BE Magazine Issue 1466

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Metro Madrid Petro Peru Codelco

ISSUE 1466

Al Qana

Abu Dhabi’s latest waterfront destination Al Qana is a unique waterfront destination bringing a new definition of social dining and entertainment in Abu Dhabi

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CONTENTS

COVER STORY

6 Al Qana

Abu Dhabi’s latest waterfront destination Al Qana is a unique waterfront destination bringing a new definition of social dining and entertainment in Abu Dhabi

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Cayan Group

Changing Middle Eastern Horizons If there’s any industry in the Middle East which has generated more column inches than the oil industry over the past 15 years, it’s unquestionably construction.

Prague Airport

Aiming for the skies in Central Europe Many travellers come through Prague’s main international airport in the Czech Republic which was founded in 1937.

Aeroporti di Roma

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A Game Changer Celebrates 10 Years Metro de Santo Domingo, the most extensive metro system in the Central America region.

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Metro de Santiago

Where the City meets The metro as a socio-economic melting pot that offers beyond a means of transportation.

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Made in Italy Italy’s largest airport is named Leonardo da Vinci Airport, after the man who designed the first helicopter and flying machine in 1480.

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Metro de Santo Domingo

PetroPerú’s Talara Refinery

Showing that expansion can be sustainable The Talara Oil Refinery is Peru’s second largest oil refinery.

Madrid Metro

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100 years as the arteries of Spain’s capital city It’s nearly impossible to imagine the impact that Metro Madrid had on residents of Spain’s capital city when it first arrived one hundred years ago in 1919.

The “Super Cave” mine project As the biggest copper mine in the world, the vital statistics of Chuquicamata are quite staggering.

The Guyana Oil Company

Leading Guyana’s Transition to New Energy Guyana, the small country on the north coast of South America, is a country like no other on the continent.

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Al Q

ABU DHABI’S LATEST WAT

Al Qana is a unique waterfront des of social dining and ente RESEARCH BY

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Jo

Qana

TERFRONT DESTINATION

stination bringing a new definition ertainment in Abu Dhabi

oseph Philips BUSINESS EXCELLENCE [ ISSUE 1466 ]

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ver the past 50 years, Abu Dhabi and its sister emirates in the UAE have provided the world with an example of how well-planned sustainable investments can bring a country from being a relative outsider to the foreground. A series of national strategic plans, the latest of which runs to 2030, have ensured the emirate has never rested on what it has already achieved.

A prime example of how these national strategic plans have benefitted the emirate can be seen in how it has successfully leveraged its

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less-feted natural resources: year-round sun and coastline. In just a few short years, Abu Dhabi has become a sought after destination for Europeans and Asians alike.

Eye-catching attractions such as Ferrari World (the only such Ferrari-branded theme park in the world) and the soon-to-constructed Guggenheim Abu Dhabi, designed by world renowned architect Frank Gehry, have marked the emirate out as one to watch.

By combining luxury and practically guaranteed good weather, Abu Dhabi has

AL QANA

“By combining luxury and practically guaranteed good weather, Abu Dhabi has created a experience and generated a new buzz around the Middle East”

created a experience - and generated a new buzz around the Middle East. This is exemplified by projects like the exclusive Al Qana project, where we recently had the privilege of speaking with Moataz Mashal, the Managing Director of Al Qana’s parent company, Al Barakh International.

A project which strengthens the social fabric of Abu Dhabi When finished towards the end of 2020, the Al Qana project will be a spectacular monument

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to the planning which was referenced in the first section. A detailed project conceived by Al Barakh International in partnership with the Abu Dhabi Municipality, it will span over 2.4 kilometres across Abu Dhabi’s increasingly recognized waterfront.

The masterplan for the Al Qana project was careful to bring an attention to the finer details not always visible in large scale projects. As Mr. Mashal says: “We have many other exciting features from waterside eateries, yacht marina, first-of-its-kind wellness hub, the UAE’s first virtual reality park, kids’ action zone, outdoor skatepark, and landscaped community

spaces that are aimed at encouraging social interaction.”

It will also feature the largest aquarium in the Middle East, its largest cinema complex, and what one online journal has termed ‘a foodie’s paradise,’ meaning that there’ll be plenty to bring in families and young couples from morning to evening. The energy which will be given to this area of Abu Dhabi is already visible from looking at architect drawings of how it will look when finished.

Al Qana will also benefit from being located on the historic Khor Al Maqta and the waterway bordering the mainland, bringing it

“We have many other exciting features from waterside eateries, yacht marina, first-of-its-kind wellness hub, the UAE’s first virtual reality park.”

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AL QANA

The fruits close to the iconic Sheikh Zayed Did you know?

Grand Mosque. As Mr. Mashal of good planning As the opening section outlined, points out, it compliments the much of Abu Dhabi’s growth best aspects of this region of Much of Abu story can be attributed to Abu Dhabi and even has the Dhabi’s growth dedicated long-term planning, potential to bring increased story can be and the implementation of those numbers of tourists to the vicinity at trib ute d to plans. Mr. Mashal explained to - already well catered for with an dedicated longextensive range of 5-star hotels us that the Al Qana project is an term planning, - and improve the experience for innovative form of development, and the them in the process. which may point to a new implementation of This also aligns well with the direction for future developments those plans. plans Abu Dhabi Department of in the municipality.

Culture and Tourism (DCT Abu He explains: “Al Qana is the Dhabi), as Mr. Mashal explains: first-ever Build-Operate-Transfer “The department is strengthening the (BOT) model implemented by the Abu Dhabi emirate’s stature as a leading international Municipality (ADM) and is jointly developed

by Al Barakah International Investment. tourism and cultural destination. With Al International Construction Contracting Qana, we also want to keep pace with the Company (ICCC) is the lead contractor in new requirement of visitors and reflect Abu charge of the development of the project.”

Dhabi’s multicultural society. Al Qana has “In line with the capital’s vision for 2030 and been conceived to become an integral part Tomorrow 2021 Plan, Al Qana is a destination of the Abu Dhabi social fabric.”

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AL QANA

that will play a key role in supporting the government to realise its vision of enhancing Abu Dhabi’s status as one the world’s most popular destinations for business, leisure, lifestyle and entertainment. Al Qana aims to enhance the quality of life in Abu Dhabi by improving recreational, cultural, sporting and active initiatives.”

Looking towards a post-oil world Having been a beneficiary of an oil boom over the past half century, Abu Dhabi is now looking to what its local press term a “postoil” world. The municipality government is currently implementing a range of economic stimuli and incentives, which seek to build a prosperous future for Abu Dhabi and its residents.

They’ll want somewhere to live, dine out, relax and socialize. All of that is catered for by the Al Qana project. Mr. Mashal says: “Nowadays, happiness and well-being rankings have become important measures of a city’s health, prosperity and success and the UAE aims to become the happiest country in the world. Hence it’s important to create spaces that encourage social interaction and provide residents a healthy lifestyle that contributes to their well-being. The Al Qana project, with its unique features, was designed to support this vision.”

The ambition of Abu Dhabi is limitless.

But just as impressive as its ambition, is its continued determination to put focused strategic plans in place to achieve everything in good time. The Al Qana project is the latest step in that ambition.

AL QANA

 (+971) 2 418 6666  info@alqana.ae www.alqana.ae

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CHANGING MIDDLE EASTERN

HORIZONS Cayan Group If there’s any industry in the Middle East which has generated more column inches than the oil industry over the past 15 years, it’s unquestionably construction RESEARCH BY

Abi Abagun

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CAYAN GROUP

f there’s any industry in the Middle East which has generated more column inches than the oil industry over the past 15 years, it’s unquestionably construction. The past decade and a half has brought a wave of development, and with it, some of the world’s most high-profile new buildings to the region.

Many of the most notable of these buildings sprung up in Dubai, the home of the Cayan Group. In the nearly 15 years since it was founded in 2004, the company has developed a plethora of attractive, iconic buildings in both Dubai and Saudi Arabia. We recently spoke with Mr. Ahmed M. Alhatti, the company’s Founder, Chairman and President, about its past, its operations and the construction outlook in the Middle East.

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Introduction Mr. Alhatti began by telling us about the company’s origins, back in 2004. “It all started with just one project - which was an initiative for our own investment. It was a very successful start, so we decided to take it to the next level and start several projects after that and that was the start of Cayan.”

He continues: “We completed about 9 projects in that period. We currently have a few projects currently under construction.

One in particular, Two Towers, in Dubai is a hotel, apartment and residential. We also have about 5 projects under planning and construction in Saudi Arabia.”

When we put it to him that, from what we can perceive the buildings look of the highest quality, he takes some issue with the assertion: “i would use another word,” he says. “Iconic. We strive to make each one of our buildings iconic. When you work in Dubai, with the level of competition, your developments need to be extraordinary.”

Given the high-profile construction in the region over the past decade and a half, it’s not an unreasonable point. How does Cayan Group achieve it? Mr. Alhatti says there are two key elements: “First, you need a smart

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design. Secondly, you need to have the highest quality. Otherwise, you can’t stand out from the crowd, and that’s why I really enjoy working in Dubai, because we’ve managed to make a name by doing both.”

One word: ‘Iconic’ Casting our eyes over some of the Cayan Group projects in Dubai and Saudi Arabia, the word ‘iconic’ seems an apt description. Cayan has over 14 major projects including notable landmark buildings in residential, commercial, hospitality

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and even gated communities. Many of these would be the standout developments in any city across the world, so it gives some indication of the standard that’s expected in this area.

They include the recently-built Cayan Tower, with its spectacular views over Dubai’s marina, and officially the world’s tallest twisted structure at 73 floors high, and the Jewels, two twin towers also located in Dubai’s harbor which evoke London’s Shard building, whilst simultaneously respecting their own environment. The Silverline, also located

CAYAN GROUP

“Cayan has over 14 major projects including notable landmark buildings in residential, commercial, hospitality and even gated communities�

by the Dubai marina is a 2 tower spectacle designed by RMJM. In Riyadh, The CMC Tower, a state-of-the art business facility designed to create an environment that inspires. There is also the 12 story Cayan Business Center as well as the Layaly Compound is a total change of direction, being a gated community, but no less an impressive development.

The best of both worlds While most companies spend a few years focusing on one country before looking at

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others, the Cayan Group began working on projects in Saudi Arabia just months after starting up in Dubai. Mr. Alhatt says: “We’re a big believer in both countries. Dubai is an international city. There are ups and downs, but at the end of the day it’s Dubai. Saudi Arabia is the strongest economy in the region, with internal demand and strong liquidity so we’re dedicated to both of them.”

“Dubai is a truly international city now.

While it’s not like London, Hong Kong or Shanghai, it still draws huge demand from the international market. It’s unique in the Middle East - even with a drop off in oil prices,

investors continue to believe in it for the longterm.” Riyadh is also exciting in its own ways, as he points out: “Riyadh is also unique but for different reasons. As i mentioned, it has its own internal demand, partly driven by one of the world’s fastest growing populations - it already has 7 million people.”

Sustainability The Cayan Group has gained a reputation in the region as one with an ongoing focus on sustainability in its developments.

As Mr. Alhatti says: “Right through the design phase, we consider all the aspects

“Right through the design phase, we consider all the aspects of sustainability. It’s become a necessity now. It’s not just about making buildings sustainable”

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CAYAN GROUP

a program generated by the of sustainability. It’s become Did you know?

Cayan foundation for children a necessity now. It ’s not at the Social Education Centre just about making buildings in Riyadh. sustainable - it always makes The recently-built a project easy to market to Cayan Tower, with Strategic partners and clients on the market.” its spectacular providers Another key aspect of views over Mr. Alhatti says: “As a developer, C ayan group’s approach Dubai’s marina, we try to manage our business to sustainability is their and officially the with alliances with different continuous investment in the world’s tallest parties. We deal only with Class attraction and development twisted structure A constructors and consultants. of its employees. Creating at 73 floors high As a result, the number of alliances with r e l ev a n t people within our group is instructions in the region as limited - a case of quality over well as offering internships to quantity. Between Riyadh and Dubai, we recent graduates as well. have about 100 people.”

Aside from construction, it has He continues: “In all fields of our implemented a number of educational, health, operations, we maintain close strategic and social initiatives over the past number of relations with local and international years. Recent examples have included Our entities, which have been developed over Fathers’ Happiness, whereby Cayan Group the years. These include constructors, staff created a party for elder patients at a architects, contractors, semi-contractors, clinic in Riyadh, and Children of the Future,

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financial entities and others.” Among them are Arabtec, Cayan Groups main contractors and Khatib & Alami, its principal consultants.

Elsewhere, for materials and services, it calls on companies like LojainNet Communication (for structured cabling) Beijing Jianghe Curtain Wall Co. Ltd (aluminum and glazing), Emirate Marble (for marble) Emirates Rebar (for steel), Gulf Steel industries (for roofs and structural elements), Drake & Scull (MEP) and international engineering firm Honeywell for bridge maintenance.

The Future It seems remarkable to talk about the Cayan Group as a fixture on the Middle Eastern construction scene, when the company will only celebrate 15 years in 2019. But it’s already planning ahead. Mr. Alhatti says: “The way we work, we meet before the beginning of the year to draw up our revenue targets and then we look at the opportunities which best serve those targets. And of course, we consider the market and the ongoing research that we do.”

He continues: “We have a 5-year strategy for our company. It’s a dynamic plan - subject to change - but we look at a 5-year horizon.

We’re achieving all our targets in terms of construction, financials and other KPIs, but right now, we’re right on plan.” In the years ahead, as construction continues to boom in the Middle East, thanks to firms like the Cayan Group, we can expect to see more iconic buildings appear on the horizon.

CAYAN GROUP

 +966 1141 63311  info@cayan.net @cayangroup www.cayan.net

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Prague

AIMING FOR THE SKIES

According to TripAdvisor, travellers rank it as the 9th be main international airport in the Czech Republic, Vacl RESEARCH BY

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Jo

Airport

IN CENTRAL EUROPE

est location in the world. Many of these come through its lav Havel Airport Prague, which was founded in 1937.

oseph Philips BUSINESS EXCELLENCE [ ISSUE 1466 ]

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nly a handful of cities in the world can claim a history as rich and diverse as that of Prague. During the thousand years of its existence, Prague has been home to Holy Roman Emperors, a seat of the AustroHungarian Empire, capital of Bohemia and even one of the most important cities in the eastern bloc after the second world war.

These days, Prague is a bustling and cosmopolitan European capital which welcomes nearly 10 million visitors per year.

According to TripAdvisor, travellers rank it as the 9th best location in the world. Many of these come through its main international

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airport in the Czech Republic, Vaclav Havel Airport Prague, which was founded in 1937 We recently interviewed Roman Pacvon, spokesperson for the airport, about its progress over the past while and where it plans to be in the years ahead. The impression that emerged from the interview is of an airport with a vision which extends 20 years into the future, and ever-growing passenger numbers.

Overview We began by asking Mr. Pacvon about the airport’s recent growth, and how that affects

PRAGUE AIRPORT

“Passenger numbers have been growing yearon-year since 2013. In 2018, as per the latest operating results, Prague Airport handled approx.

17 million passengers”

the airport. He told us: “Passenger numbers have been growing year-on-year since 2013. In 2018, as per the latest operating results, Prague Airport handled approx. 17 million passengers, which represents a 9% year-to-year growth.

In 2019, we expect to handle more than 17.5 million, which will represent another record.”

The growth has come through a good mix of European and long-haul flights, he says: “In summer season 2019, our airport offers direct connections with 162 destinations all around the world operated by 69 airline companies.

Our network also includes 16 long haul destinations (the most in recent history of

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the airport). This summer two new significant services are commencing: direct service to Newark in New York operated by United Airlines and direct connection to Shenzhen in China operated by Sichuan Airlines.”

In total, more than the airport facilitated over 155,000 take-offs and landings in 2018, representing 5% growth on the year before.

On average in 2018, 46 thousand passengers passed through the airport each day. In 2018, total of 69 carriers operated their flights from Prague, connecting the airport with 171 destinations all around the world and that annual figure also continues to swell.

This growth, it should be pointed out, hasn’t come at the expense of providing a high-quality service. For example, in 2017, Václav Havel Airport Prague was achieved the status of Highly Commended Airport at the ACI Europe Best Airport Awards while in 2018, it was among the best European airports in category of 15 – 25 million handled passengers at Airport Service Quality Awards 2018 (ASQ).

Socio-Economic Benefits Prague Airport is also a major socio-economic contributor to the Prague Area both within and outside the aviation related business. Of this, Mr. Pacvon says: “We have recently begun closely cooperating with our partners also active in tourist industry, such as Czech Tourism, Prague City Tourism and Central Bohemian Region.”

Together they established a program called Touchpoint which targets visitors from further flung destinations such as the United States, Japan, China, India, Thailand etc. Mr.

“In total, more than the airport facilitated over 155,000 take-offs and landings in 2018, representing 5% growth on the year before. On average in 2018, 46 thousand passengers passed through the airport each day”

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PRAGUE AIRPORT

this year. The airport authority Pacvon says: “Our target is also Did you know? expects that implementing motivate tourists to stay longer this phase of its development as well as encourage them to plan will allow Prague Airport visit also other regions in the The airport to cater for up to 21 million Czech Republic besides Prague.” facilitated over passengers annually.

The socio-economic impact of 155,000 take-offs In the more immediate future, the airport is further underlined and landings in the airport is keen to continue by the figures provided by the 2018, representing advancing its technological airport’s spokesperson: “Prague 5% growth on the development. Mr. Pacvon points Airport is a significant contributor year before. out that the airport has recently to regional employment rate. launched the PRGAirportLab Currently, the airport itself has initiative, which aims to monitor more than 2,500 employees and the latest trends in new technologies with the Prague Airport Group as a whole employs regard to the airport’s development and to more than 4,500 people, with about 300 new implement selected projects. Examples of positions opening up every year.” such technologies include biometrics, virtual reality, smart parking, virtual taxi, holograms, Future Developments autonomous cars and robots.

The airport’s promotional video, ‘Prague Airport - Future Vision’ is a peep into the future Environment and Sustainability of travel. The final decision on how to proceed Prague Airport is proactive in minimizing its with the construction of the parallel runway environmental impact, and has been certified and expanded Terminal 2 will conclude later

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pursuant to the CSN EN ISO 14001:2005 technical norm of Environmental Management System (EMS) since 2002. This means that it must undergo a thorough (and increasingly strict) examination process by the certification body every three years. For its part, the airport conducts a monitoring audit every year.

Its commitment to the environment and sustainability can be seen in its efforts to reduce noise for the surrounding area, monitoring air quality and reducing carbon emissions on an ongoing basis, water protection, responsible

waste management of all of the waste produced at within the airport’s confines and extensive environmental monitoring, which takes in soil, air, water and flora in the airport environment.

The airport has also conducted an innovative air quality biomonitoring project since 2011.

This involves maintaining five beehives in the airport’s south area, and analyzing the honey produced by the bees to monitor the amount of foreign objects present. Not only does this ensure that the airport is complying with the highest environmental standards, it also allows

“The final decision on how to proceed with the construction of the parallel runway and expanded Terminal 2 will conclude later this year”

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PRAGUE AIRPORT

it to produce its own range of honey, which it can then be used as a quirky (and of course, delicious) promotional gift from Prague Airport.

Partners and Suppliers The continuing modernization of Prague Airport requires buy-in from its partners and the airport is lucky to be able to call on a number of partners. Miss Katerina Pavlikova, spokesperson of Prague Airport’s daugher companies, is keen to name-check many of these companies which help it deliver the high standards of quality that vistitors to the airport have come to expect. First and foremost among these is Czech Airlines Handling - a daughter company of the airport.

“Czech Airlines Handling provides high quality ground handling services at Václav Havel Airport Prague, which include passenger, aircraft, cargo and mail handling.

Its service portfolio also includes ticket sales, ticketing and call centre operations, and

aircraft cleaning. In co-operation with PKN Orlen, CSAH also arranges the supply of fuel for air carriers and provides quality handling services to nearly forty clients,” she says.

“Czech Airlines Technics, another daughter company, focuses primarily on aircraft repair and maintenance and aircraft equipment within the scope of base maintenance, line maintenance, component maintenance, engineering and landing gear maintenance.

Last year, the company processed over 120 base maintenance jobs on B737, A320 Family and ATR aircraft, primarily on foreign customers’ aircraft.”

On the airport services side, many companies works at Prague Airport, for example Menzies Aviation (Czech Republic), ground handling provider, MaidPro Service s.r.o. , which provides assistance, sanitary and cleaning services, Atalian CZ s.r.o., or Alpha Flight, a.s. (dnata), the international catering company. For the ongoing developments at

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PRAGUE AIRPORT

“Our target is to be the airport of the choice not just for passengers in our region but also for people from the entire catchment area” the airport, various construction and logistics works are provided by different firms choosed in the transparent tenders.

Big Milestone Ahead Some big milestones await Prague Airport in the years ahead. For one, it’s likely to reach 20 million passengers within the next decade (and possibly even within the next half-decade). Beyond that, in 2037, it will celebrate 100 years of existence, making it one of the first airports in the world to reach that milestone. The airport is likely to play an even more integral role in the city’s and region‘s development in its second century.

Mr. Roman Pacvon notes: “Our target is to be the airport of the choice not just for passengers in our region but also for people from the entire catchment area, which covers the Bohemian region, eastern Germany (the Dresden area) and parts of northern Poland. We want to attract passengers from this area by easy and seamless accessibility, quality of services and extensive network of direct services to the destinations with the highest demand.”

PRAGUE AIRPORT TWITTER @pragueairport LINKEDIN Prague Airport youtube-square Václav Havel Airport

Prague

 +420 220 111 888  komunikace@prg.aero www.prg.aero

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Aeroporti

MADE IN

It is only fitting that Italy’s largest airpo after the man who designed the first h RESEARCH BY

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Jo

i di Roma

N ITALY

ort is named Leonardo da Vinci Airport, helicopter and flying machine in 1480.

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AEROPORTI DI ROMA

t is only fitting that Italy’s largest airport is named Leonardo da Vinci Airport, after the man who designed the first helicopter and flying machine in 1480.

Also known as Rome Fiumicino, the airport was initially used during the 1960 Olympics to cope with the additional traffic congestion from Rome Ciampino airport. It officially started operating in 1961, and since then has undergone modernisation over the years, currently operating four runways. The airport is one of Europe’s busiest airports, serving 41.7 million passengers in 2016.

Privatisation took place in 1997 and Aeroporti di Roma controls both Rome Fiumicino and Ciampino airports. Aeroporti di Roma S.p.A. is controlled by Atlantia S.p.A. which owns 96.7% of the shares. The

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the Master Plan is completed, the overall capacity of the system will exceed 100 million passengers per year.

Piazza del Made in Italy Visitors to airport’s new commercial offering at Leonardi da Vinci airport can experience the quintessential Italian love for fashion, art, food and wine. It is located in Pier E and has been developed at a cost of €390 million.

Called the ‘Piazza del Made in Italy’, it consists of a 10,000sqm shopping mall with tenanted by major luxury fashion brands like Valentino and Bulgari. There are over 40 fashion outlets which provide luxury Italian and international brands.

Italy’s love of good food can be experienced at the airport with 3,000sqm of food stores.

“The airport is one of Europe’s busiest airports, serving 41.7 million passengers in 2016”

remaining share capital is owned by the local authorities and some minor shareholders.

The 204 4 masterplan of Rome Fiumicino Airport aims to provide capacity for the expected increase of over 80 million passengers per annum. The plan concentrates on developing the area to the north of the existing airport and provides an additional two runways, new road and railway access, a larger passenger terminal, and an airport city and commercial development.

The terminal has been designed in a figure H configuration and comprises four piers, two reserved for Schengen traffic and one for non- Schengen traffic and the other will be flexible.

This development will mean a further increase in total capacity of an additional 50 million passengers per year. When

Shoppers can experience authentic Italian pizza at Farinella and Autogrill Bistrot. The Michelangelo Roman Bistrot offers a fullservice restaurant and they stock a wide variety of prestigious wines from all the Italian regions. Heinz Beck, a star rated chef has chosen Fiumicino to open his first airportbased restaurant, which is called Attimi.

Italian national cultural and artistic heritage is showcased through live shows and musical performances at the airport.

Visitors to the international boarding area E this year will be surprised to find that it has been transformed into a museum thanks to a partnership between Aeroporti di Roma and the Ostia Antica Archaeological Park.

Three original statues dating back to the 2nd century A.D. and found during the 1939 excavations are on display at the airport,

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“The Piazza del Made in Italy has become a worldwide benchmark for comfort, convenience and quality shopping and for its food and wine range”

representing Apollo, Aphrodite and the river god of the Tiber.

Other initiatives have been implemented

by Aeroporti di Roma to promote Rome and its environs and provide top-quality entertainment services to passengers and this is done through a collaboration with Ostia Antica Park. The latest initiative currently under way is “Navigare il Territorio” (Navigating the Area), a project that enables the public and passengers to visit the Imperial Ports of Claudius and Trajan free of charge.

These are directly linked with the airport by means of a free shuttle service.

The architectural concept of the shopping area was created with reference to the historic and artistic heritage of the City of Rome.

The design is infused with classic shapes, transparency and maximum use of natural light and large windows, providing an outdoor experience.

Rated number 1 in Europe by ACI The ACI- Airports Council International has rated Leonardo da Vinci first out of 300 airports after surveying travellers about the quality of service that was offered to them.

This award came even though the airport had to cope with increased passenger flow for the year. The features most appreciated by tourists are staff reception and airport comfort. Security controls was rated well for

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staff courtesy, precision and speed. Passport controls were also rated high, primarily due to the speed of the control and the installation of a 32 eGates, for the digital reading of European passports.

“The Piazza del Made in Italy has become a worldwide benchmark for comfort, convenience and quality shopping and for its food and wine range, in addition to enterprising cultural initiatives, and contributed significantly towards the airport winning the top ranking” said Aeroporti di Roma CEO, Ugo de Carolis.

Carolis explained that Fiumicino began its climb towards efficiency in 2013, when it ranked bottom place among all major

AEROPORTI DI ROMA

airports. This new customer experience is because of the “Atlantia care”, which has seen the company increase investments in infrastructure and quality services, focusing attention on passengers and their needs.

Welfare and quality of life of employees are central to work- life balance The group cares about the welfare and quality of life of its employees and have a number of initiatives in place to improve each person’s work-life balance. They have set up tools for listening to the needs and expectations of employees, for managing any personal difficulties and/or problems. They believe

that the welfare of the company is based on the ability of the organisation to promote and maintain a high degree of physical, psychological and social well-being of workers at all levels and roles.

The corporate welfare initiative includes health care, family care and people care initiatives and Aeroporti di Roma is committed to the development and enhancement of people who work at Fiumicino and Ciampino.

Improving the management of air traffic control Airport Collaborative Decision Making (A-CDM) is an operational procedure aimed at improving the management of air traffic. This

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CASSIOLI The effective management of transfers and baggage screening is a priority for airports around the world.

The baggage must be moved, manipulated and controlled with accuracy, speed and security.

CASSIOLI Airport Division is the answer to this challenge. The full range of products BHS and aptitude for innovation, quality and improved production processes, enable solutions CASSIOLI Airport Division to meet the needs of modern airports. www.cassioli.com

is done through an exchange of information between all stakeholders like airport operators, handlers, airlines, air traffic controllers, and CFMU - Central Flow Management Unit.

This new process allows for high levels of efficiency and punctuality through the optimization of traffic flow and management of airport capacity, reducing delays, better forecasting events and optimizing the utilization of resources.

The A-CDM procedure starts with the transmission of the ATC flight plan 3 hours before the EOBT (Estimated Off Block Time) and continues through 16 milestones that describe the progress of the flight in all its phases until take-off of the aircraft (ATOT Actual Take Off Time).

The benefits of A-CDM is that airlines adhere to slots reducing taxing times.

AUTOMATED PASSENGER CHECKPOINT

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AEROPORTI DI ROMA

“ 50% of passengers will reach the new airport using public transport, integrated and connected through an innovative Ground Transportation Centre�

Ground Handlers practise better planning and use of resources. Airport operators benefit from a reduced environmental impact; improvement in punctuality, better planning and management of gates and stands; and maximum utilization of capacity.

Intermodality and sustainability The terminals system is being extended as per the Master Plan and a feature of the airport facilities planned is the flexibility and the high degree of intermodality of the links with the territory and the city. 50% of passengers will reach the new airport using public transport, integrated and

connected through an innovative Ground Transportation Centre.

To improve connectivity with the airport, passengers are provided with many services, from Easy Parking car parks to the free carpooling services, which allows the airport community to provide and/or request journeys to and from their workplace, using private cars and thus helping to reduce traffic and carbon dioxide emissions.

There is a high level of environmental sustainability flowing from the development, making Fiumicino a virtuous example thanks to self-generation of energy and use of renewable energy resources. Aeroporti

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“The new development features a technological power plant to ensure the self-production of 85% of the airports overall power requirements”

di Roma has adopted local area values in the new facilities, providing integrated management of the recycling of waste and the realization of appropriate environmental compensation works.

The new development features a technological power plant to ensure the selfproduction of 85% of the airports overall power requirements. Production of 30% of electricity requirements will be from renewable sources and the production of 50% of thermal power requirements will also come from renewable sources. There will be a reduction of emissions equal to approximately 15,000 tonnes of CO2 per year.

Aeroporti di Roma has put in place an efficient management system to effectively respond to the increases in traffic volume, while having regard to the quality standards of the service provided, safe conditions for aerodrome operations, health protection and safety in the workplace, environmental safeguards, and efficient use of energy resources.

The system ensures environmental safeguards and energy efficiency: to deal effectively with any issues of water, noise and air pollution, and sustainable waste management.

Aeroporti di Roma has committed towards sustainability through the certification by third parties of its management systems, according to international standards (QualityISO9001/Environment-ISO14001/Energy-ISO 50001/Safety-OHSAS18001). They took a decision to reward and select suppliers that adopt quality, health, workplace safety and environmental management systems, defined

and certified according to internationally renowned standards: ISO 9001, ISO 14001 and OHSAS 18001.

Open communications with stakeholders is impor tant within ADR Group’s sustainability strategy. The projects that they have launched with their stakeholders relate to aspects linked to limiting impact on the land, protecting the environment, energy efficiency and communicating with institutional entities regarding programming and planning activities. The group has also supported initiatives aimed at the community, such as Italian Foundations and Non-Profit Organisations, by funding and sponsoring charity and cultural projects.

Airport linked to Italy’s economic growth and competitiveness The airport is directly linked to Italy’s economy and is a key contributor to its growth and competitiveness. By its presence the airport is capable of producing a significant benefit to a country in terms of employment, added value and GDP. The economic impact of the European airport network on the GDP is estimated at 4.1%, while the impact of the Italian airport network on the GDP amounts to 3.6%.

AEROPORTI DI ROMA

 +39 06 65951  info@adr.it @aeroportideroma www.adr.it

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100 YEARS AS THE ARTERIES OF SPAIN’S CAPITAL CITY Madrid Metro It’s nearly impossible to imagine the impact that Metro Madrid had on residents of Spain’s capital city when it first arrived one hundred years ago in 1919.

RESEARCH BY

Fernando Ruiz

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MADRID METRO

t’s nearly impossible to imagine the impact that Metro Madrid had on residents of Spain’s capital city when it first arrived one hundred years ago in 1919. The city’s overground tram system had been in operation for nearly 50 years, having opened in 1872, but the metro was truly a game-changer. The route between the stations Sol and Cuatro Caminos on tram had previously taken more than half an hour; now it is a 10-minute journey.

From then until now, Metro Madrid has grown in line with the city. From one short line in its year of construction to a total of 13 (and one branch line) today. Whereas in 1919, the world was about to be transformed by the automobile (less than 5,000 cars were sold in Spain in 1919, compared to over 1.5 million

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decree was signed by King Alfonso XIII for beginning work on an underground system for Madrid.

The metro was funded through a combination of corporate funds (50%), the public (40%) and the Spanish royal family (10%).

Its first line, which was just under three and a half kilometres and eight different stops, was delivered on time and on budget in October 1919 - a truly remarkable turnaround time for such an ambitious project. On its delivery, the Spanish king said it was “a miracle.” Evidently, public enthusiasm reflected that of the king.

In the metro’s first month, an average of over 40,000 people used it every day.

An inevitable consequence of the metro’s popularity was that new lines quickly followed.

Within two years, line 1 had been extended

“Metro Madrid was first conceived in the second decade of the 20th century, at a very challenging time across Europe” in 2018), in 2019 we may be reaching the end of cares as we know them. Not so for the metro, this becomes increasingly important and relevant. In this article, we look at some of the highlights of Metro Madrid’s history that brought it to 100 years old, and one of the world’s largest and most well-regarded metro underground systems.

The World’s First Electric Underground System Metro Madrid was first conceived in the second decade of the 20th century, at a very challenging time across Europe. Spain was able to grow its trade links with many countries and invested its resources in public projects, the most significant of these projects being Metro Madrid. In September 1915, a royal

and joined by line 2. By 1936, a third line had been added and a fourth came in 1944. In fact, extension and maintenance on the Metro Madrid was practically a constant throughout the 20th century. This is underlined by the fact that by the end of the 1970s, there were already 10 separate lines in the system. One of the drivers of this was an explosion in Madrid’s urban population from around 1.5 million in 1960 to over 3 million 1980 - faster growth than any European capital city.

Expansion, Improvement and Modernization The transition of the company to a public enterprise in 1990 signaled no reduction in ambition for Metro Madrid. New works included extensive expansion of lines 1, 4, 7

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ADVANCED SOLUTIONS TO ENSURE RAIL AVAILABILITY RAILWAY COMPONENTS AND DEPOT EQUIPMENT

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P.I. Apatta Erreka, Uzturre Kalea 1, 20400 Ibarra- Spain

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RL COMPONENTS

RL Components, leader in railway workshop equipment RL Components, belonging to the CAF Group, is a company that offers advanced solutions for the supply of railway components and workshop equipment throughout the world through its three business areas: components and spare parts, workshop equipment and engineering services.

Within its component and spare parts area, RL Components provides a highly efficient supply chain management service, from warehouses, stock management, Lean transport or customized spare parts kits. It also has the “Parts as a service” solution, which includes the supply of spare parts in flat rate formulas. It also covers the management of repairs. This, added to the availability guarantee on the agreed materials, makes that RL Components has become one of the main companies trusted by the big clients of the sector.

For its part, through its workshop equipment area, RL Components offers turnkey project services, ranging from the initial design phase of workshop layout and the management of interfaces with rolling stock and civil works, to the Supply of all types of Workshop Equipment.

It should be noted that the CAF Group, in which RL Components is integrated, is specialized in the design and manufacture of bogies, being today the reference in the supply of components

such as suspensions, shock absorbers, bearings and elastic wheels. Something that has placed him at the head in railway workshop equipment worldwide. In fact, it is the first manufacturer of railway workshop equipment that also designs, manufactures and maintains rolling components and bogies. Gorka Tamayo, General Director of RL Components states: “This makes our proposals in this field differentiating, covering the needs of the most demanding bogie maintainers, providing the best technical solutions as well as good advice on the best practices that allow to obtain the highest possible efficiency in the overhaul processes.”

It also has a maintenance engineering area focused on providing solutions for product management, offering a reverse engineering service, 3D printing and product management and alternative suppliers. Gorka Tamayo, adds: “From RL Components we contribute to the availability through engineering services adapted in a pioneering way to each operator and maintainer of rolling stock”. It should be mentioned that RL Components has become the first manufacturer worldwide in 3D printing manufacturing services, both in series and in large format pieces. This area also works on what RL Components define as “efficient workshops”, providing complete solutions for railway maintenance workshops that adjust

“From RL Components we contribute to the availability through engineering services adapted in a pioneering way to each operator and maintainer of rolling stock”

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safely and productively to the real demands of maintenance operations.

RL Components is the first company in the world to develop railway fairings entirely manufactured with 3D technology and has been a pioneer in providing a front fairing of tramway completely m a n u fa c t u re d in additive technology and compatible with the most demanding standards of fire, smoke and impact.

VOCATION BY THE CLIENT If there is something that characterizes RL Components is the vanguard, commitment and capacity, providing customers with future solutions, alternatives, agile, secure and competitive, where personalized advice is a service much appreciated and demanded by them.

Among its clients are, for example, Metro Madrid, Helsinki Metro, NS Holland or TfNSW Australia.

“We listen and understand the needs of our customers, offering them a high added value consulting service. We work hand in hand

with them, “says Gorka Tamayo, Managing Director of RL Components. “And”, he adds, “all this under the guarantee of CAF, one of the international reference companies in the implementation of integral transport systems. The experience accumulated in its more than 100 years of trajectory allows us to design global and complete solutions of high added value in the field of sustainable mobility”.

+34 943 028 646 info@rlcomponents.net rlcomponents.net

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MADRID METRO

and 11. At the beginning of the 21st century, an unprecedented 50 kilometers of track were added. Importantly, this included a link to Madrid’s Barajas Airport, and an important transport link to the 50 million people that pass through it every year, many of them destined for Madrid city Centre. Between 1996 and 2011, the length of the metro doubled to a total of 294 kilometers of route on 12 lines with just under 300 stations.

These statistics meant that Madrid Metro joined the ranks of the largest metro systems (measured by line length and station numbers) in the world, pushing it to sixth - and currently, eighth - largest system in the world.

It’s also the third largest in Europe, coming in just behind London and Moscow, but still larger than that of Paris, despite being Madrid being a much smaller city in terms of area and population. It’s also important to note that size isn’t a vanity metric - it’s used by some analysts as a measure of quality of life: In the context of line length of line per capita, which is a proxy for the accessibility and quality of transport in modern cities.

“An inevitable consequence of the metro’s popularity was that new lines quickly followed.”

ACCENTURE Accenture has helped Metro de Madrid develop and implement a self-learning AI-based ventilation system to reduce its energy costs for ventilation by 25 percent and cut CO2 emissions by 1,800 tons annually.

On average, 2.3 million commuters use Metro de Madrid’s network of 294 kilometers of track and 301 stations every day. To help passengers stay cool inside stations, particularly during the hot summer months, Metro de Madrid operates 891 ventilation fans, which were consuming as much as 80 gigawatt hours of energy annually.

The system deploys an optimization algorithm that leverages vast amounts of data to explore every possible combination of air temperature, station

architecture, train frequency, passenger load and electricity price throughout the day. The algorithm uses both historic and simulated data, factoring in outside and below-ground temperatures over the next 72 hours. Because the algorithm uses machine learning, the system gets better at predicting the optimal balance for each station on the network over time.

The system also includes a simulation engine and maintenance module, which allows for, among other things, tracking for failures in the fans’ operation.

This enables Metro de Madrid to easily monitor and manage energy consump­tion, identify and respond to system deficiencies, and pro­actively conduct equipment maintenance. www.accenture.com

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Menos accidentes. Menos contaminación. Menos tiempo perdido en atascos.

Kapsch TrafficCom

Todo está conectado.

La interacción entre las infraestructuras y los vehículos ofrece muchas ventajas: las Soluciones de Movilidad Inteligente simplifican tus traslados y ahorran tiempo en los viajes. Identifican y se anticipan a potenciales riesgos y reducen las emisiones al descongestionar el tránsito en las carreteras.

En pocas palabras, protegen la vida y el medio ambiente. www.kapsch.net

METRO MADRID

Continuous expansion was possible through a love for the metro among Madrileños (as the citizens of Madrid are known) which goes right back to 1919. This means that there are seldom any objections when the metro wants to expand in an area, unlike other cities, where objections from various stakeholders can delay projects by years. It’s also a testament to the quality of partner and contractor that Metro Madrid has worked with, ranging from Arcelormittal España, S.A. to Construcciones Auxiliar de Ferrocarriles, S.A. (CAF) and Acciona Construcción, S. A., all of whom are quick to put plans into action once the green light is achieved.

One hundred years after the inauguration of the first metro in Madrid, the system’s

KAPSCH Transport is one of the biggest problems facing cities and, in fact, is the main sector that is leading the Smart Cities industry. New technologies have improved the user experience by making public transport more accessible and usable. The future of the transport network must move towards an integrated and sustainable mobility model.

Since Metro de Madrid began work on its first line 100 years ago, which linked Sol with Cuatro Caminos, until it became the sixth largest metro network in the world, modernisation actions have been promoted with technology as an ally. Kapsch TrafficCom, an international provider of technology, services and solutions for Intelligent Transport Systems (ITS), joined in 2001 a project that walks towards a metro of the future. Since that first project focused on the implementation of toll equipment for passenger control until now both companies have gone hand in hand and the multinational is proud to have made history together with Metro de Madrid.

There are many large metropolises around the world that are circling their urban mobility strategy to make it truly intelligent and sustainable. Rising levels of urban pollution are a reality. Transport is

responsible for 28% of CO2 emissions, and traffic is the main culprit for poor air quality data in Spain’s big cities. No measures have been taken to limit the car fleet and, without new models combining public transport and car-sharing as an alternative to the private vehicle, another subsequent problem arises: congestion. Traffic jams cost more than 140 billion euros a year. Cooperative Intelligent Transport Systems (C-ITS) and multimodality management are the steps towards intelligent mobility that helps cities become “Smart Cities”.

In the line of improving mobility, Mobility as a Service (MaaS) will play a fundamental role in providing efficient, economic, accessible and green mobility options. The key elements of this intelligent mobility are intermodality, intelligence, personalisation and loyalty, through a single platform that accesses and allows payment for the different mobility services available in the city. For this purpose, Kapsch TrafficCom offers its customers its Fluid Hub platform that allows the integration of the entire mobility offer in a common marketplace and Fluid Biz and Fluid Go, which allow payment and provide user Apps respectively. www.kapsch.net

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Over 125 years at the service of the best railway infrastructure COMSA Corporación congratulates Metro de Madrid for its 100 years anniversary High-speed Conventional lines Metros and tramways Track renewal Electrification Railway systems Stations Workshops and maintenance centres

Algeria | Andorra | Argentina | Brazil | Cape Verde | Chile | Colombia | Croatia Denmark | France | Latvia | Lithuania | Mexico | Morocco | Paraguay | Peru Poland | Portugal | Romania | Spain | Sweden | Switzerland | Uruguay

Building a sustainable future

www.comsa.com

COMSA With more than 125 years of experience, COMSA specialises in railway projects that cover the areas of construction and maintenance of highspeed lines, trams, as well as metropolitan and regional railways. Its high level of specialisation in this field allows the company to offer valueadded solutions, with a significant technological component, in accordance with quality standards and sustainability principles, to meet the needs of its customers. Prominent among them is Metro de Madrid, with a close link born during the twentieth century.

COMSA is pleased to be one of the Metro de Madrid collaborating companies with the greatest presence and relevance in different areas. Thanks to this collaboration, COMSA has executed various projects, including the construction of new sections on the network, such as between the stations of Fuente de La Mora and Virgen del Cortijo, new stations such

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as the Arganzuela station, modernisation of stations such as the Tirso de Molina station until catenary renovations, in addition to leading track maintenance over the last 10 years. For COMSA, the execution of major platform activities have been of special interest, such as those carried out between lines 3, 8, 10 and 12 of high technical complexity and with very tight deadlines, in which logistics and the planning of means and resources have formed the key to success.

COMSA’s team of professionals appreciate the confidence that Metro de Madrid has placed in them and would like to send Metro de Madrid their most heartfelt congratulations on their centenary. www.comsa.com

MADRID METRO

“As mentioned above, Metro Madrid was the world’s first fully electric metro system, so in a way, it can be said that sustainability is in the company’s DNA.” statistics speak for themselves; 293 kilometers of line, 522 elevators, 1,698 escalators and 301 stations. About 25% of the local population uses the system, traveling an average distance of 9.5 kilometers. By any measure, the system has made an extraordinary difference to the city it serves in its first century.

Sustainability As mentioned above, Metro Madrid was the world’s first fully electric metro system, so in a way, it can be said that sustainability is

in the company’s DNA. This is exemplified by the fact that it produces an in-depth sustainability report every year, based on the UN’s SDGs (Sustainable Development Goals).

Its objectives include being transparent, providing employment opportunities in the community (for example, through the Women in Transport initiative), Improving awareness around sustainability and building social inclusion - for which it has a well-established program called La Linea Social, the Social Line.

It’s interesting, for example, how the metro

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is often mentioned in various publications as having more elevators than any other metro system in the world. While this is treated by some as a quirk, in fact it can be seen as a commitment to improving accessibility for the old and immobile.

On the environmental side, it could be said that the metro’s mere existence is a contribution to the environment. However, it further commits to improving its waste disposal methods, using renewable materials in the delivery of its stations and various other plans to reduce the emissions. As an example, the many elevators mentioned in the previous paragraph - mostly provided by partner firm Kone Kone Elevadores, S.A.are the most efficient elevators on the market, ensuring the minimum energy input to deliver the service.

Naturally, safety is a core component of the sustainability practices of metro systems and Metro Madrid prides itself on its record in this regard. It leverages the resources of various partner firms to deliver on its service promise.

This goes for whether the safety in question is getting passengers from A to B with minimum fuss (where its partnership with SGS Tecnos, S. A. ensures there are no glitches in the system) or safety in and around the metro system, where it is assisted by local firms such as Ombuds Compañía de Seguridad, S.A. and Segurisa, Serv. Int. de Seguridad, S.A. Its commitment to community involvement can also be seen in the effort to ensure that each metro station goes above and

INTERNATIONAL TELECOMMUNICATIONS T 91 724 30 00 | E comunicacion@grupoamper.com

www.grupoamper.com

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“On the environmental side, it could be said that the metro’s mere existence is a contribution to the environment.”

MADRID METRO

“Its commitment to community involvement can also be seen in the effort to ensure that each metro station goes above and beyond a simple utilitarian transport hub.” beyond a simple utilitarian transport hub.

For example, Carpetana station features archeological deposits which go right back to the foundation of Madrid; Gaya station has a permanent exhibit of over 60 Francisco Goya paintings, one of Madrid’s most beloved artists; finally, other stations such as Paco de Lucía, Hortaleza “Phortaleza” and Argüelles give prominence to the works of local artists through murals and other artworks. It’s a rare week in Madrid, where passengers aren’t greeted by a group of school children being brought by their teachers to some of these

exhibits - not something that can be said of many metro systems.

Innovation There are metro systems which are old and give the feeling of being old by virtue of the fact that they’ve never had the opportunity to modernize. This is simply not the case with Metro Madrid. The station Principe Pío on Line 10 is a case in point. Although it’s one of the oldest train stations in Madrid, it feels entirely modern, through blending new architecture with the old and even housing one of Madrid’s

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“Continuing its commitment to innovation, in 2018, Metro Madrid began a comprehensive digital transformation plan, by opening a Station 4.0 technological Centre.”

most popular shopping malls. This is indicative of how, the metro keeps moving - not just in a literal sense - but a metaphorical sense, too.

Looking at the metrics described in the sections above, it’s not difficult to see why Metro Madrid is seen as a benchmark in innovation. For example, when more recently built metro systems like those of Lima, Istanbul and Santiago de Chile were being planned, they all looked to Metro Madrid as their development template. This spirit of innovation in turn might have led to the International Association of Public Transport (UTIP) opening a Innovation and Training Centre in April 2019. Metro Madrid also keeps ahead of the posse through working closely with consulting firm Accenture, which has a specialty in transport innovation research.

Continuing its commitment to innovation, in 2018, Metro Madrid began a comprehensive digital transformation plan, by opening a Station 4.0 technological Centre. The aim of this Centre, located at Canillejas, is to research and develop new commercial products before they are released to the general public. It focus on three areas: information for the user, safety and station remote control (the staff are able to control the facilities of a station using an electronic device). It also recently patented a new technology which will significantly speed up the ability of passengers to buy tickets and access transport with less friction.

The Future If 100 years of Metro Madrid teaches us anything, it’s that it will continue to improve, innovate and expand. If this is to become the

century of sustainability that we all hope it will, transport systems like Metro Madrid are more crucial than ever. The recently opened R&D lab will probably contribute not just to Metro Madrid but to metro systems everywhere.

And with the increased data being generated through its partnerships with other partner firms like Indra Sistemas, S.A., it can make even more intelligent transport systems for its clients than already exist. In summary then, the future of Metro Madrid, looks bigger, better and more intelligent. Plenty to look forward to for the Madrileños.

MADRID METRO

 917 796 399  info@metromadrid.es @metro_madrid www.metromadrid.es

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Metro de San

A GAME CHANGER CE

2019 marks 10 years of Metro de S metro system in the Ce RESEARCH BY

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nto Domingo

ELEBRATES 10 YEARS

Santo Domingo, the most extensive entral America region.

ernando Ruiz BUSINESS EXCELLENCE [ JULY 2019 ]

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019 marks 10 years of Metro de Santo Domingo, the most extensive metro system in the Central America region.

During this time, the metro transported in excess of 500 million passengers around the city, with each year showing significant passenger growth. Remarkably, ten years after its opening, a metro ticket still costs the same as it did the day it opened: RD$20 (around forty cents in US dollars).

Very often, small countries like the Dominican Republic don’t always have the scale to achieve world class infrastructure, which makes the arrival of Metro de Santo Domingo all the more impressive. Furthermore, in 2018, a new set of wagons was added to cater for the increasing demand. Manuel Saleta, director OPRET, the parent company of Metro de Santo Domingo, recently sat down with Business Excellence to tell us more.

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Background The Metro Santo Domingo story starts with OPRET (Oficina Para El Reordenamiento del Transporte), its parent company. OPRET was established by government decree in 2005.

Its mandate was to plan, design, construct, implement, operate and maintain the lines of the future Mass Rapid Transit System (SITRAM) in conjunction with existing means of transport in the greater Santo Domingo area.

Mr. Saleta tells us: “One of the first steps taken by OPRET to develop this task was the

“One of the first steps taken by OPRET to develop this task was the planning of a metro line running from north to south of the capital”

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“The incorporation of eighteen new wagons to the network shows that we continue to expand in quantity and quality” planning of a metro line running from north to south of the capital, serving as the backbone of the transport system to be implemented in Santo Domingo. The studies, designs and plans by OPRET, resulted in Line 1 of the metro, with its 16 stations, being delivered in February 2009, with a total of 16 stations and about 14 and a half kilometres of track.”

OPRET and the Dominican government didn’t stop there. Buoyed by the success of the first line, and seeing the difference it made to the city in just a couple of short years, both parties began looking into the construction of a second metro line in the capital. As Mr. Saleta says: “the planned route of the line ran from west to east of the urban and interurban environment of the city, linking the satellite populations of Los Alcarrizos and San Luis.”

The first section of the line, with a total length of 12.85km and 14 stations, has been in operation since April 2013. A cable car of 5km in track length was inaugurated in May 2018, and was soon followed by Line 2B in August that year. Line 2B has 3.4km of track and introduces four new stations to the network.

Mr. Saleta notes: “the incorporation of eighteen new wagons to the network shows that we continue to expand in quantity and quality, substantially increasing the daily number of users using the mass transit network.”

Key Statistics When asked about the figures behind the metro system, Mr. Saleta is quick to rattle off an

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• Supply and assembly of 120kV lightning arresters, 700kV BIL. • Supply and Assembly of 139kV disconnector blade, parallel type, Three (3) poles, 1200A, Vertical Mounting, Operated in group.

• Supply and Assembly of Switch 138kV, 1200ª, 3Ø, 60HZ, SF6, Tank type Dead.

• Supply and Assembly of Medium Voltage (MT) Cells, Metalclad Type. 12.5kV located in Control room.

• Supply and assembly of control panel, protection and signaling of transformer with TPU 2000R relay • Supply and assembly of control panel, protection and signaling equipment 138kV. • Supply and Assembly of battery rechargerrectifier 400A-H, 125vdc Output 120 / 208V. • Supply and Assembly of lead-acid battery bank, 20 cells of 6vcd 200A-H, including terminals and mounting structures.

• Supply and Assembly of auxiliary service boards of alternating and direct current, 120 / 208vac 500ª.

• Supply and assembly of auxiliary services dry transformer, 150KVA, 12.5 / 7.2Kv, 120 / 208kV.

SERVINCA Headquarter – No. 737, Francisco Prats Ramírez, st, El Millón, Sto. Dgo., Dominican Republic.

Phone: (809) 363-0928 / 0925 / 0926 | Fax: (809) 363-0570

INTERCONNECTION PACKAGE: • MT and BT wiring, connections and terminations.

• Measurement, communications between equipment.

• Laying of Santa Isabela airline (Supply and Assembly of 800mts in 138kV, including metal towers, insulators, conductors et • Laying, connection and installation of trays and supports for 20 KV buried conductor for direct use of section 400 MM2 (1) of AL, in a configuration of two conductors per phase.

• Supply and Assembly of Power Transformer 32/40 MVA-138kV in primary winding and 21kV in the secondary winding ONAN / ONAF, OLTC in AT, Copper immersed in oil. Temperature elevation tests, measurement of audible noise, atmospheric impulse and factory supervision for assembly and commissioning.

• Supply and Assembly of three (3) fields of SF6 138kV in the existing part and two (2) in the new S / E encapsulated in gas type EXK-0 • Supply and assembly of four (4) 21kV fields.

Medium voltage (MT) equipment including protections.

• Supply and Assembly of auxiliary service transformer.

• Supply and assembly of control and protection for the fields and automation system.

• Supply and assembly of 120kV lightning arresters, 700kV BIL. • Supply , laying and connection of power cables from the existing S/ E to the new S/ E approximately 200mts of high voltage cables with their cups and accessories. Structures with conventional equipment for assembly.

• Supply and Assembly of auxiliary service boards • Supply and assembly of 21kV cables.

• Civil work.

E-mail: servinca@servinca.com.do/cjcabrera@servinca.com.do/ccabrera@servinca.com.do www.servinca.com.do | RNC 1-01-08699-8

PROJECT: METRO SANTO DOMINGO LÍNEA I

EXPANSION OF ISABELA SUBSTATION 32MVA

•

Supply and assembly of three-pole disconnector blade. Central opening, Horizontal mounting, nominal voltage 138kV, 60Hz, NBA 1650kV, Rated current 1,299 A, Short-time current 31.5kA. Motorized operation 220Vac.

•

Supply and assembly of 3 lightning arresters-auto metal-oxide station-class valves for a 138kV system.

•

Unipolar Power Switch 1250A (Line).

TC Current Transformer.

•

Power transformer TP.

•

Control panel and line protection for 138kV.

•

Accessories and Equipment Materials

SERVINCA Headquarter – No. 737, Francisco Prats Ramírez, st, El Millón, Sto. Dgo., Dominican Republic.

Phone: (809) 363-0928 / 0925 / 0926 | Fax: (809) 363-0570

E-mail: servinca@servinca.com.do/cjcabrera@servinca.com.do/ccabrera@servinca.com.do www.servinca.com.do | RNC 1-01-08699-8

impressive array of numbers and statistics: “Line 1 was built with an investment of $800 million. and executed within 3 years and counted with the collaboration of national and international companies for the construction of the 16 stations, tunnels and viaducts. Likewise, advanced railway systems were installed and 19 trains of 3 wagons were acquired, with a capacity of 547 passengers each. The current line capacity is 13,128 passengers per hour in each direction.”

“Line 2A was built with an investment of 650 million dollars and executed within 3 years.

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As with line 1, it counted on the collaboration of national and international companies for the construction of the civil work of the 14 stations and tunnels. Finally, in August 2018, Line 2B was inaugurated, with 3.4 km in length, connecting this time to the National District with the same heart of Santo Domingo Este and a total investment of 350 million dollars.”

What a Difference a Train Makes By their nature, metro systems are transformative in practical and environmental terms, and Metro

METRO DE SANTO DOMINGO

de Santo Domingo is no different. In fact, being a relatively small city in international terms may make its metro all the more transformative.

To begin with, there has been the economic impact; Mr. Saleta says that, “at present, the operation of the system has about 3,500 jobs.

About 1800 direct, occupied by OPRET staff and the rest indirectly in security personnel, maintenance companies and other suppliers of goods and services.”

Next, there is the indisputable positive environmental impact. He tells us: “In 2009,

the year of opening to the public of Line 1, the Santo Domingo Metro transported nearly 11 million passengers. After 10 years of operation and the growth of the network, in 2018, 89 million passengers were transported” He conservatively notes that this would have incurred 3 million extra bus journeys, but by our calculations, this assumes that everyone on the metro would have otherwise used the bus. Instead, it has unquestionably removed many single driver vehicles from Santo Domingo’s streets.

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VEGAZO INGENIEROS ELECTROMECÁNICOS, SRL.

Especialistas en Sistemas Eléctricos y de Climatización

Electricidad: • Plantas eléctricas de emergencia • Distribución de energía • Controles digitales Mecánica: • Sistemas de climatización con agua helada o expansión directa • Sistemas de aire acondicionado de precisión • Ventilación mecánica • Sistema de extinción de incendios Descripción de la compañía Vegazo Ingenieros Electromecánicos SRL es una compañía dedicada al diseño e implementación de obras eléctricas y mecánicas para la industria y la construcción. Ofrecemos además servicios de mantenimiento preventivo y correctivo de sistemas electromecánicos. Podemos desarrollar: • Diseño, construcción y mantenimiento de sistemas eléctricos que incluyen alimentación de potencia, generadores de emergencia, paneles eléctricos, distribución de energía,

iluminación interna y externa, sistemas de aterrizaje, pararrayos, paneles de aislamiento, UPS, TVSS y controles digitales para integración de sistemas.

• Sistemas de climatización con agua helada o expansión directa que pueden ser de volumen variable o constante tanto en agua como en aire, o bien contar con control de humedad.

Podemos incluir además control de presión de zona climatizada, ventilación y extracción de aire.

• Sistemas de ahorro de energía mediante: recuperación de energía, monitoreo y control remoto de equipos de climatización, aplicación de productos químicos para mejorar la transferencia de calor, Ahorro de energía de iluminación tanto interior como exterior y uso de paneles solares.

• Suministro, instalación y mantenimiento de cámaras refrigeradas, fábricas de hielo.

809.255.1968 info@vegazo.com www.vegazo.com.do

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We roof your dream with passion Santo Domingo

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inspired Data analysts keep trains reliable. And dads on time.

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Siemens.com/mobility

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Your weekly digest of business news and views

www.bus-ex.com

METRO DE SANTO DOMINGO

“So far there have been eighty-five visits, which have involved nearly nine thousand students, from schools and colleges, from all over the country”

The impact has even extended to the city’s culture. Metro de Santo Domingo has established the “Metro Culture” program, which looks to educate future generations about values, heritage protection and the transmission of knowledge of the integrated transport system. Mr. Saleta says: “We are building a “Metro Culture” understood as a model of social, educational and cultural management that produces transformations

towards a new citizen coexistence in harmony, good behavior, sense of belonging, solidarity and respect.

He adds: “So far there have been eightyfive visits, which have involved nearly nine thousand students, from schools and colleges, from all over the country. We have also received the visit of numerous international guests.

More than twenty-five cultural activities have been carried out, which directly impacted

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Did you know?

In 2019, Metro de Santo Domingo is expected to pass the

19 million

passenger mark.

By definition, that’s 19 million journeys which will have been made cheaper, easier, more sustainably and faster than was ever possible before.

“We’re defining which phases should be developed next.

We need to reevaluate the changes that occurred in the transport habits of the citizens of Gran Santo Domingo” approximately one million people, among users of the Santo Domingo Metro and visitors attracted by the activities.”

Partners and Suppliers With no previous experience of what was required to deliver a world-class metro system, OPRET had to turn to experts in the field. They turned to an old friend of Business Excellence, Metro de Madrid for assistance. Of them, Mr. Saleta says: “during the beginning of the project and during the development of engineering construction and

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start-up of lines 1 and 2A, Metro de Madrid contributed its knowledge, experience and work methodology to ensure the success of our project.”

He continues: “Of the strategic partners that have helped and continue to help the Santo Domingo Metro project is the French Development Agency (AFD). It has participated with the issuance of financing through the Ministry of Economy, Planning and Development for a part of the construction costs of Line 2B. The AFD continues to collaborate to achieve the objectives of OPRET.”

METRO DE SANTO DOMINGO

Other partners and suppliers which merit mention include those such as Servinca, Vegazo Ingenieros Electromecanicos and Siemens, all for engineering; ICAT is a local construction firm which excelled when called upon to build its first underground metro system; Alsom, the ever-reliable provider of metro carriages; and finally, Schaltbau Sepsa and Sofratesa for both the control systems and other complex technology required for a metro system to operate without any hitches.

transport habits of the citizens of Gran Santo Domingo,” he says.

What a massive change in transport habits that has been: In 2019, Metro de Santo Domingo is expected to pass the 19 million passenger mark. By definition, that’s 19 million journeys which will have been made cheaper, easier, more sustainably and faster than was ever possible before. Miss Solete says: “The subway of Santo Domingo is the backbone of the mobility of Greater Santo Domingo.” There is perhaps no more succinct way to describe what the metro means to this capital city.

Just the Beginning More development plans are afoot. Mr. Saleta tells us that when the master plan for the metro was first drawn up, it included 6 metro lines in total, only two of which have been developed so far, along with the cable transport project. “We’re defining which phases should be developed next. We need to reevaluate the changes that occurred in the

METRO DE SANTO DOMINGO

 info@metrosantodomingo.com @metrosandomingo www.metrosantodomingo.com

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WHERE THE CITY MEETS Metro de Santiago Guaripola Guachaca Dióscoro Rojas recently described “the Metro is the most democratic and republican place we have in Santiago” this statement best describes the metro as a socio-economic melting pot that offers beyond a means of transportations to this great city.

RESEARCH BY

Joseph Philips

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hen Business Excellence first visited Metro de Santiago, nearly 6 years ago at the end of 2013, its management was about to implement a plan for infrastructure improvements in the network. This was to involve the purchase of new train carriages, the modernization of older trains (which were to be fitted with positioning systems, in-carriage screens and air conditioning) platform extensions and improvements in technology.

However, the highlight of the US$400 million investment was to be the construction

W

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of lines 3 and 6, totalling 37 kilometres of track and 28 stations. Maintaining the same standards across the extended and new lines would be a challenge - Metro de Santiago system is renowned for its low waiting time for passengers. We were looking forward to seeing how everything shaped out in the intervening eight years.

Lines 3 and 6 As its name suggests, Line 3 of the Metro de Santiago system has a history which extends

METRO DE SANTIAGO

“The highlight of the US$400 million investment was to be the construction of lines 3 and 6, totalling 37 kilometres of track and 28 stations”

beyond our 2013 article. It was first conceived over 30 years ago but faced significant delays, largely due to the 1985 earthquake that shook Chile’s capital city. Its arrival is not only a valuable addition to the metro system - halving the journey times for many commuters in the city - but also, in some ways, symbolic: a sign that Santiago gets things done.

The metro features the same attention to design that commuters had become accustomed to with the existing lines. The passageways at the Universidad de Chile

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METRO DE SANTIAGO station, resembling space-age tunnels are a particular highlight. No sooner had it arrived, in January 2019, than extensions were already planned. Such is the speed of change with this metro. It is being extended to the western outskirts of the city, adding three new stations and a total of 3.8 kilometres of track.

Line 6 was delivered in November 2017, and serves 10 stations between Los Leones and Cerrillos. It stands as a testament to Metro Santiago’s commitment to modernity and technology: For example, it has forsaken traditional manned ticket offices for easy to use automatic machine (with a range of international language options to cater for visitors). The ticketing hall isn’t the only part of this line which is unmanned: Its sleek new trains are also all driverless.

Line 6 also takes advantage of the most modern rolling stock in Latin America, known

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www.solerpalau.com

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Our products and services: • Engineering • 1D and 3D simulation • Supply • Mechanical and Electrical assembly • Automation and control • Testing and commissioning

SOLER & PALAU VENTILATION GROUP

Technology from start to finish:

Experienced and customized solutions in underground ventilation

Soler & Palau Ventilation Group has been present in the ventilation market for more tan 68 years. In Chile, we have the Applied Products Division (APL), which focuses mainly in the design of Forced Ventilation Systems specific for the needs of each Project. We provide a full service to our clients, from the engineering to the commissioning of the system, and we specialize in the underground ventilation of Road, Mining and Railway Tunnels.

Among other worldwide projects, in Chile we developed the Forced Ventilation System for the subway lines 3 and 6 of Metro de Santiago. This Project included the design and engineering of the system, 1D and 3D simulation, manufacturing and supply of the equipment and the mechanical and electrical assembly in the tunnel. We also

implemented the control, logic and automation of the ventilation system, including the integration with other systems, tests, pre-commissioning and commissioning. Additionally, we are currently developing and performing the Predictive, Preventive and Corrective Maintenances for the Forced Ventilation System of this Project.

The Forced Ventilation System of lines 3 and 6 is composed by 34 Axial Fans (model KTF2500) with a flow rate of 150 m3/s, sound attenuators of 45DB and 75 DB, ventilation grids, power and control panels, 2 servers, 9 Jet Fans (5 model KJF 1120 and 4 KJF 630) and air quality control system in tunnel and stations. The ventilation system acts based on different operation modes, designed accordingly to the state of air quality, delivering an automated system.

(56 2) 23063030 (56 9) 77921502 jaraneda@solerpalau.com eloayza@solerpalau.com www.solerpalau.com

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IMPROVING QUALITY OF LIFE

Applying our deep market sector insights and collective design, consultancy, engineering, project and management services, we work in partnership with our clients to create exceptional and sustainable outcomes throughout the lifecycle of their natural and built assets.

info.cl@arcadis.com www.arcadis.cl

ARCADIS CHILE

Arcadis Chile participated in the design of the largest expansion in the history of the Santiago Metro With almost three million passengers per day, the Santiago de Chile Metro is already one of the largest in South America.

In recent years, Metro de Santiago S.A has developed an important growth plan for its transport network which currently serves a growing population of more than five million people. The plan is to increase the network capacity by approximately 40%, through two new lines whose objectives are to decongest traffic in the city.

Since 2012 Arcadis has collaborated in the design engineering of project 63 (lines 6 and 3), and in two extensions of lines. Forming a Consortium with WorleyParsons, Arcadis participated in the basic engineering and environmental studies of the new Lines 3 and 6. Subsequently, and as part of the same Consortium, Arcadis was dedicated

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to the engineering and supervision designs during its construction of the Line 3 in all its stages, including its subsequent extension, as well as the extension of Line 2.

For the development of the Metro projects, several professionals were included with experience in the design of underground works (tunnels), architecture, hydraulic, structural, mechanical and electrical works, programming and construction costs, among other specialties.

In this way, Arcadis has participated in the Detail Engineering of Tunnels, Fires and Galleries, in the Station Detail Engineering and in the Supervisions during the construction of the last Metro SA expansion projects. info.cl@arcadis.cl www.arcadis.cl

METRO DE SANTIAGO

“Chileans have already taken to calling 2026, ‘the year of the metro’ because three new lines - lines 7,8 and 9 - will be delivered that year” as AS-2014 (Acero Santiago 2014). The carriages also include ramps for wheelchair access and platform safety barriers for the safety of waiting passengers. In total, the line crosses about 15 kilometres and serves an estimated 1.1 million people. The 20 minutes that it takes to get from one end of the line to the other gives a strong indication of the efficiency of this operation.

2026: The Year of the Metro Chileans have already taken to calling 2026, ‘the year of the metro’ because three new

lines - lines 7,8 and 9 - will be delivered that year, in addition to extensions to lines 2,3 and 4. Line 7 will cross a total of 25 kilometres and will have 19 stations, running between Brazil and Estoril; line 8 will cross 20 kilometres and will have 14 stations, running between Renca and Estoril; finally, line 9, running north to south, will have 12 new stations spread across 17 kilometres.

Combined, the three new lines of the metro are expected to directly benefit between 3 and 4 million people in the city on a daily basis, in some cases halving the time required for their commute. All will feature the same technology

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EXPERTS IN

UNDERGROUND WORKS

www.geocontrol.es

DESIGN Geological and Geotechnical Studies Feasibility Studies Basic and Detailed Design

TRANSPORT Metro High Speed Railway Lines Conventional Railway Lines Roads

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years of experience

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tunnels designed

MINING Open-pit mining Underground mining

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889 km

of technical assistance during tunnel construction

1.185 km of tunnels designed

GEOCONTROL GEOCONTROL is a private engineering company established in 1982. Specialised in design of Underground Works, offers advanced engineering solutions through its own specific methodology (Active Structural Design) which is suitable throughout the entire lifecycle of an underground infrastructure. Until now, the company has participated in more than 413 tunnels, totalling over 1.185 Km. Regarding metro infrastructure, the company has designed more than 244 km of tunnels and 130 underground stations in Brazil, Chile, Spain and Peru.

GEOCONTROL develops services in Chile since 1998 and has carried out many civil underground projects for METRO DE SANTIAGO: Detailed Design for Line 6; Inspection of the State and Conservation Plan for Lines 1 and 2; Technical assistance during construction of Line 3 (Sections 1&2) and Line 6 (Sections 3&4); Basic Design for the extension of Line 2; Basic Design for

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Line 7; Feasibility Study for Lines 8, 9 and 4 (Ext). GEOCONTROL is currently developing the Detailed Design for Section A Line 7, which will be constructed by means of TBM’s.

With its vast experience designing underground infrastructures, GEOCONTROL’s designs ensures to meet client’s expectation at all stages of an underground infrastructure, delivering, for the construction phase, security, tight deadlines and reduced costs and, for the operation phase, high functionality. www.geocontrols.es

METRO DE SANTIAGO

CEO - Ruben Alvarado

“Combined, Lines 7,8 and 9 will constitute an investment of over US$5 billion and dramatically enhance mobility in the city� that was seen with line 6 as well as introducing some new innovations. The extensions of line 2 (four stations and 5.2 kilometres) line 3 (three stations and 3.8 kilometres) and line 4 (three stations and 4.2 kilometres) will also include an updating of the technology in those stations and trains.

Combined, Lines 7,8 and 9 will constitute an investment of over US$5 billion and dramatically enhance mobility in the city, bringing several underserved areas of Santiago into the metro network. This

includes the popular Brazil neighbourhood with its restaurants and bars which until now has relied on over ground transport despite having a massive student population.

Furthermore, the lines set a new bar for metro systems globally. All three will be driverless, electric with unmanned, self-service stations creating an unprecedented level of efficiency.

The show must go on It would be understandable if the aforementioned grand plans disrupted the

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cultural agenda of the metro in some way over the next few years. However, that hasn’t, and won’t be the case with Metro de Santiago.

Santiago is a city of museums - the square at Quinta Normal has five alone - and the metro is very much an extension of that culture.

In addition to the permanent artworks, it continues its ongoing support of local artistic and cultural exhibits.

An example of this commitment to the arts can be seen in the June 2019 installation of a permanent exhibit of indigenous Chilean artist,

Antonio Paillafil. This latest art installation, under the title, “Los pasos de la vida por la Tierra” (the steps of life along the earth”) can be seen on Line 6 - the most modern of all lines. It’s also indicative of how Santiago de Chile (in general, and not just the metro) seamlessly mixes ancient culture with the state of the art.

Partners and Suppliers The almost continuous development and improvements at Metro de Santiago have

“The almost continuous development and improvements at Metro de Santiago have enabled it to maintain a team of partners and suppliers that it can depend on to deliver on time and on budget.”

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METRO DE SANTIAGO

enabled it to maintain a team of partners and suppliers that it can depend on to deliver on time and on budget. First and foremost, these are the architects and engineers behind the extensions and new lines. PLH Arkitekter, a Danish firm, was the architectural team behind the new stations, while the extensive engineering works will be carried out by Geocontrol Chile, Arcadis Chile SpA, IDOM, Tapel Williamette. and Thales International.

Elsewhere, Colas Rail, the British firm and one of the oldest in its area, will provide much of the railway infrastructure (and has consulted with Metro de Santiago about the specific nature of the carriages required), Thysseenkrupp Elevadores S.A. will kit out each station with its elevators and escalators, Lamp Lighting will take care of lighting and much of the electrics, while Fischer Polska will take care of building logistics and materials.

A Path to Santiago’s Future When the latest phase of modernization to Metro de Santiago has been completed in 2026, the city that it serves will be just 16 years from celebrating its 500th birthday.

Few cities in the world can claim to have preserved their heritage as well as Santiago while continuously looking forward. The metro is a vivid illustration of this. Having seen the progress it made in the 8 years since our last visit, we’re already eager to see how its future evolves.

METRO DE SANTIAGO

 22937 2000  info@metro.cl @metrodesantiago www.metro.cl

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SHOWING THAT EXPANSION CAN BE SUSTAINABLE PetroPerú’s Talara Refinery The Talara Oil Refinery, located in a desert district a little over 1,000km from Lima, is Peru’s second largest oil refinery RESEARCH BY

Joseph Philips

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he Talara Oil Refinery, located in a desert district a little over 1,000km from Lima, is Peru’s second largest oil refinery. Since the refinery was first established, at the outset of the 20th century, it has played a central role in Peru’s domestic energy scene. It has an output of around 65,000 barrels per day (bpd), making it one of the largest in the Petroperú portfolio. In addition, it produces domestic LPG, motor gasoline, solvents, A-1 turbo, diesel, kerosene, industrial oils and even asphalt.

T

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You could be forgiven for believing that Government-owned Petroperú might be satisfied with such an impressive setup, but recognizing the potential of the refinery, it has undertaken a massive upgrade of the refinery. This will not only modernize the Talara Refinery, making it one of the most sophisticated of its kind in South America, but also increase its oil producing capacity to around 95,000 barrels per day - pushing it very close to the top spot in Peru.

PETROPERÚ’S TALARA REFINERY

“We decided to take a closer look at the modernization of Talara to understand the complexities involved in bringing a project of this size to fruition”

We decided to take a closer look at the modernization of Talara to understand the complexities involved in bringing a project of this size to fruition.

Background The history of Talara goes all the way back to 1917, a little over a hundred years ago, when the refinery was first developed by the Standard Oil Company. By 1965, a series of upgrades had brought capacity at the refinery to 65,000 barrels per day, where it

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SPECIALIZED IN DATA CENTER, AIR CONDITIONING, RENEWABLE ENERGY, UPS, AC / DC ENERGY, ENERGY EFFICIENCY, CABINETS AND SHELTERS Data center design and implementation Air conditioning: precision, industrial and comfort A/C energy: Ups, transformers, tvss, gensets, electric panelboards D/C energy: Rectifiers, inverters, dc-dc converters, batteries Renewable energy: Solar, wind, hybrid Energy efficiency Shelters: E-houses, telecom, control rooms Electronic security

T. +51-1-3260601 | F. +51-1-3264879 | E. cime@cime.com.pe | www.cime.com.pe

CIME COMERCIAL CIME COMERCIAL is a Peruvian company specialized in data center, air conditioning, renewable energy, ups, ac / dc energy, energy efficiency, cabinets and shelters.

CIME COMERCIAL S.A. implemented an HVAC project in thirteen buildings of the Talara Refinery (all located near the sea and ten of them intended to house electrical equipment associated with the Plant) to achieve adequate conditions of temperature, humidity, air cleaning and overpressure in e-rooms and rooms of various use.

For this, chilled water systems were installed in eight buildings and direct expansion units in the remaining five.

The installed equipment was: sixteen AERMEC (Italy) Chillers condensed by water, twenty nine chilled water AHU and nine Rooftop direct expansion units, with an installed capacity of 7.537 KW. Due to the severity of the operating conditions, the project also included: - Chemical filtration units, CAMFIL brand, to treat fresh air to be entered in six of the buildings.

- Blast valves, TEMET brand, for all incoming and outgoing air from the perimeter of the four buildings located in explosive zone, in order to avoid the entrance of the shock wave of an eventual external explosion.

- Epoxy protection for the coils of all AHUs and rooftops units. www.cime.com.pe

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PETROPERÚ’S TALARA REFINERY

“To provide some indication of the scale of the Talara project, the US$2.7 billion was the largest turnkey project worldwide This all funded by the company’s own finances” has remained ever since. At the beginning of this decade, however, plans were announced which would raise its capacity by nearly 50% a hugely ambitious expansion in any industry.

In May 2014, after a public tender process, Técnicas Reunidas, S.A. (TRSA), a Spanish general contractor was awarded the Engineering, Procurement and Construction (EPC) contract for the refinery modernisation.

TRSA’s previous awarded tenders have included oil refineries in destinations as diverse as Oman, Algeria, Venezuela and its

clients include some of the largest private and government-owned oil and gas companies in the world.

To provide some indication of the scale of the Talara project, the US$2.7 billion was the largest turnkey project worldwide This all funded by the company’s own finances.

An additional US$765 million will come from several private companies which will be involved in the construction and operation of the new service units at the refinery. The additional funds generated by sales of output

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“An additional US$765 million will come from several private companies” - both domestic and international sales were enough to convince management at Petroperú that it was a worthwhile investment.

The brief for TRSA at Talara is extensive.

It includes the expansion and modification of Talara’s existing process units (primary distillation unit, catalytic cracking complex and vacuum distillation unit), the construction of new processing units (diesel hydrotreating, cracked naphtha hydrotreating, vacuum

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• Foundations, anchors, dams and earth walls design.

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T. (51-1) 251-9000 E: proyectos@mra.com.pe www.mra.com.pe

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distillation, naphtha catalytic reforming, amine and cogeneration, and the expansion and upgrade of the utilities and offsites facilities.

Environmental Impact The modernization of Talara was driven as much by the Peruvian government desire to bring it to the highest environmental standards, as merely expansion for its own sake. Peru has introduced a range of new

environmental requirements (with a maximum sulphur content of 50 ppm) at competitive prices. This is a considerable reduction on the current figure, which has been estimated at close to 1,800 ppm.

As many readers will also be aware, operating an oil and gas refinery requires extraordinary amounts of water. On this measure as well, Talara is already showing outstanding results.

Petroperú’s 2017 sustainability report shows

“The modernization of Talara was driven as much by the Peruvian government desire to bring it to the highest environmental standards, as merely expansion for its own sake”

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“After 100 years of delivering fuel to domestic and international clients, it would have been easy for the Peruvian government to continue on the same trajectory”

that the plant used nearly 820,000 cubic metres of desalinated water in the previous year - effectively negating the requirement for it to draw water from existing reservoirs and creating a sustainable solution for the years ahead.

Social Impact As mentioned at the outset of this document, Talara is located in a desert area, making it a locality characterized by high unemployment.

To tackle this issue, Petroperú has committed to ensuring that 70% of the people involved in the construction and operation of the refinery are locals (referred to as ‘talareños’), many of whom are underskilled. The upskilling and employment of these individuals will continue to make an invaluable contribution to the region.

Talara has also benefited - and will continue to benefit - from a range of social programs implemented by Petroperú to improve the lives of Peruvians in a variety of ways. These include educational, safety and health programs. For example, by 2017, 63,000 educational kits have been distributed, 110 students have been awarded scholarships, more than 200 women had taken part in its female leadership program, and over 3,000 participants in an ongoing human rights education program.

Partners and Suppliers While Técnicas Reunidas, S.A. was awarded the tender for the Talara modernization project, several other firms, both Peruvian and international, will contribute to Talara and many of Petroperú’s other projects. The case of Peruvian general contractor Graña y Montero (GYM S.A.) is indicative. It won a $352

million contract to provide services at Talara, to look after construction, procurement and engineering services at Talara.

GYM will be assisted in its endeavors by Cobra Peru, who are also responsible for the large desalination operations at Talara, JJC Schrader Camargo Peru and Kaefer Kostec, two large Peruvian engineering firms. The considerable task of providing electrics to the refinery is being taken care of by CIME Commercial, a Peruvian electrics firm. Finally, U-Peru SAC will provide onand off-site accomodation for the 3,000-strong workforce at the refinery. Another key partner is MR & Asociados S.A.C; a specialist consulting and Geotechnical Engineering Studies company with more than 50 years of experience.

Becoming a standard bearer The scale of the Talara project gives some indication, not only of the ambition of the Peruvian government and Petroperú, but also of its commitment to sustainability. After 100 years of delivering fuel to domestic and international clients, it would have been easy for the Peruvian government to continue on the same trajectory. Instead, it has looked to slash the ppc of its output, and becoming a standard bearer in the process.

PETROPERÚ’S TALARA REFINERY

 (511) 614-5000  info@petroperu.com.pe @petroperu_sa www.petroperu.com.pe

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Codelco’s Ch

THE “SUPER CAV

As the biggest copper mine in the world, the vital statistics a modernization of the mine had begun, it was already pr mineral resources total RESEARCH BY

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huquicamata

VE� MINE PROJECT

s of Chuquicamata are quite staggering; at the time, before roducing 366,000 tons of fine copper per year and proven ling 4,200 million tons.

Eurides lopes BUSINESS EXCELLENCE [ ISSUE 1466 ]

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hen Business Excellence first visited Codelco’s Chuquicamata mine all the way back in 2013, what stuck out most was the sheer scale of the operations.

As the biggest copper mine in the world, the vital statistics of Chuquicamata are quite staggering; at the time, before a modernization of the mine had begun, it was already producing 366,000 tons of fine copper per year and proven mineral resources totaling 4,200 million tons.

As the most important asset of mining firm of its parent company Codelco, not to mention arguably the most important in Chile, Chuquicamata is constantly being updated, modernized and improved to cement its standing as world number one. A relatively recent example of this came in 2012, when Codelco announced that it was to convert

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measures at Chuquicamata. After almost six years since our last visit, we decided to return to Codelco’s most important mine and see what its next phase of development has in store.

A complete overhaul After over 100 years in its current guise as an open pit mine, located 2,870 metres above sea-level, the development work which began in 2016 to change the mine to an underground facility, was nothing short of revolutionary. The major shift at Chuquicamata is the highlight of a major overhaul at Codelco’s operations around Chile, which for which investment funds of nearly US$40 billion have been earmarked over the next decade.

The shift to underground mining will not just offset the risk of dwindling profitable

“As the most important asset of mining firm of its parent company Codelco, not to mention arguably the most important in Chile” Chuquicamata from an open cast mine into an underground facility.

On September 9, 2018, the last blast at the bottom of the open pit operation occurred, after 103 years of the mine. However, “Chuqui,” as the locals call it, wasn’t closing up. Rather, it was just closing the page at the end of the first incredible chapter. Codelco also announced that it had awarded a $50m contract to Rockwell Automation to take charge of the transformation of the mine into, what industry onlookers are calling ‘a super-cave` mine.

The estimated cost of this transformation is estimated at around US$5.5 billion, putting it among the top twenty largest capital investments announced by any company in the world in 2012. Nothing is done in half

ore, but also open up new untapped resources for the mine. Codelco’s geology experts forecast that the change will give the mine at least a further 50 years of operations, bringing operations to at least 2058. Once the mine is fully converted to an underground operation, it is expected to have an annual production of 320,000 tons of fine copper and a further 15,000 tons of molybdenum.

This first phase involved the construction of four tunnels, two for ventilation, one for access and one for transport totallin about 20 km in length whilst the second and main phase of the project, involved the construction of no less than 100 km of tunnels and drifts. These will be used for production, material transport,

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“As a 100% government-owned entity, Codelco gives all of its profits back to the government, which then distributes it to the public budget”

ventilation levels and auxiliary facilities such as crusher stations.

Importantly, the project has the full backing of the Chilean government, whose Finance Minister, Felipe Larrain, recently told gathered press on the announcement of the mine’s transformation: “This is a show of the confidence we have in the company and in the importance of these resources for Codelco to be able to complete its structural reform programme.” Copper has played a crucial role

in the development of Chile and it appears that role will continue.

Furthermore, as a 100% government-owned entity, Codelco gives all of its profits back to the government, which then distributes it to the public budget. Contributing around 40% of these profits, Chuquicamata is clearly important on a social level, contributing jobs directly and indirectly, but also paying for schools, education, infrastructure, health and other social projects by driving money into the public coffers.

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Over 1,200 Codelco employees have been deployed on this project. These include around 150 new staff employed specifically to work on the expansion project. The company has already established a training and induction program for 150 people, out of which 102 were selected for high-skilled roles at the mine. The training received by the selected individuals will ensure that they possess the technical aspects of the roles required in the mine.

Partners and Suppliers Since we last spoke with Codelco, not only have its operations grown, so too has its network of partners and suppliers. Rockwell Automation has been awarded a $50 million contract to supply a “number of important” systems for the Chuquicamata underground mine including will implement a blockcaving extraction process for the asset life time expansion and improvement of the

“Since we last spoke with Codelco, not only have its operations grown, so too has its network of partners and suppliers.”

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Its mission is to provide a technical, efficient, timely and innovative response and is in a position to offer a comprehensive service that meets the ever-increasing and permanent needs of the market.

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CODELCO’S CHUQUICAMATA

“Over 1,200 Codelco employees have been deployed on this project. These include around 150 new staff employed specifically to work on the expansion project” asset’s utilization. In Chile, the switchover to underground mining involved the assistance of Derk, Ingeniería y Geología Ltda. specialist mining consultants, based in Santiago de Chile. Redco Mining Consultants will also be involved in the extremely extensive block cave engineering and construction effort, to get the operation up and running.

In terms of the infrastructure and capital equipment involved inside the mines, Sandvik Mining supplied eight Loaders LH621 (21 ton) that will operate throughout an integrated

automation system in the new Chuquicamata Underground Mine, Sandvik will also automate and digitalise the underground operations supplying digital technologies such as AutoMine and OptiMine solutions as well and Howden, a Scottish firm with a 165-year pedigree in mining, was awarded the installation of the main fans of the Chuquicamata underground project in Chile.

Other key contributors include Sika Chile has been awarded with 70% of the total concrete admixture business technologies

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“Few mines in the world have experienced such a dramatic transformation, let alone at this scale.

Who’s to say how many more chapters this incredible mine will write” for the underground infrastructure. S-INTEC an established provider of ​​ Industrial Technical Inspections.

Beginning Chiqui’s 2nd century The story of Chuquicamata is an incredible one. It’s not just a prolonging of the mine’s life – and by extension, continuing to generate employment in the region – it’s also a case of going deeper into the mine for a level of efficiency which hasn’t existed till now. A good metric of this can be seen in the estimation that the exploited minerals will account for around 60% of the total mined over the last 90 years.

In our first article on Chuquicamata back in 2013, we noted that ‘bigger is better,’ in reference to the enormous scale of the mine in Chile’s abundant northern territory. To that list, we now add ‘brave’ as the mine makes a brave new beginning. Few mines in the world have experienced such a dramatic transformation, let alone at this scale. Who’s to say how many more chapters this incredible mine will write.

CODELCO’S CHUQUICAMATA

 +56 2 26903000  info@Codelco.com @codelcochilie www.Codelco.com

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The Guyana O

LEADING G TRANSITION TO

Guyana, the small country on th is a country like no ot RESEARCH BY

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Oil Company

GUYANA’S O NEW ENERGY

he north coast of South America, ther on the continent.

oseph Philips BUSINESS EXCELLENCE [ ISSUE 1466 ]

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Ms. Renatha Exeter, CEO at The Guyana Oil Company Ltd

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uyana, the small country on the north coast of South America, is a country like no other on the continent. Unlike every other country on the continent, its people speak English. Cricket, rather than football, is the sport of choice. Home to less than one million people, its population is one of the smallest on the continent, coming in just ahead of Suriname and French Guinea.

But big things come in small packages.

Guyana is fast becoming one of the most important focus points in the world for the petroleum industry, with vast offshore reserves. We recently caught up with Ms. Renatha Exeter, CEO at The Guyana Oil Company Ltd. (“Guyoil”), who spoke to us about the company and the role it plays in Guyana.

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Lubricants in Guyana and we’ve had this partnership with them for decades.”

Despite being well-established in the country, Ms. Exeter herself is a relatively new acquisition: “I’m very new to the company.

I’m here just over one year. I’ve always been in management at senior level, but not necessarily in this industry. As the first female CEO of the company it’s quite a humbling opportunity but one I’m proud of.”

“The journey thus far, has been amazing - very challenging but very rewarding at the same time. I joined the company at a time where Guyoil was no longer enjoying preferential prices, something we enjoyed many years ago, so the market is very competitive.”

The preferential prices that she speaks of was an agreement with the Government of

“We have eight company-owned service stations and 42 dealer-owned stations, stretching across the length and breadth of Guyana” Background Ms. Exeter began by telling us about the company, and her own journey to Chief Executive Officer. “Guyoil is wholly owned by the Government of Guyana through the National Industrial Commercial and Investment Limited (N.I.C.I.L) and governed by a Board of Directors. We’re one of Guyana’s largest public agency. The business of Guyoil is guided by the Companies Act. We employ over 400 locals and that’s a proud benchmark for us as a Guyanese entity. ” “We are the largest distributor of petroleum products in Guyana. We have eight company-owned service stations and 42 dealer-owned stations, stretching across the length and breadth of Guyana. Guyoil is also the licenced distributor of Castrol

Venezuela that allowed Guyana’s Government to avail of favourable oil prices, not always available to private companies. “Once that agreement came to an end, we were on a level playing field with our competitors so it became a game changer for the company as a whole.”

When the favourable oil prices finished in 2015, Guyoil picked up the competitive slack by opening a subsidiary - Guyoil Aviation Services Incorporated, also known as ‘GASI’ – is involved with the importation, marketing and distribution of Aviation Jet Fuel. Miss Exeter explains: “It arose from two things. Firstly, at the time, there was only one company in Guyana providing aviation fuel, so it was definitely a good market space to enter.

Secondly, the growing tourism in Guyana will

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create a greater demand for aviation fuel; so we saw this as a growth opportunity.”

GASI has been a huge commercial success for the company. She tells us: “In just four short years, the company has experienced tremendous growth. The company recently expanded its fleet with the commissioning of brand new 10,000 gallons Refueler.

The company is growing at a pace which is beyond what we expected when it was founded in 2015.”

wholesale operation. We have three terminals - one in every County, with the main one being in Georgetown at Providence. Our distribution comes from these terminals.”

“Quality assurance and safety are paramount at Guyoil. All fuel imports supplied

by Guyoil are tested and certified by an independent lab at the port of loading. Once the fuel arrives in Guyana further certification and verifications are conducted by the local authorities.”

Logistics and Operations

Green Credentials

As a Government entity, Guyoil mandate is to ensure accessible right across the country.

It does this through an extensive retail and wholesale operation: “Outside of our retail operation, a huge part of our business is our

While noting herself that the petroleum industry is a carbon producer, Ms. Exeter is clearly keen to be part of its movement towards something more sustainable. She tells us: “Guyoil recognizes the environmental

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impact of utilizing alternative energy and we are playing our part in investing in green improvements to our infrastructure. We fully support Guyana’s Green Agenda and as a state-owned company we have committed to this initiative.”

She continues: “We were one of the first companies in Guyana to introduce a UltraLow Sulphur diesel (ULSD), which is an environmentally friendly product. We’ve also made improvements to our operations. For example, some of our stations are now solar operated and we’re constructing a new office complex, which will be 100% solar powered.”

“Moreover, we’ve made a series of small incremental changes within what we can control. For instance, our paperless initiative and energy saving devices throughout our

facilities. These are just small but significant steps we have taken towards a more substantial role in sustainability of the environment in which we operate.”

In fact, business entities are already signally plans for the introduction of electric cars to the roads of Guyana. Ms. Exeter tells us: “Charging points for electric cars are already in our pipeline - as part of our strategic plan.

We’ve started consultations with all of the stakeholders in rolling this out.”

Corporate Social Responsibility The work of Guyoil extends into working with the local population on a range of social projects. As Ms. Exeter explains: “It’s very important to us as a local entity

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that we reinvest in the community where we operate. Our community contribution is executed through our CSR programs and also as part of general marketing activities. Over the years, Guyoil continues to contribute towards youth initiatives/ programs and development of academic activity. We have partnered and given support to the University of Guyana and other academic institutions. Health and Wellness programs is another area we continue to give support to.”

“We partner with other Ministries and the Busines community for Breast Cancer Awareness Month, Blood Drive Programs and other health related initiatives. We also implement a number of these programs in-house with staff..”

“Our company offers exchange programs to students of the University of Guyana. Mostly, these are engineering students who come to our company as interns and work with the engineering team. In the past, this has led to employment opportunities for these students

“Our company offers exchange programs to students of the University of Guyana. Mostly, these are engineering students who come to our company as interns and work with the engineering team”

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after they’ve completed their studies. We also support the Ministry of Education for work study programs.

“For employees of Guyoil, we have a bursary program for employees children who have excelled at the National Grade Six Assessment Exams (NGSA). We reward them with financial assistance to continue their studies throughout high school.

One to Watch It’s truly refreshing to visit a company like Guyoil and see, not only are they empowering women and committed to the environment and the community, but they’re also an example of a wholly-owned government company which is taking on all corners on a level playing field.

The pride is reflected in Ms. Exeter’s answer to our question about what differentiates the company from others. “We’re a Guyanese

entity, contributing to the development of Guyana ” is her sincere response.

This is one to watch like no other. Thanks to oil discoveries off the coast of Guyana, the country is expected to see its GDP quadruple over the next 15 years. Few countries if any will experience anything like this growth in the same period. In fact, it’s almost unparalleled in history. You get the impression from talking to Renatha Exeter that Guyana, and indeed Guyoil, are entering a golden period in their history.

THE GUYANA OIL COMPANY

 (592)225-1595-8  info@guyoil.gy www.guyoil.gy

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