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Starting up of the Gwangyang processing plant


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President & CEO's welcoming statement Print E-mail
Welcome to SMSP's Website. Over the last 20 years, we have worked hard and contributed much to developing our company, in which the North Province has a majority interest through SOFINOR. Today we have entered into the protected field of metallurgy with the Gwangyang plant in 2008 and in 2012 it will be the turn of the North plant . In order to get some idea of the ground that has been covered, you should first recall that, up until the 1988 Matignon Accords, secondary food crop farming was the Kanak community’s sole source of income. Up until the early 1990s, the Kanak were totally excluded from the nickel mining sector; nickel being New Caledonia’s major resource and estimated as representing more than 25% of world nickel resources. Jean-Marie TJIBAOU and Paul NEAOUTYINE understood very clearly that, if the Kanak wished to gain control of their future destiny, they must enter the stage of business and industrial globalisation and that to achieve this transition they needed to make use of the lever provided by mineral ore development. And thus began the negotiations that led to the acquisition of SMSP by SOFINOR, a North Province owned semi-public company.

André Dang Van Nha

André DANG VAN NHA
CEO of the SMSP Group

 

 

Today we can enjoy seing the modules of the North plant arriving in Vavouto because One must not forget that when Raphaël PIDJOT and I arrived on the scene, SMSP held neither mining titles nor financial means. It was a subcontractor – a piecework company – for SLN at the Ouazanghou and Gomen mines. Today, the figures speak for themselves. SMSP has grown, purchased mining titles, leads the world in nickel ore exports and has entered into the exclusive domaine of metallurgy. It has not always been easy but the company has proved that the Caledonian and particularly the Kanak people were not only capable of controlling a core national sector of activity but also knew how to initiate a process of social diversification centred around mining activity, which would allow them to become entrepreneurs heading their own companies. Subsoil resources alone cannot bring about economic rebalancing. The wider social context must be taken into consideration and natural resources must be allied with a defining social purpose capable of building bridges to link local tribes with the business world. This alliance has been achieved in geographical terms. The NMC, which is the joint venture between the SMSP and POSCO, currently operates two mining centres on the West coast and two others on the East coast, employing over 1000 people as salaried staff, casual workers and subcontractors directly involved in the key mining sector (against 120 people when we bought the business back in 1990). The other joint venure KNS employs 200 staffs and présently provides jobs for over 2 400 people in the Vavouto site. It has also been achieved in sectoral terms, through SOFINOR, given that revenues generated by the key mining sector have brought into being a wide range of diversified activities in the North Province. I am thinking in particular of investments and significant numbers of jobs created in tourism and the hotel trade, in the fields of aquaculture and fisheries and also of all the small business that have grown up around the mining and metallurgy projects.

SMSP Group strategy is therefore about giving local communities the opportunity to become partners in the mining industry by supporting the development of businesses firmly established in the North.

Its aim is to create the conditions required to instigate a process of social and economic diversification centred around the mining industry. It is why SMSP has now become an indisputable player of the emergence of an open and self-aware spirit at an economic and social level.