business model explain africa pmo july 2015

Presentation/ explanation to GVD Jéhan Krüger : November 2014

INTERNATIONAL BUSINESS MODEL

Presentation: AFRICA PMO

The information in this document is strictly confidential and is the intellectual property of GLP Van Deventer and service providers South Africa.



The business model described and explained on the following pages started out with an emphasis on projects – large, civil infrastructure development projects in Africa. From packaging and raising finance to the delivery of turn-key project models. The small number of individuals grew until today we are six directors/shareholders who are driving the development of a business model that has grown and expanded way beyond mere project / program management.

Although projects still lie at the heart, various other businesses offer strategic synergies. However, each business is also capable of operating independently and on its own, unlocking opportunities in the free market. Each business enterprise is listed on slide 3 & 4, and its impact on one another is explained in Slide 6.

The business arenas include both Africa and Europe. The reasons for this, and the choice of location (Austria) is explained.

Each individual brings with him significant knowledge, experience and practical expertise. Put together, it allows for a business constellation that is trusted to deliver much more than the separate efforts of each one would be capable of.

The individuals are:

Gerhardt van Deventer: corporate experience in marketing, IT, real estate, project packaging and infrastructure development, asset management, strong networks in relevant fields

Desmond van Deventer: commodity trading, marketing and salesmanship

Drikus Greyling: IT, systems integration (large and complex projects/corporations)

Jannie Stander: IT, systems integration (large and complex projects/corporations)

Jehan Kruger: corporate experience in business management, strategic planning, marketing, project management; knows Africa well, trading and entrepreneurial experience, strong networks in relevant fields, also abroad and including GVD with his own networks

Introduction and general orientation



Why international? Why not (only) South Africa?

CRITICAL FACTOR:

Certainty of access to projects in Africa. This makes a presence in South Africa (as a

political and economic power-house of Africa) essential.

But, African states, will only accept interference from “big guys” when actively

involved themselves. This makes a presence essential in every project country. This in itself requires a multinational presence.

“wear an African hat to be involved in Africa”

CRITICAL FACTOR:

Certainty of access to int’l development agencies, and best global access to funding, insurance, and advanced

infrastructural/technical goods suppliers. This makes a presence in Europe (and USA,

Australia, Asia, etc) essential

“wear a European hat to be regarded as equal partner amongst first world

nations”



Austria is a permanently neutral country It is a true first world country. Suppliers of hi-tech, environmentally friendly and/or innovative technologies and products abound Essential for the operational model, especially re. modern infrastructural development projects across Africa

Austria has central location and easy access to major economic zones especially in Austria, Germany, Italy, Switzerland and other EU countries

vastly more difficult and complicated to arrange access, agencies and/or joint ventures with such suppliers from SA

Sourcing relevant products in Europe and supplying directly to projects on African continent is straightforward and cost effective in comparison to doing same from SA (import/re-export, taxes and duties, financial transactions, etc greatly complicate matters)

EU, int’l and & country aid money and grants are easier to obtain being based at source in Europe Project insurance is arguably better arranged and more comprehensive in AT vs SA Better to exercise/exert influence on funder payments (IMF, World Bank, DBSA, etc) from Austrian HQ. The “profile” of being an European company is regarded in a better light by fellow European companies and

institutions Many African countries has negative view of SA Profitability will be enhanced, both from more streamlined cost control, higher productivity, and lower company

tax/dividend rates in Austria than SA (note – Austria is NOT regarded nor listed as a tax shelter or tax haven! Retained profits are protected from the ravages of severe devaluation of the SA Rand, especially important in the

long run.

Organisational structure

Why Europe? Why Austria in particular?



Value offering

Interconnected, internationally networked. An organisational structure that supports visionary strategy.

Rooted in Africa, close enough to its heartbeat, its vibe, with “ears close to the ground”. Understanding the needs, wants and desires of Africa and African peoples. Being represented in present day “engine rooms” across the continent, knowing what is happening, or what is on the drawing boards and boardroom tables. Vitally important strategic information.

Seated in Europe. Close to global players, funders and stakeholders. A sophisticated, first-world player. A vital portal which offers secure linkages between the interests and opportunities offered on the African continent, and those international companies looking for investment and development opportunities in Africa.

Holding company and seven operating companies, each with specific business focus, yet established for each other to significantly enhance and compliment one another in the areas of deliberate overlap. Coherently unified by a holding company

Brilliantly conceived and positioned to assist even the largest and most autonomous project developers and the parties (public or private) that offer the projects. Far too many projects never come off the ground, or fail, due to losing sight and control of the innumerable linkages.

Our RI DevCo & PMO offering is to centralise and control the entire process – from initiation and setup, raising finance and fund management (via SFF),through roll-out phases until exit strategy and post-project termination formalities for entire projects – with involvement of all stakeholders in steering and other consortium committees. This program management office (PMO) manages / interacts with all stakeholders (clients, professional and specialist services providers, developers and contractors, funders, auditors, etc) and their interests via a central hub. Stakeholders have transparent 24/7 access to vital information and progress via a corporate integrated IT-MIS dashboard (supplied by SM). Intelligence networks of contracted Focus-Africa monitor, evaluate and manage risks 24/7. Meanwhile SA manages facilities and assets professionally during the project. Best practice and good governance are core values, while further security and peace of mind is guaranteed through independent “watch dogs” (e.g. external auditors, fund managers, insurers, etc.), and in-house/contracted QA and PM “watchdogs” oversee the professional services of appointed quantity surveyors (QA), contract engineers (CE) and project managers (PM)

Int’l trading and distribution agencies, particularly of strategic technologies, equipment and goods as required in projects are secured by a sister company (VS), whilst a commodity trading desk (GC) adds additional value, in its own right, but also regarding commodities essential to project delivery. After completion of projects the sister company (SA) takes care of asset management – managing rental and occupation contracts, and also commissions, maintenance contracts or royalties.

All of these services are also available to 3rd.parties. The next slide gives a graphic view of major interactions.



SH GmbH (Austria)

PROJECTS DISTRIB. NETWORK COMMODITIES ASSET MGT MISFUNDING/FINANCE

SFF GmbH(100% subsidiary)

RI GmbH(100% subsidiary)

VS GmbH(100% subsidiary)

GC GmbH(100% subsidiary)

SA GmbH(100% subsidiary)

SM GmbH(100% subsidiary)

Organisational structure – the model, matrix & interrelationships

Executive Directors Contributing Director(s)

Shareholders

1-2 (Financial / Legal / Business Admin DG DvD GvD JK JS SMcH

External Directors(non-exec Austrian)

Cobus (interested ?)

✓ ✓ (available) XShareholding Shareholders

NOTE: The intended names of the companies are abbreviated because the names are not yet registered



Companies & Offices in Austria

HQ / Holding 100% Subsidiaries

GC

RI

SMW

VS

SA

SH(Holding Company)

SFF

Primary focus on civil construction and infrastructure development projects in Africa. It is at the head of projects, acting as the development company (DevCo) as well as controlling the entire program & project management (PMO) for own and 3rd.party projects

Primary focus is on independent, global commodity trading (energy, oil/fuel, mining & minerals, building materials, food, etc). It also supports DevCo/PMO by supplying building commodities to own and 3rd.party projects

Primary focus is on African trading & distribution agencies for specialised products, equipment and technologies (Europe, USA, Asia). Projects of the DevCo/PMO and 3rd.parties are the main focus

Primary focus is to integrate multiple business computer software programs into a unified IT-MIS solution with a 24/7 ‘dashboard’ available to all stakeholders. (IT = information technology)/ MIS = management information system). This is absolutely vital for complicated projects. A service provider to all subsidiaries as well as 3rd.parties.

Primary focus on raising project finance, equity or venture capital, and managing funds on behalf of own or 3rd.party projects and other business ventures. Becoming the “bank” for own business operations

NOTE: Operations are underway with MetaWeave Consulting (Pty) Ltd in South Africa. It will in due course be incorporated as a subsidiary of the Austrian holding company.

SH, the Austrian holding company will initially be an operational company with operating divisions / profit centres preceding the formation of respective subsidiaries, step-by-step.

MWC

Company in South Africa

Primary focus on managing facilities and assets. Vital for optimising the balance sheet of devco’s during roll-out of projects. Key to securing post-project rental and maintenance contracts, equity and royalties. A service provider to all subsidiaries

Simplified business structure



Team: concept, pre-feasibility, design

‘regular’ int’l distribution

INT’ TRADING Co

Funder(s)

COMMODITIES Co

Int’l trading / brokering(independent from PMO)

Infrastructure –rental, maintenance Contracts, royalties,commissions

Post-project asset mgmt

civil & construction materials(Steel, cement, bitumen, glass, fuel, energy, etc)

SLA

Free market asset mgmt

Group assets

SLA

SPV

Civil, logistics, rail, road, dry ports, power generation, building (housing,

business parks, hospitals, etc), mining, manufacturing, agriculture & food

processing, local beneficiation, etc.

ASSET/FACIL. MGT Co

SLA

Insurers, sec/risk mgt Fund Manager(s)

Legal & reg./conv. Audit (ext.)

INTEGRATED MANAGEMENT INFO DASHBOARD

HOLDING Co.

MWC DevCo PMO IT-Integr. Co

IT / MIS (integr.)

SPV DevCo PMO)PM + QS Watchdogs

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Project Management (ext. pref SP)

Specialist Architects (pref. SP)

Specialist Consulting Engineers(civil, mechanical, electrical, industrial)

Specialist CE / QS (pref. SP)

Building & Construction contractors and subcontractors

Executing Engineers(civil, mechanical, electrical, industrial)

Logistics & WH Mgr (pref. SP)

Land Surv. Geotechnical, Twn Planner, etc

ESIA, SEIA & Bankability Spec. pSP

SECURITY, RISK & INTELLIGENCE MANAGEMENT

Water installations, pumps, purification & supplies, pipes (various)

(CRC-Evans, Voestalpine, Enhanced Strat,)

building & construction technologies(Variant House > Eco-Built, EcoTech, EcoBuild)

welding consumables, gas, equipment, fabrication, hard facing

(Fileur & various EU via Afri-Arc/RSAW)

access control, CCTV & security systems(Regal & Spectrum via Prism Security)

equipment & appliances(various European agencies)

Integrated ‘dashboard’ system forEDP / MIS / IT / Networks

(Metaweave)

energy / power generation(Rosch > RAM, Himin, MRP-Energy, MegaCell,

Ener-Eco, Talesun, aeolian, geothermal, hydro,)

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Fin & Fund Co

Integrated & complimentary structures and resultant synergies

* SLA = service level agreement



PROJECTS



Lowering the cost of technology and product supply to African countries.

Expanding access to funding, financing, grants and donations, and insurance.

Improving sector planning and utility performance. World Bank is strengthening its efforts to leverage

financing within the World Bank Group, donors and private sector partners

The World Bank is facilitating a collective focus on key, large-scale transformative projects across multi-country borders

All stakeholders (including government, private investors, donors, and international financial institutions) must come together to scale up finance, raise the capacity for project preparation / packaging, execution, and improve the investment climate.

Facilitating commodities trading platforms African economies continue to grow faster than the global

average Over the past four years Ethiopia, Malawi, Mozambique,

Rwanda, Tanzania, Zambia, Zimbabwe and Uganda grew at 7 percent or higher

Estimated population in Africa 2 billion people by 2050 Growth is driven by mining, energy, agriculture, declining

inflation, improved access to credit, lower interest rates, increase investment flows and incomes.

Electricity demand quadruples in EAPP with growth 5.8 percent per year, (2013-38), doubles in SAPP with growth 4.3 percent per year (2005-25). Source: World Bank - Africa Development Indicators

World Bank strategic focus areas



PMO/DevCo: Conceptual positioning, linkages and alignment

RI

(DevCo / PMO)

Risk Assessment

Policies & Procedures

System & Process Controls

Funding Management

Project Delivery

Management

Project Tracking

Finance & Accounting Processing

Reporting

Steering Committee

Legal

Audit

the hub - each and every aspect of a project, from conception until closure, and beyond!

Political support

Socio economics

Social framework

Stakeholder participation

Technology framework

Cross-border arrangements

Corridor authority

Infrastructure

Natural resources

Regulatory environment

Economical support

Stakeholder structure

Business case & linkages

Country linkages

Skills & Tech capacity

Risk framework MIS

24/7

da

shb

oa

rd tra

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are

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RISK & INTELLIGENCE MANAGEMENT

INTERNAL ENVIRONMENT EXTERNAL ENVIRONMENT



PMO & in-house funding structures & interrelationships with stakeholders

RI (DevCo /PMO)(HQ, Austria)

SH(HQ, Austria)

International Funder

(HQ, USA)

African Stakeholder(s)(African Country – Project specific)

DevCo SPV – PMO (project lifetime)(Waterkloof)

eguity / shareholding in SPV-PMO

similar arrangement

funder

RI &SFF

JV in DevCo / PMO)

% % %

%

Project “owner”e.g. if 3rd.party

%

permanent PMO

JV in DevCo / PMO)

SPV = “special purpose vehicle”, the industry terminology for a dedicated new development company that is established for the express purpose to manage the project in the relevant country. At the end of the project the company is wound up and deregistered.


INTERNATIONAL BUSINESS MODELS

P /

SLA

/ J

V /

SP

V

Funder

Fund Mgr

Audit

Legal

Austrian PMO (50 – 100%)

Project Management : MM-PDNA (preferred technical SP)

S Metaweave (MIS Dashboard)

Post-project Asset ManagementInfrastructure –rental,

maintenance contracts, commissions, royalties

✓✓

Primary Client

Stakeholder

Stakeholder

PMO / SPV organogram / matrix

Steering Committee

Stakeholder(s) (10-50%)

MANDATE

Stakeholder support structures


Sub-projects

Ass

et M

anag

emen

t

Appraisal & Definitiona. Client Req; Brief; Parameters of Projectb. Statutory Requirementsc. Budget / Cost Estimated. Preliminary Project Milestones

Design Concepta. Appointment of Consultantsb. Broad Outline Design Conceptc. Technical & Functional Characteristic of Projectd. Preliminary Project Budgete. Preliminary Project Construction Programmef. Preliminary Project Cash Flow Forecastg. Consultants Development Programme

Design Developmenta. Review Design with relevant Authorities.b. Project Design Developmentc. Co-ordinate work designed by Consultants

Technical Documentationa. Obtain Approval from relevant Authoritiesb. Select Contractor and Specialistsc. Prepare Construction Documentationd. Co-ordinate Consultants Designe. Review Cost of Work in relation to Budgetf. Prepare Tender Documentationg. Adjudication of Tender Reportsh. Appointment of Main & Other Contracts

Contract Administrationa. Site Handoverb. Close out and Finalise all Contracts

Damco (Import, Logistics/w’housing)

Pieter Kotze / Q3. (CE/QS watchdog)

Focus Africa & Ass. (Risk & Security)



Funder

Fund Mgr (in future SFF)

Audit (e.g. Deloitte)

Legal

RI GmbH (50 – 100%)

Mott MacDonald PDNA - Project Management

Post-project Asset ManagementInfrastructure –rental,

maintenance contracts, commissions, royalties

✓✓

Primary Client

Stakeholder

Stakeholder

Steering Committee

Stakeholder(s) (10-50%)

MANDATE



Sub-projects

Ass

et M

anag

emen

t

PMO / SPV : Proposed strategic alliances and preferred Professional Service Providers

Focus Africa & Ass.(risk & intelligence mgt,

spec. security, HSE

Mott MacD – PDNAESIA, SEIA, bankability,

De LeeuwQS / CE

Boogertman & Ass.Architects

Damco Maersk in/exports, shipping

logistics & w’house mgt

VariousConsulting Engineers

Pieter Kotze (Q3)PM & QS/CE watchdog

MetaWeaveIT-MIS integr. dashboard



Project sector focus

Logistics corridor development nodes Logistics & transport parks, industrial infrastructure dry ports and terminals, transport infrastructure Clean energy to support infrastructure developments

Mining mines, refineries (incl. access to minerals, raw materials)

Infrastructure Power / energy provision, electrical installations Petrochemical, oil & gas Water works: dams, pipelines and pump stations -

potable water, sewerage Communication networks Hi/new technology projects Industrial parks, factories & processing plants Agricultural processing hubs and infrastructure

development Health:

hospitals & clinics Buildings

mass-housing schemes, urban development, inner city redevelopment

Education: schools, colleges & university campuses, hostels, student housing



Countries in theEastern AfricaPower Pool (EAPP)andSouthern AfricanPower Pool (SAPP)

Major existing and planned transmission lines

East & Southern Africa Clean Energy Corridor: development opportunities



Business case development stage

RISK & INTELLIGENCE MANAGEMENT MANAGEMENT INFO DASHBOARD



Feasibility Project Team (FPT) Project Team / Client SPV (DevCo) OpsCo

3 – 6 months 6 - 12 months variable ongoing

ConceptPhase

FeasibilityPhase

PullForward

Project InitiationPhase

Phase 1: Development (short

– medium term •Secure investment •Finalise agreements •Establish SPV •Constitute project

Possible delays •EIA, WUL, Geo-tech, Traffic Impact Study & Re-zoning

Project development

Operational Management &

Future Development



Certainty Country & Projects

Projects:

TZ (dry port) – select services, not PMO

NAM (a. hospital, b. housing

MZ ( 2b mining – hospital & housing)

DRC (mining – power generation, roads, agri)

SA (metro grants)

1

1

2

2

BOT (metro city-centre revamp)

LE (water scheme’s housing resettlement)

ZIM (MZWP – pipeline, growth centres)

ANG (Industrial park)

SA (Rustenburg logistics, industrial & retail hub)

3

4

4

5

5

Ghana (power station)3

ZAM (Logistics & Industrial Park)1

MZ (Logistics & Industrial Park)1SA (power station)2

2

NAM (power station)2

BOT (Logistics & Industrial Park, b. metro revamp)2

CAM (university - campus & residences)3

SWA (power station, university campus) 3



ASSET MANAGEMENT



Asset management

• Balance Sheet Optimisation• Risk Mitigation and change management• Life Cycle management• Contract and SLA management (including Legal)• Continuous verification of

• Completeness• Ownership• Valuation• Existence

• Disaster recovery management (insurance and safe keeping of documents)

• Balance Sheet Optimisation• Risk Mitigation and change management• Life Cycle management• Contract and SLA management (including Legal)• Continuous verification of

• Completeness• Ownership• Valuation• Existence

• Disaster recovery management (insurance and safe keeping of documents)

Existing Assets

New Assets

Advisory Result In



Whole of life asset planning process

Asset management



Asset management

Intelligence

Insight

Validation

PMO



Asset Management Reporting & Analysis

Asset management

The Asset Management Plan provides significant detail for each asset life plan or scenario plan to produce:

Maintenance and capital asset budgets linked to asset utilisation and/or service

Requirements Portfolio or individual asset maintenance costs Detailed maintenance and capital works program

Maintenance contract work packages Future condition assessment schedules for major plant and equipment Analysis of environmental and operational impacts on asset life and asset costs Analysis of asset criticality, current condition and risk to business Analysis of renewal – vs. – replacement strategies.



Integration with existing CMMS system

Asset management



FINANCIAL & FUNDING



At present the process of raising project finance is handled by intermediaries. They do initial screening, due diligence and select the best financier / equity partner for the type of project or business venture.

They are typically receiving 1-2% of the total value as a commission or “raising fee”

MetaWeave Consulting (in future SH) already have a number of projects awarded, on condition of being able to raise the necessary finance. We expect a continuous flow of infrastructure development projects in future, thus it makes sense to establish our own company to act as intermediary between financiers/funders and our own projects, or those of 3rd.parties, or even to capitalize business initiatives in sister companies. By doing this the “raising fee / commission” will accrue to a SH subsidiary, and based on the number of projects/ transactions the amount will be substantial.

Note that this company is NOT going to be a bank.

At this stage we have 3 potential project funders – USA, UK and Australia. Apart from these three, we have middle-eastern banks willing to finance projects (but lending conditions are not acceptable)

A normal problem is to secure finance prior to proving bankable feasibility through the stages of conception, appraisal and definition, design and pre-feasibility. (once the project is bankable “everyone” is willing to lend money). The developer is expected to do these at his own risk and expense. However, a number of financiers is also willing to finance these stages as an equity partner, usually with an exit strategy once the developer is in a position to repay or buy out the equity.

We have 4 potential “equity partners” for the stages of conception up to proving bankability.

Finance & Funding



Feasibility study: overview of approach

Finance & Funding



Finance & Funding

Process of raising project finance



PROJECT RISK MANAGEMENT &

SECURITY



Business development in high-risk countries

Risk management & Security

KEY PERFORMANCE INDICATORS

“Without measurable goals, how do you measure success?”

Clients need to know that political and security risk management contributes to corporate strategy, stabilisation of operations and minimises exposure to loss. This requires specific objectives, supported by clear policies, standard operating procedures (SOP’s), as well as regular auditing and re-evaluation of the effectiveness of service-delivery.

Typical key performance indicators:

Compliance with the international and local regulatory environment, industry standards and service level agreements.Regular testing of policies and SOP’s to assess effectiveness.Analysis of data that impacts on asset protection (“risk register”).Feedback from major stakeholders on performance and cost-effectiveness.

The logos, information, and illustrations on this and the following pages is the IP of Focus Africa. It is used with permission in order to illustrate their role in positioning the DevCo/PMO model as an integrated and strategic collective service offering. It is stressed that Focus Africa always remains an independent entity, and its “affiliation” with SH and/or subsidiaries will always be via specific Service Level Agreements



Risk management

Country Risk Assessment

Focus on the political and macro-economic factors that may impact on the proposed operations of the client in a geographical region and/or country. Aspects covered include, but are not limited to:

Analysis of the political and macro-economic environment;Profile of the key individuals and organisations the client may have to deal with;Rule of law and property rights;Transparency and corruption;Structuring local participation;Reputational risk;Financial standing;Corporate social responsibility programme.

Physical Site Assessment

Grass-roots study of the local operating environment and related security risks, including:

The local political and economic environment (local who’s who);Organised criminal activity in the area;Law enforcement environment;Communications;Physical security-perimeter, access and egress control etc;Logistical supply lines;Policies and procedures;Cultural awareness;Crisis management.





Specialised security services

SECURITY MANAGEMENT

Focus Africa provides an array of skilled security managers who have the ability to consider all of an organisation’s assets and all potential hazards (both natural and man-made). By making use of Focus Africa’s services, the security function of the organisation will take the lead on some matters and play a supporting role in others. This approach helps ensure that the security function is, and is seen to be, a value-adding element of the organisation.

By deploying a Focus Africa consultant or manager at your location, you will have a dedicated and experienced person looking after all your security needs. The consultant will be supported by Focus Africa’s South African offices on a 24-hour basis with regards to strategic, tactical, operational, logistical and administrative issues.

The Focus Africa Security Manager will produce a detailed security plan that will be presented to the client for approval:

Creating an Information Management Plan (IMP) to support incumbent security efforts;Setting up of a Joint Operations Centre (JOC);Planning how to best protect key installations;Establishing areas of vulnerability;Identifying areas of hostility amongst the local communities;Carrying out detailed and localised risk assessments;Establishing likely manning levels and equipment requirements to allow for the provision of effective security planning;Selecting and screening of personnel, contractors and sub contractors;Developing Standard Operating Procedures as a set of instructions or steps to complete a project safely with no adverse impact on the environment and in a way that maximises operational and production requirements;Providing crisis management to an organisation which deals with major, unpredictable events that threaten to harm the organisation, its stakeholders or the general public.Professional protection of corporate assets entails the appropriate mix of physical, procedural and electronic security measures, equal to the value of the assets being protected. This creates an effective in-depth asset protection programme.




Specialised security services

EXECUTIVE PROTECTION

In the corporate world, Executive Protection is a business measure taken to preserve the organisation. It is not a prerequisite designed to pamper senior management, it is in certain high-risk environments an absolute necessity in order for the company to operate and to maintain confidence among employees, customers, and investors. Even an attack that causes no serious injury can bring unflattering attention to an organisation and raise questions about its competence and preparedness.

In circumstances where the general risk level is elevated, Executive Protection enables executives to concentrate on their business.

POLICIES & PROCEDURES

In todays litigious business environment, where major employers are deemed desirable targets for lawsuits, the existence or absence of a written policy can be a significant factor in the final outcome.

For over a decade Focus Africa has developed policies and procedures for a broad range of corporate clients operating in high-risk political and security environments.

Experience is important in determining the level and sophistication necessary to guarantee consistency in performance, reduction of decision-making time, enhancement of controls and provision of objective performance evaluation.



CRISIS MANAGEMENT

Too often, companies make the mistake of waiting until a crisis occurs to plan a reaction. This gives the company the smallest chance of surviving the crisis without damage. The company that is prepared has the greatest chance to weather the crisis unharmed.

A Focus Africa implemented crisis management plan is designed to provide guidelines for a practical communications system that can be adapted to any crisis situation. This plan is a working document – continually updated as the industry, the environment and the company evolve.

The crisis management plan forms part of an overall safety and emergency preparedness plan and is a standard part of the organisation’s overall strategic planning process. As important as it is in dealing with the facts of any emergency situation, the organisation should also deal with perceptions – what the public think happened.




Health, Safety & Environmental ManagementFocus Africa Health, Safety and Environment (HSE) management provides qualified professionals to deal with the health and safety of employees. Accidents may have disastrous consequences for employees, bystanders and your organisation. Our HSE professionals provide coordination and monitoring that ensure the health and safety of your workers and compliance with international and local HSE regulations.

Focus Africa HSE personnel will;

Suggest proactive measurements to prevent accidents;Draft health and safety plans and coordinate the health and safety aspects of your project, reducing accidents and improving on-site productivity;Ensure compliance with all local HSE regulations and requirements;Create a long-term safety culture.

Our typical clients are:

Upstream and Downstream Petrochemical Companies.Construction companies.Mining operations.

Our services for health, safety and environment management include:

Complete turn-key, third party, HSE service for new construction and turnarounds;Policy and procedure development;Site HSE auditing;Complete HSE training and certification;HSE statistical analysis;Accident reconstruction;Litigation support;Insurance underwriting analysis; HSE incentive programme development;Safety coordination during the design, fabrication and construction phases;Recommendations for preventative measures;Safety risk analysis;Access and egress controls for designated areas;Certificate control for cranes and operators;Control of personnel protection equipment (PPE);Safety signalling control.




COMMODITY TRADING



CONSIDERATIONS:Level & scale of operations Location of Front Office, Middle Office and Back Office will determine if Austria is in fact the optimum location.

Offices in Asia or UK might be better. Massimiliano Rocco has many years commodity brokering experience, specialising in energy & gas, both in

Europe and based in China. Currently doing a PhD on European gas market and transformative pathways. He may be extremely useful as senior manager, advisor / strategic service provider, or in JV.

OIL, NATURAL GAS & PETROLEUM

DIAMONDS,GOLD, IRON, PGM,PRECIOUS METALS

& MINERALS

MONEY MARKETS & FOREX

FOOD COMMODITIES

MISC.COMMODITIES

Commodities trading



Commodities trading



TRADE & DISTRIBUTION



‘regular’ int’l distribution channels

Strategic Joint Ventures(big investments / unique technologies)

Strategic suppliers(products, equipment, technologies)

International trade & distribution

Water installations, pumps, purification & supplies, pipes (various)

(CRC-Evans, Voestalpine, Enhanced Strat,)

building & construction technologies(Variant House > Eco-Built, EcoTech, EcoBuild)

welding consumables, gas, equipment, fabrication, hard facing

(Fileur & various EU via Afri-Arc/RSAW)

access control, CCTV & security systems(Regal & Spectrum via Prism Security)

equipment & appliances(various European agencies)

Integrated ‘dashboard’ system forEDP / MIS / IT / Networks

(Metaweave)

energy / power generation(Rosch > RAM, Himin, MRP-Energy, MegaCell,

Ener-Eco, Talesun, aeolian, geothermal, hydro,)

civil & construction materials(Steel, cement, bitumen, glass, fuel, energy, etc)

VS GmbH(central buyer & broker)

Infrastructure development projects

CRITICAL FACTOR:

Network and JV Partners



VS Trading & distribution acts as central buyer/brokerVS enters into distribution and agency agreements with suppliers and manufacturersRegulate profitability in projects and country sales and distribution channels through transfer pricing via VS

Buying from:

Selling to: Shipping (exw direct to

destination

Shipping (exw direct to

destination

Supply Chain (regular distrib)

Projects (own PMO)

Projects (3rd.Parties)

USA / Canada

Europe / UK

Japan / Asia

Mid East

VS



INTEGRATED SOFTWATEIT-MIS



Delivery structure & technology

Project/Programme Monitoring Dash Board

(Automated)

Stakeholder Visibility (24/7)

Progress Monitoring

Identify Non-Compliance

Pro-active Response

Tender Management

Procurement Cataloguing

Automated Invoice Processing

Document Management

ERP Platform

STEERING COMMITTEE

PMO



SH / SM GmbH: Centralised & automated – Dashboards & reporting (e.g for projects)

ISF DRAFT

DOCUMENT

Risks & Intelligence PMO

Project ManagementCommodities

Internal

Energy



CallCenter

WebPortal

DocumentManagement

Service LevelManagement

Site ProjectManagement

DevCo / PMO--Project Management-Financial Management-Professional Services

-IT Service Management-Integrations

Service Level Management-Marketing

-HR Management-Training & Upliftment-Asset Management

-Vendor Contract ManSelective placements

HSE

Infrastructure

Power/Water

Social

Legal/Political

Funding

Service Providers &Suppliers

Economical/Commodities

INTERNALEXTERNAL

Supply & Stock management

-Field Staff-Customers

-Other Stakeholders

ServiceProviders

IT & Connectivity

Banking

RISK & INTELLIGENCE MANAGEMENT

The IP used to explain above info integration belongs to MetaWeave, and the services menu belongs to Stellar Holdings



STELLAR ASSETS GmbH: Corporate integrated & automated IT / MIS services

ISF DRAFT DOCUMENT

Service Providers

External

PartiesInternal Systems

1Integration Point to Internal & External Systems

Front Office Customer Care

Metering Solutions Finance,

Marketing

Project (SLA) Management

Workflow System

Integration Processing Burden moved to BusStandard Way Of IntegrationKnowledge Preserved – Easy HandoverComplexity Exponentially ReducesGuaranteed Delivery & Standard Error Handling

HRIT

Asset

EmailSMS

Notifications

Integration Bus

Banking

Master Data & WarehousingData Permissions & Security Centralised

Commodities Trading

business model explain africa pmo july 2015

Documents

business management

africa essential

business arenas

business enterprise

business constellation

africa pmo

africa critical factor

project management