buy when they went shopping ? Finally ! After all the wait, GE has announced that its initial buy-in to the Electric Revolution will total approximately 25,000 cars. Beginning next year with the first tranche of a 12,000-Volt purchase from soon-toIPO-General Motors, GE will gradually up its purchases over the next five years. To obtain 25,000 vehicles, GE will also probably need to expand the list of vendors to include Nissan’s Leaf, Ford’s electric Focus and Transit Connect van, and/or the RAV4 that Toyota is developing in cooperation with Tesla Motors. Why would GE spread its bets, and its wallet, so widely ? Well, consider this : GM aims to produce just 10,000 Chevy Volts in 2011, while its rivals plan similarly slow rampups. So GE really has little choice in the matter -- buy too many cars from any one manufacturer, too quickly, and it would clean out the company’s inventory instantly.
other companies already dipping their toes in the electric water - FedEx is buying eStar electric vans from Navistar, PepsiCo’s on the hook for more than 100 electric trucks from Smith Electric, and the list goes on - it’s only natural GE should want to service this market. And, in fact, GE’s buy-in has already expanded the market. To make up for the number of Volts that GE is claiming, GM says it may up its production rate as needed, to ensure that GE’s move “won’t reduce the number of Volts available to the public.” It’s a safe bet GE’s other soon-to-be-suppliers will respond similarly.
GE has announced that its initial buyin to the Electric Revolution will total approximately 25,000 cars.
On the other hand, by giving a lower level of buying support, spread out over time and across the industry, GE will support the development of an electric infrastructure -- an infrastructure that GE itself aims to dominate.
What’s more, GE management tells us that its various electrical ventures stand to send $0.10 back to the company for every $1 worth of electric cars sold worldwide. Shockingly good news for G.E shareholders !
Already, GE owns a 10% stake in carbattery maker A123. It also has a hand in the business of charging those batteries, through its WattStation car charger. With 21 January 2011
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Business News
Mithun : The “living building” Center for Urban Agriculture, Seattle A building that actually gives back to the community and natural environment... fields for growing vegetables and grains, greenhouses, rooftop gardens, and even a chicken farm smack bang in the middle of downtown Seattle ! Sounds incredible ? Read on... Mithun - the Center for Urban Agriculture (CUA) - a mixed-use development and winner of “Best in Show” in the Cascadia Region Green Building Council’s 2007 Living Building Challenge was conceptualized such that it would be self-sufficient at every level.
Energy The CUA collects nearly all of its energy with 34,000 square feet of photovoltaic cells on its south face. In Seattle, however, solar energy requires a long-term storage strategy, as the sun comes out primarily during the summer. On sunny days, the project is designed to transfer solar energy from the PVs into rainwater collection tanks where electrolysis splits H2O into oxygen and hydrogen. The energy is then stored in the liquid hydrogen until it is needed days, weeks, or even months later.
A chicken farm further contributes to local food production. Research indicates that 40% of an individual’s ecological footprint is from the embodied energy associated with food, primarily from its transportation and packaging. Not only can CUA’s residents decrease their ecological footprint but also explore new and old agricultural techniques in the lower five-story teaching and laboratory facility. The research and education center aim to extend to the restaurant where the menu offers local healthy cuisine.
Nature
Water The CUA is designed to be completely independent of city water. Rainwater collected from the roof and planters, stormwater runoff from surrounding streets, and the CUA’s wastewater is treated for re-use through a combination of bio-membrane technology and “living building” machines. The design also benefits the neighborhood as a community stormwater collection facility.
Food The CUA’s vertical, A-frame design provides more than an acre of farmland to grow fruits,
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grains, and vegetables.
The north terraces and chicken farm provide green habitat for native birds and insects, bolstering biodiversity that is becoming increasingly rare within the city. While this project has not yet been built, and given various deliberations regarding its actual feasibility, it definitely is a fantastic influence for future projects. And after all, its important to remember that all new ideas - television, the internet, touchscreen gadgets - all seemed crazy dreams before they became reality !
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Energy
Each of the 318 residential units in the CUA would be retrofitted from a combination of two or three recycled shipping containers to create studio and one- and two-bedroom apartments. The CUA employs a “shelf system” within its superstructure with the aim of speeding construction time through off-site assembly and crane erection techniques.
1.35 acres of native habitat, farmland and community gathering space to its urban environment. The CUA reintroduces a total of
The use of native plants increases the variety of insects that support the food chain. For example, maple trees support 18 species of insects while native oaks support 1,800 species of insects. The goal is to increase biodiversity in the city that will begin to support broader species of birds. A 19,000 sq. ft. chicken farm operates on the CUA’s lower terrace.
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Food & Beverages
Business News
The
Black Friday
Retail Mania !!! Let’s say you wanted to find a catchy nickname for a day when millions of people would choose to get up very early in the morning and endure all sorts of inconveniences in the name of shopping.
Would you really call it Black Friday? For the most part, days with the word “black” in front of them have not been considered a good thing, especially for the pocketbook. The stock market crashed on Black Thursday in 1929 and again on Black Monday in 1987. Even the term “Black Friday” has often 27
referred to negative events: A financial panic in 1869, a 1979 massacre of demonstrators in Iran, even a day of expected massive traffic jams during the 1984 Olympics in Los Angeles. And yet Black Friday has become the default shorthand for retail’s most important day of the year, a day when sleep-deprived shoppers with enough coffee, organizational savvy and willpower can — for only a few hours !!! — get amazing, never-to-be-seenagain deals on everything from flat-screen TVs to the latest must-have toy. The hype has paid off. For the past seven years, Black Friday has been the biggest shopping day of the year in both sales and
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customer traffic, according to ShopperTrak, which measures shopping habits. Nov 26th, the Black Friday of 2010, was the biggest Black Friday in years, proving correct the predictions of C. Britt Beemer, founder of America’s Research Group, who said that 49% of American households are planning to shop on Black Friday, up from 40% in more typical years. These expectations were based on a phone survey conducted in early November and meant that at least one person in the household had plans to shop on the day after Thanksgiving. “It’ll be a madhouse, like nothing we’ve ever seen before,” he’d said. Even before Black Friday came into common parlance, the link between shopping and the day after Thanksgiving was set. In the wake of the Great Depression, President Franklin Roosevelt was even pressured to move Thanksgiving back a week so retailers could enjoy a longer holiday shopping season, according to records in his presidential library. It’s not clear that Black Friday was initially meant as a positive nickname. A New York Times article from 1975 said the day got its name from Philadelphia police and bus drivers because of the huge traffic mess created by the confluence of holiday shoppers and football fans arriving in town for the Army-Navy football game. News stories from the 1980s also say store clerks used the day’s nickname because of the pandemonium created by masses of shoppers. Others believe the term was coined because the surge of holiday shopping supposedly pushed retailers “into the black,” making them profitable for the year. But that kind of thinking is now outdated: Even after enduring the Great Recession, retailers — especially big ones — generally are expected to be profitable year-round.
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Still, Black Friday is key to retailers’ profitability, and the 2010 Black Friday proved to be no different. Despite the strong push from retailers to promote holiday deals as early as October, ShopperTrak founder Bill Martin thinks those efforts largely didn’t pay off this year because people just weren’t ready to think about stocking stuffers and holiday candles. And the increasing number of amazing bargains on offer all around as D-Day grew closer did the trick ! Data from the Commerce Department showed that while sales for the nation’s merchants gained by the largest amount in seven months in October, auto sales generated the lion’s share of the increase. Beemer said Black Friday was so big this year because many consumers got great deals on big-ticket items, such as flat-screen TVs, that they they had put off purchasing because of the difficult economy.
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Cover Story
Industry Top 10 of 2010 ! The Biggies that came out at the Top... The Top 10 companies of the various industries researched, not only entered the recession with strong leadership in place, they maintained their commitment to preparing and retaining leaders and emerged highly committed to developing leaders within their ranks. While revenue is only one of the many ways of measuring a company’s position - and it is not always the most appropriate measure - using a different measure, such as total assets or market capitalization, would produce an entirely different list of top 10 companies. Also, with many major companies, especially outside the USA, not observing a 31st December year end, their figures are for very different dates. The lists of Top 10s given here has been derived keeping this in mind and through a combined analysis of criteria such as revenue, sales and overall performance.
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A Snapshot of Trends Observed : • • • •
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All top companies in the Energy sector belong to the Oil & Gas sub-sector - based on their revenue. Let’s look forward to the day when a bio- energy company makes its mark here... Japan, United States and Germany dominate the top 10s list in the Manufacturing sector. Well, with motoring giants like Toyota, Volkswagen and Ford, who’d be surprised ?! Six of the Top 10 Logistics companies - including UPS and FedEX - are from the United States. Eight of the Top 10 Food & Beverage companies, with the notable exceptions of Nestle and Anheuser-Busch InBev, are also from the United States ! www.industryleadersmagazine.com
Energy Top 10
1.
3.British Pe No surprises here. Over the last 125 years ExxonMobil has evolved from a regional marketer of kerosene in the U.S. to the largest publicly traded petroleum and petrochemical enterprise in the world.
Sub-Industry : Petroleum & Coal Products HQ : United States
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4.China Petrol
Today ExxonMobil operates in most of the world’s countries and is best known by the familiar brand names: Exxon, Esso and Mobil.
2.Royal Dutch Shell PLC A global group of energy and petrochemicals companies with around 101,000 employees in more than 90 countries and territories, Shell’s innovative approach has ensured their place right at the top among the global manufacturing giants and enabled them to help tackle the challenges of the new energy future.
Sub-Industry: Petroleum At & Coal Products and HQ : United Kingdom offe AR Caf in e inc dis pow ma in b
Sub-Ind HQ : Chi
As China Corp.’s b crude oi distribut
5.
Sub-Industry : Petrol HQ : United States
Sub-Industry : Petroleum & Coal Products HQ : Netherlands
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At no. 6 is Chevron Co “supermajor” oil comp Headquartered in Cali 180 countries, it is en oil, gas, and geotherm exploration and produ transport; chemicals m power generation.
Industry Top 10 of 2010
Energy
etroleum PLC
No. 3 is BP, another oil & gas giant, d in addition to its main brand, also ers services under the banners of ARAL, CO, Castrol, am-pm and Wild Bean e. Vertically-integrated, B.P is active every area of the oil & gas industry, luding exploration & production, refining, tribution & marketing, petrochemicals, wer generation & trading. It also has jor renewable energy activities, including biofuels, hydrogen, solar & wind power.
9.ENI SpA Sub-Industry : Petroleum & Coal Products HQ : Italy
10.Petrobras Sub-Industry : Petroleum & Coal Products HQ : Brazil
8.PetroChina Co.
eum & Chemical Corp.
ustry
: Petroleum & Coal Products
hina
a’s largest refiner and petrochemical producer, Sinopec businesses include oil and gas exploration and production; l processing; oil products trading, transportation, ion, and marketing; and petrochemicals manufacturing.
eum
6.Total SA
& Coal Products
orp., one of the world’s six panies and United States’ second. fornia, and active in more than gaged in every aspect of the mal energy industries, including ction; refining, marketing and manufacturing and sales; and
Sub-Industry: Petroleum & Coal Products HQ : France
Sub-Industry : Petroleum & Coal Products HQ : China China’s biggest oil producer and the world’s most valuable company by market value as of September 28th 2010, PetroChina figures at no. 8
Total S.A. at no. 6 is a French multinational oil company whose businesses cover the entire oil and gas chain , from crude oil and natural gas exploration and production to power generation, transportation, refining, petroleum product marketing and international crude oil & product trading.
7. Sub-Industry : Petroleum & Coal Products HQ : United States 33
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Construction Top 10
1.
4.CCCC Ltd. HQ : China The China Communications
Construction Company Limited (“CCCC” HQ : France Vinci is a French construction and electrical engineering company, formerly called Société Générale d’Enterprises. It employs over 164,000 people and is the largest construction company in the world by revenue. Its head office is in RueilMalmaison. Major projects executed by Vinci include the Gariep Dam (1971), the Tour Montparnasse 1972, the Centre Georges Pompidou (1977), the Yamoussoukro Basilica (1989), the new visitor entrance to the Louvre (1989), the Channel Tunnel ( 1994), the Pont de Normandie (1995), the Stade de France (1998) and the Rio-Antirio bridge (2004).
or the “Company”) Group was established in Mainland China in 2005 from the merger of China Harbour Engineering Company Group and China Road and Bridge Group. The group is engaged in the construction and design of transportation infrastructure dredging and port machinery manufacturing business.
5.ACS
Grupo ACS (Actividades de Construcción y Servicios, S.A.), at no. 5, is a Spanish company dedicated to civil and engineering construction, all types services and telecommunications. In 2007 the Grupo ACS acquired 25.1% of Hoc
2.Bechtel Bechtel Corporation (Bechtel Group), at no. 2, the largest engineering company in the United States, owns & operates power plants, oil refineries, water systems, and airports in several countries including the United States, Turkey, and the United Kingdom. Bechtel participated in the building of Hoover Dam in the 1930s. Other high profile projects include the Channel Tunnel, BART, Jubail Industrial City, the largest Airport in the world by land area - King Fahd International Airport in Dammam, and Kingdom Centre and HQ : United States Tower in Saudi Arabia, Hong Kong International Airport, the Big Dig, etc.
3.Hochtief
HQ : Germany Hochtief is Germany’s largest construction company. It is based in Essen but operates globally, ranking as the top general builder in the United States through its Turner Corporation subsidiary, and in Australia through the Leighton Group
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Industry Top 10 of 2010
Construction 7.Taisei It is the largest port construction and design company in China, the largest dredging company in China and the third largest in the world. As of 31 December 2009, CCCC had 112,719 employees and a total asset of RMB 267,900 million
Taisei Corporation, established in 1873, is a Japanese construction, civil engineering, and real estate development company. Major projects include Japan’s first subway in 1927, the new Imperial Palace in 1968, HQ : Japan and the Yokohama Bay Bridge in 1989. It is currently building a 14-kilometer rail tunnel under the Bosphorus which will link the European and Asian sides of Istanbul, Turkey.
8.Saipem
y HQ : Spain
htief (raised later to 30%).
HQ : Italy
Founded in 1957 as a service provider for the Italian Energy Company Eni, Saipem has contracted for designing and constructing several pipelines, including Blue Stream, Greenstream, Nord Stream and South Stream.
6. HQ : Sweden 2010’s construction industry’s no. 6, Skanska, established in 1887, is a multinational construction & development company based in Sweden, where it also is the largest construction company. Skanska’s major projects include 30 St Mary Axe in London completed in 2004, the Mater Dei Hospital in Malta which opened in 2007. Skanska is currently constructing Heron Tower in London, which will be 246m when complete, making it the tallest building in the City of London, and which is due to be completed in early 2011.
10.
9. HQ : Austria
HQ : United Kingdom
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Manufacturing Top 10
2.Volkswagen
1. Sub-Industry : Automobiles HQ : japan
Toyota Motor Corporation commonly known simply as Toyota and abbreviated as TMC, is a multinational automaker headquartered in Toyota, Aichi, Japan.
Toyota Motor Co. was established as an independent company in 1937, and is part of the Toyota Group, one of the largest conglomerates in the world.
In 2009, Toyota Motor Corporation employed 71,116 people worldwide and is the world’s largest automobile manufacturer by sales and production.
TMC group companies are Toyota (including the Scion brand), Lexus, Daihatsu and Hino Motors, among others.
Sub-Industry : A HQ : Germany
Volkswagen (abbreviated VW), at
is also is one of the world’s largest au manufacturers. Volkswagen is the ori marque within the Volkswagen Group includes the car marques Audi, Bentle Bugatti Automobiles, Automobili Lamb SEAT, Škoda Auto and heavy goods v manufacturer Scania.
A publicly traded company, Among its owners are the Porsche family, the Em Qatar and the state of Lower Saxony.
3.General Electric
4.Sam
The General Electric Company, or GE, is an American multinational conglomerate corporation incorporated in the State of New York.
Sub-Industry : Com Electronic Product HQ : South Korea
The Company operates through five segments: Energy Infrastructure, Technology Infrastructure, NBC Sub-Industry : Electrical Equipment & Appliances Universal (NBCU), Capital Finance and Consumer & HQ : United States Industrial, and employs 304,000 worldwide.
“A business that makes nothing but money is a poor business.” -Henry Ford www.industryleadersmagazine.com
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Samsung Electronic world’s largest elec the flagship subsidi Group. With assem sales networks in 6 the world, Samsun 157,000 employees company took the p world’s biggest IT m the erstwhile leade
Industry Top 10 of 2010
n AG
Automobiles
number 2, utomobile ginal p, which ey Motors, borghini, ehicle
s largest mirate of .
Sub-Industry : Automobiles HQ : United States
Currently the largest automaker in the U.S. and the third-largest in the world, right behind Volkswagen Group, Ford Motor Corporation also owns a small stake in Mazda in Japan and Aston Martin in the UK, in addition to the Ford, Lincoln, and Mercury brands. Ford employs 159,000 people around the world.
7.HP
6. Sub-Industry : Automobiles HQ : Germany Daimler AG, at no. 6, formerly DaimlerChrysler is a German car corporation, that was founded in 1998 when Mercedes-Benz manufacturer DaimlerBenz of Stuttgart, Germany merged with the US-based Chrysler Corporation. Daimler produces cars and trucks under the brands of MercedesBenz, Maybach, Smart, Freightliner, etc.
msung
mputers
Manufacturing
5.Ford
& Other
s
cs at no. 4, the ctronics company is iary of the Samsung mbly plants and 65 countries across g has as many as s. In 2009, the position of the maker by surpassing r Hewlett-Packard.
Sub-Industry : Computers & Other Electronic Products HQ : United States Hewlett-Packard Company commonly known as HP, an American multinational I.T corporation based in California.
8. Sub-Industry : Computers & Other Electronic Products HQ : Germany
9. Sub-Industry : Automobiles HQ : Japan
10. Sub-Industry : Computers & Other Electronic Products HQ : Japan 39
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Supply Chain Top 10
1.UPS Sub-Industry : Specialized Transporation & Logistics HQ : United States
United Parcel Service, Inc., commonly referred to as UPS, is the world’s largest express delivery sector, the world’s largest package delivery company and a world leading provider of specialized transportation and logistics.
Each day, the company 1.8 million customers to send parcels, number of recipients is as high as 6 million. The company’s main business is in the United States and over 200 other countries and regions. The company has established large-scale, highly reliable global transportation infrastructure, developing a comprehensive and competitive portfolio of services and have secured and continue to use advanced technology to support these services. The company provides logistics services, including integrated supply chain management.
3. Sub-Industry : Post Delivery, Express Mail, Freight Forwarding, Third-Party Logistics HQ : Germany
Deutsche Post, operating under the trade name Deutsche Post DHL, and recently rebranded Deutsche Post World Net (DPWN), is Europe’s largest logistics group. With its headquarters in Bonn, the corporation has 470,000 employees in more than 220 countries and territories worldwide. Successor to the German mail authority Deutsche Bundespost, which was privatized in 1995, currently, 30.5% of DHL shares are held by the state-owned KfW bank, 69.5% are freely floating; 62.8% of which are held by institutional and 6.7% by private investors.
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2. Sub-Industry : Transportation, Logistics, E-commerce and Supply Chain Service HQ : United States FedEx Corporation, originally known as FDX Corporation, is a logistics services company, based in the United States with headquarters in Memphis, Tennessee. The name “FedEx” is a syllabic abbreviation of the name of the company’s original air division, Federal Express, which was used from 1973 until 2000. The company employs 280,000+ people around the world, and its subsidiaries include FedEx Office, FedEx Express, FedEx Ground, FedEx Freight, FedEx Custom Critical, FedEx Supply Chain, FedEx Trade Networks, and FedEx Services.
4.A.P.Moeller At no. 4, the A.P. Moller - Maersk Group, is a Danish business conglomerate more commonly known simply as Maersk.Maersk has activities in a variety of business sectors, primarily within the transportation and energy sectors. It is the largest container ship operator and supply vessel operator in the world
Industry Top 10 of 2010
Supply Chain 5. Nippon Express Co., Ltd., a worldwide leader in logistics services, is based in Tokyo, Japan. The company was established in 1937 in line with the Nippon Tsu-un Kaisha Law as a semi-government transportation service. Nippon Express’s business is divided into motor transport, air transport, storage and other, respectively as 44%, 16%, 5% and 25%.
7.
6. Sub-Industry : Fleet management, Supply chain management, Dedicated carrier, Cargo truck rentals HQ : United States
Sub-Industry : Business Mail, Courier Logistics HQ : The Netherlands
Ryder System, Inc., or Ryder, is an Americanbased provider of transportation and supply chain management solutions with global operations. Specializing in fleet management, supply chain management and dedicated contracted carriage, Ryder figures at no. 6 among the world’s top 10 logistics companies.
and
Koninklijke TNT Post BV is the national postal company in the Netherlands owned by TNT N.V. At no. 7, it operates under the brand TNT Post and employs 75,000 people.
Sub-Industry : Logistics and Freight Forwarding HQ : United States
8.
Sub-Industry : Logistics and Freight Forwarding HQ : United States
9.
Sub-Industry : Shipping, Logitics HQ : Denmark
Sub-Industry : Marine Transport, Air-Freight, Logistics Design HQ : Japan
Sub-Industry : Freight Forwarding, Multimodal Transport, Inventory Control, Value-added Logistics, IT and Supply Chain solutions services HQ : United States
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Food & Beverages Top 10
1.
4.
Sub-Industry : Food Processing HQ : Switzerland
Sub-Industry : Food & Beverages HQ : United States
Nestlé, at no. 1, is the
Nestlé has 6,000 brands, with a wide range of largest consumer packaged goods company in the world, products across a number of markets including founded and headquartered coffee (Nescafé), bottled in Switzerland. water, other beverages (including Aero (chocolate) Having started with & Skinny Cow), chocolate, condensed milk and infant ice cream, infant foods, formula products, today, performance and healthcare Nestle operates in 86 nutrition, seasonings, frozen countries around the world and employs nearly 283,000 and refrigerated foods, confectionery and pet food. people.
PepsiCo, Inc. at no. 4, is a Fortune 500, American company involved in the manufacturing, marketing and distribution of grain-based snack foods, carbonated and non-carbonated beverages, and other products. PepsiCo’s product mix as of 2009 (based on worldwide net revenue) consists of 63% foods, and 37% beverages. According to 2009 retail sales, the brand Pepsi alone generated a sale of almost U.S $20billion !
2.Tyson Foods Inc. Tyson Foods, Inc., at no. 2, is well-known for making a wide variety of animal-based and prepared products at its 123 food processing plants. It is the world’s second largest processor and marketer of chicken, beef, and pork and annually exports the largest percentage of beef out of the United States. One of the largest U.S. marketers of value-added chicken, beef and pork, Tyson Foods supplies all Yum! Brands chains that use chicken (including KFC and Taco Bell), as well as McDonald’s, Burger King, Wendy’s, Wal-Mart, Kroger, IGA, Beef O’Brady’s, etc.
Sub-Industry : Food Processing HQ : United States
Kraft Foods Inc. at no. 3 has its core businesses
3. Sub-Industry : Food Processing HQ : United States
in beverage, cheese and dairy foods, snack foods, confectionery, and convenience foods. 11 Kraft brands that annually earn more than $1 Billion worldwide are Kraft, Cadbury, Oscar Mayer, Maxwell House, Nabisco, Oreo, Philadelphia Cream Cheese, Jacobs, Milka, LU, and Trident, while 40 of its brands are over a 100 years old. With its recent acquisition of Cadbury, this brand is only set to get bigger.
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Industry Top 10 of 2010
Food & Beverages 6.General Mills
Sub-Industry : Food Processing HQ : United States
General Mills, Inc. another American Fortune 500 corporation, with its many wellknown brands, such as Betty Crocker, Yoplait, Colombo, Totinos, Jeno’s, Pillsbury, Green Giant, Old El Paso, Häagen-Dazs, Cheerios, Lucky Charms and Wanchai Ferry, ranks no. 6, among the F & B biggies of 2010.
5.Anheuser–Busch InBev
Sub-Industry : Agribusiness HQ : United States
Sub-Industry : Beverages HQ : Belgium
Dean Foods is an American food and beverage company with two operating divisions: Fresh Dairy Direct and WhiteWave-Morningstar. With plants and distributors in the U.S and the U.K, Dean Foods comes in at 2010’s no. 7.
7. Anheuser–Busch InBev N.V. (AB InBev) is a publicly traded company, based in Leuven, Belgium. At no. 5, it is the largest global brewer with nearly 25% global market share and one of the world’s top five consumer products companies. With 13 brands that generate over 1 billion USD per year in revenue - Budweiser, Stella Artois and Beck’s, smaller multi-country brands like Staropramen, Leffe and Hoegaarden, and regional brands such as Bud Light, Skol, Brahma, Quilmes, Labatt Blue, Michelob, Harbin, Sedrin, Cass, Klinskoye, Sibirskaya Korona, Chernigivske and Jupiler - AB InBev has a portfolio of more than 200 brands (2009 data).
8.JBS USA Sub-Industry : Meat Processing HQ : United States
9. Sub-Industry : Confectionery Manufacturing HQ : United States
10.Smithfield Foods Inc. Sub-Industry : Meat Processing HQ : United States
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Corporate Profile
Artega Automobil GmbH & Co. KG
She’s got the LOOK !
The A
Experienced management and solid financing By building a new automotive plant at its headquarters in Delbrück in Westphalia, the Artega Automobil GmbH & Co. KG has created the optimal conditions for the mass-production of the Artega GT. Two structures in typical Artega design, with a manufacturing area covering 4000 square meters, announce the presence of the new automobile brand. The manufacturing and final assembly plant is where the vehicles are actually made, while the global marketing and customer service departments are headquartered in the adjacent Brand and Sales Center.
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Founded in early 2006, Artega Automobil GmbH & Co. KG has set the goal of marketing extraordinary, fully equipped sports cars that are also perfectly suited for everyday use. To this end, the company has constructed a new automotive plant in Delbrück capable of producing up to 500 units per year.
On January 25, 2010, Artega was purchased in whole by Mexican investment firm Tresalia Capital. With change of control Dr.-Ing-Wolfgang Ziebart is now CEO of the Artega. January 2011
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Artega Automobil GmbH & Co. KG at Porsche AG from 1985 to 1996 in a variety of positions, including head of product management and sales director for the Boxster and the new generation of 911 models. From 1996 to 1998 he was responsible for corporate marketing and communications at Webasto AG Fahrzeugtechnik. In 2001 he joined the top management of BMW AG and served as head of market, product and pricing strategy. Müller has served on the board of management of BMW Motorrad since 2002; during his time there his area of responsibility ranged from sales and marketing to development and product lines.
Artega GT
Dr. Wolfgang Ziebart has also spent his entire career in the automotive industry. From 1977 to 2000 he filled a variety of positions at BMW AG; most recently he served on the board of management, responsible for research and development as well as sales. Ziebart also served on the board of Continental AG (2000-2004, three years as deputy chairman) and Infineon Technologies AG (2004-2008, as chairman).
After Tresalia Capital’s 100% acquisition of Artega in December 2009, Peter Müller (50) took over the leadership of Artega Automobil GmbH & Co. KG on October 1, 2010. His predecessor Dr. Wolfgang Ziebart (60) has joined the company’s advisory board, which previously comprised exclusively a group of Mexican investors, and will also focus his attention on developing a new hybrid version of the company’s sports car. Peter Müller, who holds degrees in business administration and engineering, served as COO under CEO Wolfgang Ziebert since the company was purchased by Tresalia Capital. Müller has extensive experience in the automotive industry, having worked 49
Peter Müller “Germany is the perfect place to produce a hand-made sports car,” said Artega CEO Dr. Wolfgang Ziebart. “Made in Germany” is a standard of quality recognized around the world, and the country’s products – especially its automobiles – are popular and coveted the world over. The Artega manufacturing plant and processes live up to the high quality standards for which Germany is known.
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Another component of the lightweight construction concept is the rear module comprising a tube frame of high-tensile steel. The bracket is made of a high-strength steel alloy tested in racing sports. It is surfacetreated for long-lasting protection against corrosion. Prior to final assembly, the space frame chassis and the bracket for the engine and transmission are welded together in the so-called “wedding chamber.” The manufacturing process for the Artega GT is unparalleled in today’s automotive sector, and can only be compared with the individual production of a racecar. The aluminum spaceframe is entirely manufactured in Delbrück. Extruded aluminum components developed especially for Artega are MIGwelded to create an extremely robust frame. The production process conforms to the strict standards applicable to the aerospace industry.
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The roof construction functions as a rollover bar and is made of high-strength steel, as is the rear-end module. Prior to final assembly, the space frame chassis and the bracket for the engine and transmission are welded together in the socalled “wedding chamber.” In the final steps of the manufacturing process, the vehicle is transported to a neighboring building where the body is assembled. “We don’t want dust produced by sanding to pollute the manufacturing plant,” explained production manager Wilfried Voigt. On the production line, all components of the Artega are assembled by highly qualified personnel. A quality inspection is performed following each individual work step to avoid difficult and time-consuming adjustments to the completed vehicle.
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Artega Automobil GmbH & Co. KG Any remaining imperfections are ultimately revealed in the “light tunnel� and can be corrected immediately. The water test at the end of the process divulges any leaks or defective seams. Throughout the entire manufacturing process, nothing is left to chance, and every customer is assured of an Artega GT that meets the highest standards of quality.
The final assembly of the Artega GT is executed by hand. This makes it possible to accommodate the individual wishes of customers. Practically each and every Artega will be one of a kind. The Artega GT will always be one of the most exclusive cars on the road, even when the full production run of 500 vehicles per year has been reached.
The Artega GT is a two-passenger sport coupe that was unveiled at the 2007 Geneva Auto Show. It has a V6 engine and a DSG automatic transmission and currently sells in Europe priced between $75,000 and $100,000.
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Corporate Profile
The Lenzing Group
The Lenzing Group
Leading Fiber Innovation The Lenzing Group provides the global textile and non-wovens industry with high-quality cellulose fibers. They are the leading supplier in many business-to-business markets – from special cellulose fibers to high-tech plastics polymers. 53
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Corporate Profile The Lenzing headquarters in Austria coordinate their production sites in all major markets and their global network of sales and marketing offices. Lenzing provides the global textile and nonwovens industry with highquality cellulose fibers. Seventy years of fiber production expertise make them the only producer world-wide of all three man-made cellulose fiber generations, from classic viscose to lyocell and modal.
the initial phase from 570,000 to 770,000 tons and thus deterProdukminedly continue our growth path,” Peter Untersperger adds. If one includes all the projects currently being implemented by the Lenzing Group (Biocel Paskov pulp plant) or for which concrete plans exist (new facility in India), the total investment volume would increase to the impressive level of about EUR 600 mill. during the period 2008 to approx. 2014.
Lenzing’s unique combination of consistent customer orientation with leadership in quality, innovation and technology is the foundation of their success. Lenzing’s core business fibers is complemented by their activities in business fields plastics as well as engineering. Engineers, construction workers and technicians will increasingly leave their imprint on business operations at Lenzing Group’s fiber plants in the upcoming months and years due to its massive expansion of production capacities. “As the global market leader, we are implementing a far-reaching capacity expansion program in response to the continuing growth in demand for cellulose fibers. We want to more effectively safeguard our market position in terms of both quality and quantity,” says Lenzing CEO Peter Untersperger. Accordingly, the Lenzing Group will invest about EUR 200 mill. alone for expansion, remodeling and debottlenecking measures at its existing facilities in Europe and Asia by the turn of the year 2011/2012. “This program will enable us to raise annual fiber production capacity of the Lenzing Group in
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“Our next goal is to achieve a production capacity for cellulose fibers of 1 mill. tons, with a preferably high level of self supply for pulp considerably exceeding more than half of the required volume,”
January 2011
-Lenzing CEO Peter Untersperger
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The Lenzing Group
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Corporate Profile “Our next goal is to achieve a production capacity for cellulose fibers of 1 mill. tons, with a preferably high level of self supply for pulp considerably exceeding more than half of the required volume,” Untersperger says. Lenzing hopes to reach this ambitious target by the middle of the decade.
fully recognized the outstanding features of our specialty fibers. Thus we are sending a message to our customers that we want to jointly shape the fiber future,” Weninger says. In Lenzing, the world’s largest facility for special cellulose fibers, production will focus even more on specialty fibers in the future.
“Demand for Lenzing fibers is enormous. Our response was to already begin construction of a new, fourth production line at our Indonesian subsidiary PT. South Pacific Viscose (SPV),” says Friedrich Weninger, Lenzing’s Management Board member responsible for the fiber business. In two years of building, SPV invested about USD $150 mill. to increase fiber production capacity from 160,000 to 220,000 tons per year.
An existing fiber production line will be successively converted from standard viscose fibers to Modal fibers at a cost of EUR 23 mill. over a period of 15 months. In addition, pulp production at the Lenzing facility will be increased to 260,000 tons annually. The TEN CEL® sites are also being upgraded. Fiber production at the plant in Heiligenkreuz (Burgenland/ Austria) will be raised from 10,000 to 60,000 tons p.a. by the end of 2010. The English TEN CEL® facility in Grimsby will be remodeled to produce the TEN CEL® specialty fiber AF -100 featuring lower fibrillation.
“**However, we expect demand to continue exceeding capacity at the plant. Therefore, we will begin with debottlenecking production right after start-up in order to increase SPV capacity to 238,000 tons annually,” Weninger adds. Therefore capacity at the Chinese fiber facility in Nanjing is also being quickly doubled. “The expansion efforts aimed at increasing production to 140,000 tons p.a. are our response to the ongoing rise in demand for standard cellulose fibers in Asia,” Weninger states. Investments will total about EUR 55 mill. during the scheduled 18 months of construction.
Thus in the future Lenzing will be able to offer a complete range of TEN CEL® fibers in sufficient quantities, boasting an optimal fibrillation level in each case. “Our TEN CEL® fiber is a success story in itself. TEN CEL® is being increasingly used, particularly in highquality lingerie and home textiles. Exports to Asia and Europe are continually rising,” says Weninger, the Management Board member for fibers.
High demand for specialty fibers Demand is not only strong for standard viscose fibers. Lenzing’s specialty fibers Lenzing Modal® and TEN CEL® are enjoying growing popularity, leading Lenzing to massively invest in expanding production at its specialty fiber sites. “The market has
Moreover, Lenzing is already working on new projects, including a new viscose fiber production site in India, where land is being purchased and detailed planning is just starting. India is an increasingly important sales market for Lenzing fibers, which is only being covered by one provider at present.
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“With this expansion program we are determinedly continuing our growth path.” said Untersperger.
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The Lenzing Group “An additional production facility is necessary to offer a secure long-term supply to our customers in India,” says CEO Untersperger. If everything proceeds according to plan, the project could be implemented in 2–3 years, comprising a further milestone in the growth story of the Lenzing Group.
Joining hands with Nice-Pak and Costco The cooperation with Nice-Pak and Costco is important for this business area for several reasons, says Wolfgang Plasser, Vice President of the Business Unit Nonwovens. “This is the first time a retailer has focused on the TEN CEL® brand for a nonwoven product and we are especially proud that the retailer is Costco, one of the largest US retailers. In addition, the inclusion of an in-pack leaflet allows us to inform end consumers about the benefits of TEN CEL®.
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In reading the package insert, people find out more about the future of baby care based on TEN CEL® and also the environmentally responsible features of TEN CEL®. This is particularly gratifying, as the Kirkland Signature™ Baby Wipes is the top-selling product in its category on the American market,” Wolfgang Plasser concludes. Kirkland Signature™ Baby Wipes pamper a baby’s delicate skin, and they go easy on the environment. Consumers get a top-notch product at an economical price, as it is the store’s own brand. Costco’s change to TEN CEL® is clearly supported by sales figures: April 2010 turned out to be the strongest month for Kirkland Signature™ Baby Wipes since the introduction of the new fiber blend. The Kirkland Signature™ Baby Wipes are becoming a real success story for Lenzing’s Business Unit Nonwovens and Lenzing expects this will lead to more consumer demand for other nonwoven products made from TEN CEL®.
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Corporate Profile
Petrobras
4th biggest Energy company in the world Petrobras was created in 1953 during the government of Brazilian president Getúlio Vargas, with popular support under the motto “The Petroleum is Ours!”. The company’s creation provoked the wrath of Brazil’s elite, who reacted fervently against the institution and Vargas himself. www.industryleadersmagazine.com
Petrobras commenced its activities with the collection it inherited from the old National Oil Council (Conselho Nacional do Petróleo, CNP), which, however, preserved its inspection function for the sector. The oil exploration and production operations, as well as the remaining activities connected to the oil, natural gas, and derivative sector, except for wholesale distribution and retail via service stations, were a monopoly Petrobras held from 1954 to 1997. During this period, Petrobras became the leader in derivative marketing in Brazil, and, thanks to the company’s performance, it was awarded
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Petrobras the Offshore Technology Conference (OTC) in 1992, one which it was granted again in 2001. Petrobras is driven by the challenge of supplying the energy that can propel development and ensure the future of the society with competency, ethics, cordiality, and respect for diversity. They are a publicly traded corporation, the majority stockholder of which is the Government of Brazil, and we perform as an energy company in the following sectors: exploration and production, refining, oil and natural gas trade and transportation, petrochemicals, and derivatives, electric energy, biofuel and other renewable energy source distribution.
These units are part of the new strategy for the construction of production units, being designed viewing to simplify projects and standardize equipments. Producing identical hulls in series will accelerate the construction phase, and will allow economies of scale and cost minimization. Each platform, all of which FPSOs (floating, production, storage and offloading units), will have the capacity to process up to 150,000 barrels of oil and 6 million cubic meters of gas per day. All units are expected to start operating by 2017 and aims to reach the production targets set in Petrobras’ Business Plan for the pre-salt area.
A leader in the Brazilian oil industry, we have expanded our operations aiming to be among the top five integrated energy companies in the world by 2020. We have a presence in 28 countries. The 2009-2013 business plan foresees investments in the order of $174.4 billion. We are an energy company that is acknowledged the world over for our technological excellence. - Jose Sergio Gabrielli Ceo, Petrobras Petrobras with its partners (BG, Galp Energia, and Repsol), and through its TupiBV and Guará-BV affiliates, has signed two contracts worth a total of $3.46 billion with the Brazilian outfit Engevix Engenharia S.A. for the construction of eight hulls for the platforms to be used in the first phase of production development for the pre-salt area in the Santos Basin. 61
The expectation is that these platforms will add about 900,000 barrels of oil per day to domestic production when operating at maximum capacity. The hulls will be built at the Rio Grande Naval Pole (state of Rio Grande do Sul), with local content expected to reach around 70%. The first steel shipments will be made in January, and hull construction will start in March. The first two hulls will be delivered in 2013, while the others in 2014 and 2015. Of the eight units, six will be operated by the consortium formed for Block BM-S-11, in which the Tupi and Iracema areas are located. The two others will be operated by the consortium formed for Block BM-S-9, where the Guará and Carioca fields are located.
The Block BM-S-11 consortium is operated by Petrobras (65%), in partnership with BG E&P Brasil Ltda. (25%), and Galp Energia (10%). The Block BM-S-9 consortium, meanwhile, is operated by Petrobras (45%), in partnership with BG E&P Brasil Ltda. (30%), and Repsol Brasil S.A. (25%).
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Jose Sergio Gabrielli: CEO of Petrobras since 2005 Elected energy executive of the year in 2007 www.industryleadersmagazine.com
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Petrobras Quantitative easing and more liquidity will play a key role in Petrobras’ great future -Jose Sergio Gabrielli Brazilian capital markets also were preparing for a wave of transactions by other local companies now that the long-awaited sale had passed. The transaction fulfilled Lula’s goal of increasing state control over Petrobras, which he and Dilma Rousseff, his likely successor as president next year, see as critical to ensuring that Brazil reaps the maximum benefits from the subsalt find. The government boosted its stake in Petrobras through a complex transaction by which it gave the company exclusive access to 5 billion barrels of subsalt oil in exchange for shares. Some analysts complained that the oil-for-shares swap was detrimental to minority shareholders because the oil was valued at a higher price than investors expected.
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Finance Minister Guido Mantega said the federal government, acting jointly with Brazil’s sovereign fund and state companies and pension funds, had increased their combined stake in Petrobras to about 48 percent from 40 percent. The federal government alone had 32 percent of the company’s capital before the deal. “The deal was a huge success,” Mantega said. He ruled out any risk of a so-called oil curse in Brazil, which plans to set aside the lion’s share of the revenue for longterm investment in roads, schools and other infrastructure. The state’s heavy hand in the transaction had rattled investors for months prior to the deal. Analysts said that risks lie ahead for Brazil as euphoria brings its inevitable consequences. “Euphoria could lead to excess comfort, which in turn could result in serious economic imbalances,” said Luiz Alberto Machado, deputy head of the economics department at Sao Paulo-based university FAAP.
January 2011
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Corporate Profile
Petrobras discount.
Machado said politicians would need to address risks such as excess fiscal spending or current account imbalances that could result from the deal. The oil company’s preferred shares had slumped 27% since the start of 2010, partly because of concerns that Petrobras’ plans to expand in labor-intensive but less-profitable areas such as refineries were designed to satisfy Lula’s political objectives instead of minority shareholders.
The stock sale, which was larger than what the Rio de Janeiro-based company originally planned but below the maximum it had filed to sell, had total demand of $87 billion, a source with knowledge of the deal told Reuters on Thursday. The deal easily topped Japanese telecommunications firm NTT’s $36.8 billion 1987 share sale and Agricultural Bank of China’s $22.1 billion initial public offering this year.
Despite the concerns, Petrobras was able to sell 1.87 billion preferred shares at 26.30 reais each and 2.4 billion common shares at 29.65 reais -- a smaller-than-expected
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Corporate Profile
First Solar Inc. Bringing Clean, Affordable and Sustainable Energy to the world.
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First Solar Inc.
First Solar Inc was formed in 1999 and launched production of commercial products in 2002. It achieved the lowest manufacturing cost per watt in the industry, breaking $1 per watt in 2008.
They developed the first comprehensive, prefunded module collection and recycling
First Solar state-of-the-art research and design campus in Petrysburg, Ohio, USA
program in the PV industry.
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First Solar Inc. First Solar Inc was formed in 1999 and launched production of commercial products in 2002. It achieved the lowest manufacturing cost per watt in the industry, breaking $1 per watt in 2008. They developed the first comprehensive, prefunded module collection and recycling program in the PV industry. First Solar is the largest manufacturer of thin film solar modules, having expanded manufacturing capacity to an annualized run rate of 59.6MW per line in the 3rd quarter of 2010. By enabling clean, renewable electricity at lower costs, First Solar is providing a sustainable alternative to conventional energy sources. This goal has driven First Solar to become one of the fastest growing manufacturers of solar modules in the world. FS Series 3 PV Modules represent the latest advancements in solar module technology, and are rapidly driving down the cost of solar electricity to rates comparable with traditional fossil fuelbased energy sources.
other renewable sources, is a sustainable solution to meeting the long-term energy requirements of a global society. First Solar is committed to providing superior environmental benefits while ensuring the health and safety of their associates, customers and the communities in which they operate. They are accomplishing this by providing a cost effective solar energy solution that displaces conventional fossil fuel technologies and practicing the environmental philosophies of extended producer responsibility and product life cycle management, where they take into account the environmental impact of their products from raw material sourcing through collection and recycling As the result of global industrialization and economic growth, the issue of what happens to products at the end of their useful life needs to be addressed. First Solar is embracing its responsibility by implementing solutions today to reduce the number of solar modules that end up as waste in the future.
First Solar is committed to providing superior environmental benefits while ensuring the health and safety of their associates, customers and the communities in which they operate. CLEAN, SUSTAINABLE, ENERGY INDEPENDENCE Worldwide demand for energy increases each day. By the year 2025, demand is projected to double from existing levels. Satisfying this global need for energy through traditional fossil fuel methods is predicted to produce irreversible environmental damage. No natural resource is as abundant as the sun. By harnessing this resource, solar energy provides a sustainable, renewable, and clean source of energy. It conserves natural resources by considerably reducing fossil fuel dependence and greenhouse gas emissions. Using solar energy, along with 69
Practicing a concept called extended producer responsibility, First Solar has voluntarily established the photovoltaic industry’s first comprehensive, prefunded solar module collection and recycling program.
The program, an integral part of First Solar’s product offering, is designed to be unconditional, convenient, and free. Anyone wishing to dispose of First Solar modules can request collection at any time, at no additional cost. The main goals of the program are to maximize the recovery of valuable materials for use in new modules or other new products and minimize the environmental impacts associated with PV system production
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Corporate Profile High performance High Volume Technology First Solar PV modules are the first thin film PV modules to reach 2GW of modules in installations. To support the growing demand, First Solar continues to push the limits on volume manufacturing. Integrating each production step, First Solar manufactures the modules on high throughput, automated lines from semiconductor deposition to final assembly and test – all in one continuous process. The entire process of turning a piece of glass into a completed solar module, takes less than 2.5 hours.
First Solar modules produce more electricity on hot days, under cloudy weather and across a larger percent of normal daylight. These attributes have led the National Renewable Energy Laboratory in Golden, Colorado to recognize CdTe’s potential for achieving the lowest production costs among current thin film technologies. As a result, future module costs well below $1.00/Wp have been predicted by NREL and others.
Multiple years of high volume production have given way to First Solar’s efficiencies, high energy yields, low production costs and excellent system performance ratios. Using a unique proprietary replication process called Copy Smart™, First Solar can ensure that each manufacturing facility mirrors the others in product efficiency, reliability, and safety. With less than 2% of the equivalent semiconductor content found in crystalline silicon PV modules, First Solar modules are engineered to deliver high energy yields. Using cadmium telluride (CdTe) as the semiconductor material, First Solar makes it affordable to convert solar energy into the type of electricity we use every day. In general, solar cells become less efficient at converting solar energy into electricity as their cell temperatures increase. At First Solar, however, the efficiency of CdTe, the semiconductor used, is less susceptible to cell temperature variations than traditional semiconductors. — CdTe also converts low and diffuse light to electricity more efficiently than conventional cells. Together, this means
First Solar under well-tuned leadership of Robert Gillette Robert J. Gillette joined First Solar in October 2009 as chief executive officer. Prior to joining First Solar, Mr. Gillette served as president and chief executive officer of Honeywell Aerospace since January 2005. Honeywell Aerospace, headquartered in
The entire process of turning a piece of glass into a completed solar module, takes less than 2.5 hours. www.industryleadersmagazine.com
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First Solar Inc. Phoenix, Arizona, is Honeywell International’s largest business group with current sales of more than $12 billion annually.
Gillette plays an essential role at the board level in providing CEO-level visibility into the management and operations of First Solar.
In this role, Mr. Gillette led Honeywell Aerospace’s three main businesses ? Air Transport & Regional, Business & General Aviation, and Defense & Space ? with more than 40,000 employees at nearly 100 worldwide manufacturing and service sites.
“It is no surprise that America’s largest thin film solar project was built right here in California, where my Administration has successfully created a climate where green businesses can thrive,” said California Governor Arnold Schwarzenegger.
Robert J. Gillette CEO, First Solar
“It is forwardthinking businesses such as First Solar that will help California reach its nation-leading greenhouse gas reduction and Renewable Portfolio Standard goals, as well as create the new green jobs that will help spur our economic recovery.” - California Governor Arnold
Prior to this assignment, Mr. Gillette had served as president and chief executive officer of Honeywell Transportation Systems Mr. Gillette holds a bachelor’s of science degree in Finance from Indiana University. Through his career, Mr. Gillette has developed a deep understanding of the successful management of a large global business. As chief executive officer of First Solar, Mr. 71
Schwarzenegger “Solar is the great untapped resource in California, and we are pleased to be part of this significant milestone for solar development in our state,” said Marc Ulrich, SCE vice president, Renewables and
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First Solar Inc.
Alternative Power. “Bringing this power to the grid helps SCE maintain its position as the nation’s leading utility for renewable energy.” “California, as it has in many arenas, is leading the way in encouraging large-scale clean energy sources,” said David Crane, NRG Energy President and CEO. “NRG, through our association with pioneers like First Solar and forward-thinking companies like SCE, seeks to help clean our air while stocking our country’s clean energy economic growth through commercial implementation of solar technology.” First Solar expanded its offerings in California in 2008. The Blythe plant is a model for First Solar’s future large-scale solar
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developments. “The development, project finance and construction of this solar plant demonstrate First Solar’s capabilities in utility scale projects,” said Bruce Sohn, president of First Solar. “With a three-month build-out, we are pleased to be bringing it online ahead of schedule.” Using First Solar’s industry-leading thin film PV panels that convert sunlight directly into electricity with no water consumption during operation, the Blythe plant will generate over 45,000 megawatt-hours of clean, affordable, sustainable electricity per year. This solar generation will avoid approximately 12,000 metric tons of carbon dioxide emissions annually - the equivalent of taking over 2,200 cars off the road.
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Corporate Profile
C.S.Energy Power performance at its best.
CS Technologies is playing a leading role in the development of renewable and low emission technology. Its targets for renewable generation and installed capacity have been revised in response to market conditions and the deferral of a carbon and emissions trading scheme. The Company’s renewable generation target has been revised from 500 megawatts to 300 megawatts due to uncertainty concerning a national carbon policy.
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C.S.Energy Emerging technologies for future generations The global focus on carbon emissions commands the Australian energy industry to shift its reliance on traditional generation methods, and drive the development of low emission and renewable generation. This will power economic growth and meet the community’s demand for a secure, reliable and cost-effective electricity supply. CS Energy has the most diversified portfolio of generation plant in the National Electricity Market. The Company has extensive experience and expertise in generation using fossil fuels, and has been instrumental in the Queensland energy industry’s move to low emission gas-fired generation. This experience and expertise positions CS Energy to be a leader in the commercialization of large scale cleaner, low emission and renewable generation technology. CS Energy recognizes that the commercialization of new energy solutions requires significant and timely investment in the research, development and testing of new technologies.
tackle climate change. The Callide Oxyfuel Project is a joint venture between CS Energy, the Australian Coal Association, Xstrata Coal, Schlumberger, and Japanese participants: JPower; Mitsui; and IHI Corporation. The project has also received financial support from the Australian, Queensland and Japanese governments. During 2009/2010, the Callide Oxyfuel Project moved into the detailed design and construction phase, making it one of the first clean coal technology projects in the world to move beyond the concept phase into construction. Major achievements have included the completion of the civil foundation work for the oxygen and carbon dioxide capture plants, erection of the main columns and most of the large equipment items on the two oxygen plants, and commencement of the oxyfuel retrofit work to the boiler.
Two major construction crews of up to 30 workers have been on-site since March 2010. The joint venture has maintained active involvement with its key stakeholders including the Queensland Government, the During 2009/2010, the Callide Oxyfuel Project moved Commonwealth Government and the into the detailed design and construction phase, Japanese Ministry for making it one of the first clean coal technology the Environment, Trade projects in the world to move beyond the concept and Industry (METI), and has hosted a number phase into construction. of delegations from overseas institutions and Commercialising low emission coal researchers. Callide Oxyfuel Project: A key activity in 2009/2010 was staff The $200 million Callide Oxyfuel Project participation in the first International Oxyfuel involves retrofitting a Callide A Power Conference held in Cottbus in Germany in Station unit with oxyfuel technology, to September 2009. The conference showcased enable carbon dioxide to be captured the recently commissioned thermal oxyfuel and stored underground and prove it can demonstration project based at Schwarze produce electricity from coal with almost Pumpe near Cottbus and provided an no emissions. The project is a flagship opportunity for the Callide Oxyfuel Project project of the Asia-Pacific Partnership on team to make a number of presentations on Clean Development and Climate, and is the project and plant design. an important step towards demonstrating practical and adaptable technology to help 75
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Corporate Profile
Investigating integrated renewables Kogan Creek Solar Boost Project: This year has been an exciting and eventful year for the Kogan Creek Solar Boost Project, with the Commonwealth government pledging $32 million towards the project from the Renewable Energy Demonstration Program. The Queensland Government also invested $35.4 million in the Company’s Carbon Reduction Program, allowing CS Energy to direct funds to the Kogan Creek Solar Boost Project. The project is now in the Front End Engineering Design phase which defines the construction and operational phases of the project. With an output of 44 megawatts during peak solar conditions, the project will provide up to 40,000 megawatt hours of additional electricity per year. This is enough electricity to power 5,000 homes.
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The project will augment the Kogan Creek A Power Station’s steam supply to increase the station’s electrical output and fuel efficiency. It will use compact linear Fresnel reflector technology to provide solar-produced steam, supplementing the conventional coal fired steam process. This solar addition will enable the Kogan Creek A Power Station to produce more electricity with the same amount of coal and reduce the power station’s greenhouse intensity. Each megawatt hour of electricity generated using the Kogan Creek Solar Boost Project will avoid carbon dioxide being emitted. At an estimated output of 40,000 megawatt hours, this is equivalent to taking 11,000 cars off the road every year
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C.S.Energy Kogan Creek Solar Thermal Power Station: CS Energy also partnered with two consortia in bids for Commonwealth Solar Flagships funding. The two bids, submitted by the Solar Flair Alliance and Wind Prospect CWP, have been shortlisted and are undergoing feasibility studies. The Solar Flair Alliance proposal uses solar thermal parabolic trough technology for a 150 megawatt station, while the Wind Prospect CWP proposal comprises a 250 megawatt plant powered by compact linear Fresnel reflector technology. Both proposals will be located in the vicinity of CS Energy’s existing Kogan Creek A Power Station.
At
algae to remove and biosequester carbon dioxide from the emissions of coal-fi red generation. This technology uses the carbon dioxide in a power station’s exhaust gases to feed and grow algae. The algae absorb the carbon dioxide and release oxygen.
Stratheden Joint Ventures
Metgasco Limited: CS Energy entered into the Stratheden Joint Venture with energy company, Metgasco Limited, in December 2006 to develop CSM fields near Casino in northern New South Wales. This project was undertaken in parallel with the development of CS Energy’s Swanbank F Power Project near Ipswich, and was intended an estimated output of 40,000 megawatt to provide a low cost fuel for hours, this is equivalent to taking 11,000 this proposed high efficiency, combined-cycle gas-fi red cars off the road every year ! power station.
Researching new technologies In addition to more mainstream carbon dioxide capture and storage solutions, CS Energy is also exploring alternative processes which have some natural synergies with electricity production. Mineralisation of carbon dioxide One technique involves the absorption and mineralization of carbon dioxide from a power station flue gas stream using fl y ash and waste water. CS Energy has been working with the Calera Corporation for almost 12 months on this technology application for its coal-fi red power stations at Callide and Kogan Creek and earlier this year, dispatched three tones of coal and fl ay ash to the Calera pilot facility in California for assessment. The process can yield a carbon negative building product that can be used as a replacement for aggregate materials in cement and other building materials. Using algae to capture carbon Another innovative, low emission technology that CS Energy is investigating is the use of 77
A review of the performance of CS Energy’s interest concluded that the gas supply was unlikely to be available within a timeframe to suit the Swanbank F Power Project. As a consequence, CS Energy sold its 15 per cent interest in these blocks back to Metgasco Limited. Kogan North Gas: CS Energy has been participating in the Kogan North Joint Venture Project with Australian CBM Pty Ltd, a 100 per cent owned subsidiary of Arrow Energy N.L. (in which Shell has since acquired an interest). CS Energy holds a 50 per cent interest in the joint venture. The joint venture was established in October 2004 to develop a CSM fi eld capable of producing four petajoules (PJ) per annum of gas over a 15 year term. The gas is delivered into the Roma to Brisbane Pipeline for use at Swanbank E Power Station. During 2009/2010, gas production in the Kogan North field increased to just short of the contractual level of four petajoules per annum due to drilling undertaken in the Taroom coal seam in the last quarter of 2009.
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C.S.Energy In 2010/2011, the joint venture will investigate ways to improve the economic viability of the field.
In 2010/2011, CS Energy will consider drilling two further wells within the Waggamba field.
Scotia Gas: More than 10 years ago, CS Energy entered into a gas sales agreement with Santos for the supply of natural gas from the Scotia field in West Queensland. This is one of the fuel sources for Swanbank E Power Station.
CEO’s Review:
Queensland Gas Company: CS Energy and Queensland Gas Company (QGC) signed a gas sales agreement in 2006 and, since then, QGC’s CSM gas has been supplying the Swanbank E Power Station. During 2009/2010, QGC has been working towards a final decision to invest in a liquefied natural gas (LNG) plant in Gladstone. Mosaic Gas: In March 2008, CS Energy signed a BuyerFunded Operations Agreement with Mosaic Oil to fund four initial wells at its Waggamba field development in South West Queensland. This fi eld is being developed to supply Swanbank E Power Station until 2013. The first well (Waggamba 4H) was drilled in April 2008 and has been successfully producing gas since that time. The second well (Waggamba 5H) was drilled in June 2008, but has experienced difficulties establishing a fl ow from the reservoir.
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The foundation of CS Energy’s business is to generate electricity safely, reliably and efficiently. The 2009/2010 financial year has been challenging, both in terms of the Company’s operating performance and the performance of the electricity market. Whilst there has been sound progress across the business, this improvement has largely been negated by some specific but significant areas of poor performance. The adverse market conditions are expected to continue for the next three to fi ve years. During this time, CS Energy will increase its focus on improving operating performance. To achieve this outcome and emerge from these challenges as a stronger Company requires the continued dedication, commitment and innovation of CS Energy’s people. The continued focus of our people on meeting the challenges of the current operating Environment, and the drive to provide the solutions to meet the challenges of the future, will ensure CS Energy generates electricity safely, reliably and efficiently in the future.
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Corporate Profile
The Bukhatir Group
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Bukhatir Group
Tunis Sports City
“Tunis Sports City, with its environmentally conscious design, innovation and architecture will surely set a benchmark for the real estate market in the region. Once fully developed, Tunis Sports City will become the new address for healthy living in Tunis by local Tunisians and foreigners alike,� -Paul Crosetta, CEO-International, Sports Cities International.
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Corporate Profile Located in the Lac de Tunis area in the northern suburbs of the Tunis city, Tunis Sports City will combine all the elements of luxury and entertainment for residents and visitors alike, integrating functionality with hospitality in an array of luxury residential towers, business centers, shopping malls, sports complexes, schools, hotels and sports clinics. The crowning jewel of the Tunis Sports City will no doubt be the 18 hole Golf Course, certified by the Professional Golfers’ Association (PGA) and designed by renowned golf course architect Peter Harradine. “We at Sport Cities International are delighted to enter this exciting new market, and are grateful to the Tunisian government for their confidence in us, lending their support and enabling our vision for Tunisia,” stated Mr. Abdul Rahman Bukhatir, Chairman, Bukhatir Group.
Crosetta also specified that the overwhelming majority of bookings have come from Algerian, Tunisian and Libyan nationals but that the properties in TSC would be offered as 100% freehold property for interested expats.
“This is definitely a great time to invest in North Africa. The region has remained unaffected by the global crisis and continues to prosper, particularly in the areas of tourism and real estate.”
“This is definitely a great time to invest in North Africa. The region has remained unaffected by the global crisis and continues to prosper, particularly in the areas of tourism and real estate. The Bukhatir Group is a highly diversified conglomerate and this project is certainly aligned with our overall vision”, added Mr. Bukhatir. The first phase of the Tunis Sports City started its booking launch with “Cedar”, a premium residential golfing community, spread over 13 hectares. The Cedar community consists of a vibrant mix of 8 high-rise apartment buildings, 73 standard and grand villas, as well as 4 blocks of low-rise luxury residences; all with spectacular golf course and garden views and well-planned infrastructure and community & recreational facilities. Penthouse apartments feature private gardens and spacious swimming pools.
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“On July 10, 2009 Cedar launched its first luxury tower, Burj Almasa, a G+15 residential building of approximately 310,000 square feet. Within the first week of launch, there has been over 90% active bookings and continuing overwhelming response.” said Mr. Paul Crosetta, CEO-International, Sports Cities International.
-Mr. Abdul Rahman Bukhatir, Chairman, Bukhatir Group The city’s Sports District will comprise stateof-the-art facilities built to the meticulous specifications of international sports bodies and will host academies for a wide range of sports including swimming, track and field, volleyball, and football, among others. The aim here is to not only cultivate national sports heroes but also help the development of active and healthy youth in general through grass-roots programs that will encourage broad participation in all types of sports. “Tunis Sports City, with its environmentally conscious design, innovation and architecture will surely set a benchmark for the real estate market in the region. Once fully developed, Tunis Sports City will become the new address for healthy living in Tunis by local Tunisians and foreigners alike,” said Mr Paul Crosetta, CEO- International, Sports Cities International.
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Bukhatir Group To help promote an active and participating lifestyle and to ensure the sound development of world-class athletes, the Tunis Sports City has signed agreements with several international institutes and sports clubs such as Olympique de Marseille and the American Swimming Coaches Association (ASCA) to oversee the sports academies. “We have a vision of positively impacting individuals, communities and nations internationally by bringing them together through the activity of sport, cultivating economic opportunity and promoting human development”, added Mr Crosetta. Once the project is complete in 2025, TSC will boast the largest retail shopping centre in North Africa, extensive outdoor social space and groundbreaking hospitality and medical facilities but, for the time being, any retail space included will be just enough to
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support Phase 1 residents. While all of the Phase 1 buildings promise eco-friendliness in accordance with international architecture standards, how that translates into actual figures has yet to be determined. “We’ve been working with the Tunisian government to meet the highest standards of environmental friendliness,” explains Victor Shenoda, general manager of design and urban planning for SCI. “We’ll definitely go with LEED but whether that means LEED Platinum of Gold or Silver has not been decided for Cedar. Right now, we’re just focusing on minimising energy consumption as effectively as possible.”
What the future holds While the massive mixed-use typology has become the norm in several Middle Eastern countries, TSC is breaking the mould in
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Bukhatir Group
Tunisia—and with the role of trailblazer come challenges. “This is a new concept in Tunisia,” explains Crosetta. “We’ve been working with the public and private sectors on different things. It has been difficult but now we’ve got banks partnering with us to provide financing to investors—which is rare.”
Not only are Bukhatir Group and SCI confident about building their fourth Sports City in Tunisia, they are strongly considering other locations for their fifth, with other development opportunities currently under consideration in Sri Lanka, South Africa, Morocco, India and Vietnam by management at Sport Cities International.
The first of the residential towers in TSC is aimed for completion by 2012. The signature 18-hole golf course, which is currently being graded, will be built simultaneously and should begin taking tee times around the 2012 date as well. Despite questions about the feasibility of investing in a project of this size during these financial times, the Bukhatir Group is unfazed. Citing a report from the IMF regarding the best and most stable places to invest in 2009, SCI staff are quick to point out Tunisia’s #2 ranking.
“We’ve been working with the Tunisian government to meet the highest standards of environmental friendliness,” -Victor Shenoda, G.M of Design and Urban Planning, SCI
“We’re looking to role out the model of TSC in other countries in Africa and Southeast Asia,” - Paul Crosetta
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The WOW
! Quotient
World’s Largest Underground City Montreal’s RESO, Canada
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Underground City; Montreal, Canada
RÉSO
Montreal, Canada’s second largest city and Quebec’s largest, is also the world’s largest underground complex in the world. Also known as the indoor city, a significant part of Montreal consists of a network of interconnected complexes underground. Since the climate in Canada in winter does not permit easy movement in the city overground, they have developed the entire concept of The concept of Underground City has come about because during winter movement becomes restricted in Montreal with extremely low temperatures. The Underground City allows people to move around comfortably irrespective of the kind of climate. It is estimated that over 500,000 people use the underground city in winter everyday. Between 1984 and 1992, the underground city expanded, with the construction of three major linked shopping centres in the Peel and McGill metro station areas: Cours Mont-Royal, Place Montréal-Trust, and the Promenades Cathedral.
Since Montreal has both, an overground city complex as well as an underground city complex, it is popularly known as “Double Decker City” or “Two Cities in One”. Underground Streets in the form of Tunnels Interconnections between different underground complexes, which above ground would’ve been achieved through streets, have been achieved through the construction of technically and architecturally sound tunnels, with air-conditioning and good lighting to create a comfortable aesthetically pleasing environment. Narrow tunnels serve as a wide passage for people to pass through, while wider tunnels bear shops on either side. 89
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The
WOW ! Quotient
A wide range of uses... The various kinds of complexes connected through tunnels include shopping malls, apartment buildings, hotels, condominiums, banks, offices, museums, universities, seven metro stations, two commuter train stations, a regional bus terminal and the Bell Centre amphitheatre and arena. Access 120 exterior access points have been provided to the underground city to enable easy accessibility of the complex. Each access point is an entry point to one of 60 residential or commercial complexes comprising 3.6 km2 (1.4 sq mi) of floor space, including 80% of all office space and 35% of all commercial space in downtown Montreal.
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Development of the Montreal’s Underground City Mega-projects added to the size throughout the 1990s, including Le 1000 De La Gauchetière, the tallest building in Montreal, Le 1250 René-Lévesque and the Montreal World Trade Centre. These trade centres have a connection to the underground city as a selling point for their office space which is why they have a secondary commercial sector. The construction of a tunnel between Eaton Centre and Place Ville-Marie consolidated the two central halves of the underground city. The construction of the Bell (originally Molson) Centre connected Lucien-L’Allier metro station to the underground city, alongwith the replacement of Windsor Station with the new Gare Lucien-L’Allier commuter train station. Finally, in 2003, the complete redevelopment of the Quartier international de Montreal consolidated several segments of the central underground city with continuous pedestrian corridors.
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Industry Events and Tradeshows
Construction BUDMA-International Construction Fair : 11-JAN-11 to 14-JAN-11 Venue: Poznan International Fair Grounds, Poznan, Poland International Builders Show : 12-JAN-11 to 15-JAN-11 Venue: TBA, Orlando, Florida, United States Of America Seattle, Washington Remodeling Expo : 14-JAN-11 to 16-JAN-11 Venue: Washington State Convention & Trade Center-Seattle, Seattle, Washington, United States Of America Haus+ Bau Donaueshingen : 14-JAN-11 to 16-JAN-11 Venue: Donauhalle, Donaueschingen, Baden-Wurttemberg, Germany Haus : 14-JAN-11 to 16-JAN-11 Venue: Bad Salzuflen Messe Zentrum, Bad Salzuflen, Nordrhein-Westfalen, Germany Doors & Windows Technology International Exhibition : 17-JAN-11 to 20-JAN-11 Venue: Tehran Permanent Fair Ground, Tehran, Iran Construction & Architecture : 18-JAN-11 to 21-JAN-11 Venue: Siberia International Exhibition Business Centre, Krasnoyarsk, Russia Utility Construction Expo : 18-JAN-11 to 21-JAN-11 Venue: TBA, Caguas, Puerto Rico
Manufacturing Silicon Valley International Auto Show : 06-JAN-11 to 09-JAN-11 Venue: San Jose McEnery Convention Center, San Jose, California, United States Of America International Auto Show : 06-JAN-11 to 09-JAN-11 Venue: Palace Grounds, Bengaluru, Karnataka, India Calgary Motorcycle Show : 07-JAN-11 to 09-JAN-11 Venue: Stampede Park BMO Centre, Calgary, Alberta, Canada
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Jan 2011 AutoZum Salzburg : 12-JAN-11 to 15-JAN-11 Venue: Salzburg Exhibition Centre, Salzburg, Austria Autosport International-The Racing Car Show : 13-JAN-11 to 16-JAN-11 Venue: National Exhibition Centre, Birmingham, England, United Kingdom Bike Expo-Italy : 14-JAN-11 to 16-JAN-11 Venue: Padova Fiere, Padova, Veneto, Italy The Vibrant Gujarat Global Manufacturing & Technology show : 10-JAN-11 to 13-JAN11 Venue: Mahatma Mandir, Gandhinagar, Gujarat, India
MicroTech JAPAN : 19-JAN-11 to 21-JAN-11 Venue: Tokyo International Exhibition Center (Tokyo Big Sight), Tokyo, Japan GARMENTECH BANGLADESH : 12-JAN-11 to 15-JAN-11 Venue: Bangabandhu International Conference Centre, Dhaka, Bangladesh Steel Fab : 17-JAN-11 to 20-JAN-11 Venue: Sharjah Expo Centre, Sharjah, United Arab Emirates
Food & Beverages Speciality & Fine Food Fair Malaysia : 07-JAN-11 to 09-JAN-11 Venue: Mid Valley Exhibition Centre, Kuala Lumpur, Malaysia Kuwait Food Show : 13-JAN-11 to 19-JAN-11 Venue: Kuwait International Fair Ground, Kuwait Confitexpo Exports : 19-JAN-11 to 20-JAN-11 Venue: Los Angeles Convention Center, Los Angeles, California, United States Of America Bread & Butter Berlin : 19-JAN-11 to 21-JAN-11 Venue: Berlin Tempelhof Airport, Berlin, Germany Sulaymaniah Food Expo : 19-JAN-11 to 22-JAN-11 Venue: Sulaymaniah Expo Center, As-Sulaymaniyah, Iraq
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Industry Events and Tradeshows
Boston Wine Show : 22-JAN-11 to 23-JAN-11 Venue: Seaport World Trade Center, Boston, Massachusetts, United States Of America Scotland Speciality Food Show : 23-JAN-11 to 25-JAN-11 Venue: Scottish Exhibition & Conference Center(SECC), Glasgow, Scotland, United Kingdom Swiss Exhibition for Bakery, Confectionery and Confisery : 23-JAN-11 to 27-JAN-11 Venue: Tampereen Messu, Tampere, Finland TASTE : 27-JAN-11 to 29-JAN-11 Venue: Bombay Exhibition Centre(BEC), Mumbai, Maharashtra, India Expo Drink : 27-JAN-11 to 30-JAN-11 Venue: ROMEXPO Exhibitions Centre, Bucharest, Ilfov, Romania
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