29 April 2019
Reorganization
Since 2011, EG has acted as a system integrator –
- Our principals have developed strategic relationships in Hong Kong, India, Bangladesh, India, UAE, Syria, Lebanon, Myanmar, Bhutan, and throughout Southern Africa.
- Sugato Banerjee, [Kolkata], has developed local beneficiation projects in India, Infrastructure projects for Iraq/India/Bangladesh and power projects for Myanmar
- Jerome Chalice, [Hong Kong], has developed power projects in Syria with financing, and infrastructure projects in Iraq / Saudi Arabia with financing
- Alfred Ryu, [S. Korea], has developed engineering resources (https://komac1.com/eng/; https://english.hhi.co.kr), and power projects in Vietnam
- Rooi Sehube, [Norway, South Africa], has developed the beneficiation projects in Mozambique, recruiting government sponsorship
- Peter Bronsveld, [United Kingdom], has created strategic relationships with Qatar, Pakistan,Netherlands engineering resources [Bert Spenkelink: CDR Intl, HVA Intl]
- Riad Boukili, [Morocco], is organizing a Siemens-trained EPCM focused on 3-to-1 aeroderivative CCGT systems modified by flow acceleration for all EG power projects; he is developing new power projects in UAE and in Morocco towns along the 12bcmpa Maghreb-Europe Gas Pipeline
- B.A. Jaafar, [South Africa], has arranged financing [recruited and manages Hasselback Development and L&H Development (investment advisors) with direct negotiations with two SA private equity funds] for all beneficiation projects and most power projects.
Issues That Dictated Reorganization.
- Projects for which financing has been arranged have different investors from each other – almost without exception. Separated P&L accountability dictates no consolidation.
- Hands-on management teams will be unique and full-time to each project.
- Once construction is completed, operating skill-sets and methodologies (supply chains) are widely disparate between power, beneficiation, and infrastructure projects.
- Our process [especially in power systems] grows through new project integration, privately-held by its management and investors: No leverage required from public offerings or financial aggregation.
