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An adaptable, scalable and sustainable transformation FEBRUARY 2019 chiefsustainablityofficer.com

Sustainability on a global scale Shannon T. Carroll on driving environmental change at the telco giant

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A SUSTAINABLE TRANSFORMATION


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WELCOME

W

eelcome to the launch issue of CSO Magazine!

The world is undergoing dramatic change and sustainability is at the forefront of this global shift as it influences and defines business operations across virtually every industrial sector. As a result, the role of the Chief Sustainability Officer (CSO) is taking on an even greater prominence, as companies strive to find greener energy solutions, more ethical business practices and increased engagement with local communities. Packed with exclusive insights from those at the centre of this dramatically changing landscape, CSO Magazine is an innovative digital platform that keeps industry leaders and key decision makers right up-to-date with all the cutting-edge insight and trends affecting sustainability in all its forms.

This month we talk to Shannon T. Carroll Director of Global Environmental Sustainability at telco giant and multiconglomerate AT&T regarding its wideranging environmental initiatives played across its enormous global operations. We also talk to representatives from Pod Point and FreeWire regarding the growth of EV infrastructure. 05 Elsewhere, we have exclusive insights from AB InBev, Aligned Energy and Level Crossings Authority, Plus, we list the world’s top ten largest solar parks and detail the biggest events and conferences from across the globe. We are always excited to hear from our readers and companies who would like to discuss any core events or projects with us. If you want to become part of the story, get in touch with me at andrew.woods@bizclikmedia.com

w w w. e n e r g y d i g i t a l . c o m


CONTENTS

The rise of the adaptive data center

10 42 ENERGY 2.0: THE RISE OF THE EMPOWERED CONSUMER

Sustainability on a massive scale

28


WHY TRAVEL SHOULDN’T DAMAGE THE EARTH

52

74 DRIVING SUSTAINABILITY THROUGH MINIMISATION OF EV INFRASTRUCTURE

62 74 88 Events

Top 10

biggest solar parks in the world


108 A sustainable pioneer in the wind energy market

92 124 Back to the future: The Caulfield to Dandenong Level Crossing Removal Project

MARKET LEADERS IN THE EVOLVING ENERGY SPACE

Asustainable

telco

142


LOGO HERE

10

The rise of the adaptive data center WRIT TEN BY

SE AN GA LE A-PACE PRODUCED BY

TOM VENTURO

FEBRUARY 2019


USA

11

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ALIGNED ENERGY

Chief Executive Officer of Aligned Energy, Andrew Schaap, discusses the importance of remaining adaptable, scalable and sustainable in the industry amid technological change

W

ith companies worldwide understanding the importance of embracing technology in order to stay ahead

of their competitors, it has become increasingly significant for firms to undergo a digital 12

transformation in order to achieve and sustain success. For leading data center provider, Aligned Energy, the mission of innovation and the launch of new facilities has become vital to the company’s progression.

ESTABLISHING CORE PRINCIPLES After 20 years of complex transactional experience and multi-disciplinary senior leadership, Chief Executive Officer of Aligned Energy, Andrew Schaap, understands how key it was to form and maintain core principles when he first joined the company in 2017. “One of the first things I did when I came on board was to try and focus the organization on what our core mission and vision actually were. I felt there had been some great FEBRUARY 2019


USA

13

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USA

innovation before I arrived, providing a

and focus that we were going to pursue

solid foundation for growth and further

moving forward. As a result of this, we’ve

performance improvements,” explains

enjoyed some significant success in the

Schaap. “As a rule of thumb, I believe

last 18 months, growing the company

that if you have more than three tasks

by more than 1000%.”

per day, then you usually fail at them. The

Such success has been achieved with

human brain works just like a computer

the company paying close attention to

because you’re always switching to

how it conducts its business on the

different tasks. I made sure that when

infrastructure side, as well as choosing

I joined that I really focused the entire

to operate in an alternative way to its

organization on a key vision, mission,

competitors in a bid to stay ahead. “We

E X E C U T I V E P R OF IL E

Andrew Schaap A data center, IT, private equity and real estate executive with over 20 years of complex transactional experience and multidisciplinary senior leadership, Chief Executive Officer Andrew Schaap, is dedicated to accelerating the development of Aligned Energy’s business objectives as demand for its adaptive data center approach continues to exceed expectations. Andrew is responsible for business growth and promoting the availability of Aligned Energy’s data center and build-to-scale solutions to cloud, telecom, enterprise and managed service providers. With a thorough understanding of the evolving data center market, Andrew is responsible for cultivating an ecosystem of innovation that advances Aligned Energy’s commitment to reducing the social, economic and environmental impact of the digital era.

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Aligned Ashburn Site Render Entrance

17

really looked at what we were doing on

very important to us in delivering against

the infrastructure side, and fine-tuned

the exacting expectations of our clients.”

our supply chain to enable us to work with our partners,” says Schaap. “We’ve

LAUNCHING NEW FACILITIES

adapted some of the best practices

Through the unveiling of a new 180-meg-

that some of the giants use, such as GE,

awatt data center campus in Ashburn,

to ensure that our partners can help us

Virginia in September 2018, Aligned

to stay nimble and ahead of the curve.

Energy has demonstrated a determina-

We’re doing something in our supply

tion to expand its data campuses in order

chain that’s completely different. We’ve

to address the needs of cloud providers

spent a lot of time and energy choos-

and hyperscalers that demand a highly

ing the right partners and honing our

dynamic, scalable and future-proof data

logistics model. Timely and fiscally

center solution. The 26-acre master-

responsible inventory management is

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USA

approximately 880,000 square feet of expandable space, drawing power from two on-site substations, as well as access to over 50 carriers in the immediate area. Schaap believes the new facility has allowed his company to be different. “We have the ability to connect with multiple carriers and diverse routes, as well as a power silo connecting to multiple hub stations upstream of us into Dominion Energy,” says Schaap. “What makes us different is our innovative cooling technology, which allows us to sense when we should use water or when we should switch to lower or zero water utilization based on what’s actually happening with the weather in real time. I believe we’re the only ones that have that unique technology.” With Aligned Energy’s clients firmly

“On the innovation side, our focus is on removing any potential concerns that our customers may have in five or 10 years from now. No one else can really do that apart from Aligned” — Andrew Schaap, Chief Executive Officer, Aligned Energy

in mind, Schaap’s the decision to choose Virginia was primarily based on its location central to the biggest networks. “We decided on our particular location in Virginia because it’s in proximity to one of the highest networked pathways in the nation. We’re in the middle of all the biggest networks,” says Schaap. “It’s been fantastic for us because our w w w.c hi e fsust a i na bi l i t yo f f i cer. com

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USA

CLICK TO WATCH : ‘ALIGNED ENERGY ­— DELTA CUBE’ 21 existing clients can’t wait for us to get

dictable usage and growth models

there and we’re already active with lots

that are becoming table stakes in

of discussions that are quite advanced

today’s deployments.

on our first chunk of capacity. We expect

Technologies such as cloud, IoT,

the site to be live, with active customers

AI/ML, blockchain, and more are

late in summer 2019.”

generating exponentially more heat in the same cubic area. This is why

SUSTAINABILITY IN THE DATA CENTER SPACE

to accommodate exponential platform

With the importance of remaining

growth are becoming increasingly

sustainable a key priority for Aligned

important. ​Schaap believes that

Energy, the company’s data center

implementing technology that is

platform and dynamic infrastructure

adaptable, efficient and dynamic

have been designed with the future in

allows the company to give its clients

mind in order to address the unpre-

peace of mind about the future ahead.

access to green energy and the ability

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23

Aligned Dallas Entrance “If you’re in a climate like Virginia,

about what lies around the corner in

water shouldn’t really be a problem.

two years, five years, 10 years, even

However, these assets are long-term,

15 years from now. Clients want

and no one has any idea if in 10 years’

stability, predictability and a partner

time Virginia may go into a drought

that provides them with a path to the

season. We actually have the ability

future as well as peace of mind. Our

to turn off our water usage and still

continued growth and solid capital

run a dry solution. There are no other

foundation have enabled us to be that

companies that we know of that have

stable partner for our customers.

anything like that,” he affirms. “I believe

On the innovation side, our focus is

it’s very innovative and clients love it

on removing any potential concerns

because they don’t ever want to move

that our customers may have in five

out of a data center. They can literally

or 10 years from now. No one else can

come in today and not have to worry

really do that apart from Aligned.” w w w.c hi e fsust a i na bi l i t yo f f i cer. com


ALIGNED ENERGY

WE BRING DATA CENTERS TO LIFE QA/QC, Commissioning and Operations Consulting Our mission is to provide our clients with a global solution to ensure a consistent, quality data center anywhere in the world. Visit Our Site

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FUTURE PLANS With the future in mind, Schaap affirms Aligned Energy remains on the lookout for potential expansion opportunities outside of its existing U.S. locations in Dallas, TX, Phoenix, AZ, and Salt Lake City, UT, as well as abroad. “We’re actively looking for the next opportunity all the time and we’re really interested in what our clients are doing so we ensure we spend a lot of time talking to them directly,” says Schaap. “We will also use our great capital and infrastructure to go a little bit further and be more

“The team here is so important. We’re attracting and retaining great talent and the culture is focused on innovation, inclusion and customercentric support” — Andrew Schaap, Chief Executive Officer, Aligned Energy

responsive to our core elements. I believe you’ll see us continue to grow and continue to land into new markets.

that they did right by the clients,” explains

As we move forward, expanding

Schaap. “We empower teams to execute

internationally is absolutely on our radar

and perform on behalf of the clients.

and we’re ensuring that we pay close

You don’t have to ask for permission

attention to the latest trends worldwide.”

or forgiveness as long as you’re taking

Schaap believes that the company’s

care of the customer. Through our

success is largely due to the great

empowerment program, we’ve embold-

teamwork and drive within Aligned

ened a lot of our operations and site

Energy, which have enabled customers’

teams to make sure that they’re serving

needs to be met. “The team here is

the clients’ needs immediately.”

so important. We’re attracting and retaining great talent and the culture is focused on innovation, inclusion and customer-centric support. Everybody wants to go to sleep at night knowing w w w.c hi e fsust a i na bi l i t yo f f i cer. com

25


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S U S TA I N A B I L I T Y

sustainability on a massive scale 28

We speak to Shannon Thomas Carroll, Director of Global Environmental Sustainability at AT&T, to see how the telco giant is harnessing sustainability across its massive operations‌ WRITTEN BY

ANDRE W WOODS

FEBRUARY 2019


29

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S U S TA I N A B I L I T Y

A

ligning the notion and practice of sustainability within the biggest companies on the planet is no small

undertaking and AT&T – founded by Alexander Graham Bell – is no exception. The world’s largest telecommunications company and ranked number nine on the Fortune 500, this

giant multinational conglomerate has just over 270,000 employees and posted a 2017 revenue of $190.5bn. This is a holding company whose operations spread out over numerous sectors and territories and to seek a sustainable road map at such a business 30

is as complex as it is integral. Shannon Thomas Carroll is Director of Global Environmental Sustainability at AT&T and possesses a rich knowledge of both the company’s operations and its sustainable practices as he works to reduce the environmental impact of the telco’s operations. His key accomplishments include “being the internal driver for large scale renewable energy, zero-waste, and supply chain human rights audits”. Carroll has been with the company for almost 20 years, having served in several different capacities across the 133-year-old conglomerate. “I’ve worked on a consumer side, the business side of the house and on the network side,” he explains. “So I’ve had lots of different FEBRUARY 2019


31

“AT&T has an energy intensity goal, relative to its network, to be 60% more efficient” — Shannon Thomas Carroll, Director of Global Environmental Sustainability at AT&T

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S U S TA I N A B I L I T Y

roles. I spent a lot of time in project

mental sustainability while I was still

management, as well as with a couple

in supply chain and was lucky enough

different business units. I did project

to transition that into a full-time role

management and compliance for our

over on the corporate side. I took that

supply chain; that’s one of the things

supply chain focus and expanded it

that transitioned me into my current

to a corporate view. Now my responsi-

role. On the compliance side, you have

bilities are specific to environmental

things like environmental health and

sustainability within our operations.

safety and that was one of the transi-

So, anything that has an environmen-

tional topics that really got me interest-

tal impact within our four walls is, gen-

ed in this work. Then I just started

erally speaking, something I would

asking for more work around environ-

look at.�

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FEBRUARY 2019


CLICK TO WATCH : ‘AT&T HELPS RESTORE COMMUNICATIONS AFTER HURRICANE MATTHEW’ 33 AT&T has had a long history of corporate social responsibility, even if it wasn’t always labelled as CSR. “We

also seeing how we can have the most sustainable business practices possible.” One of the first things Carroll explored

have an extensive history of strong

when he stepped into his current role

energy management and corporate

was AT&T’s greenhouse gas footprint.

real estate management,” Carrol

Carroll monitored all the different

explains. “We looked at things like

aspects of scope 1, scope 2 and scope

waste water, and obviously there

3 through an inventory to gather the

are natural financial incentives to use

required information. “Once we had

those resources, but you also want to

that information, we had it verified by

look at being a good corporate citizen.

an independent third party,” he explains.

What are the positive environmental

“That was a great introduction to the

impacts of doing that? I see my role,

job because I got to touch all parts of

first and foremost, as looking into what’s

the business when undertaking a cor-

going to be best for the company, while

porate greenhouse gas footprint. From w w w.c hi e fsust a i na bi l i t yo f f i cer. com


S U S TA I N A B I L I T Y

34

there you then start looking at some of

important. You’re looking internally, but

the larger responsibilities, such as waste

you’re also looking externally. You’re

and how you dematerialise. What

trying to think strategically while you

projects have been done? What was

still have the practical responsibilities

successful? What wasn’t successful?

to get the job done.”

What maybe didn’t happen in terms of

As the scale of operations at AT&T

timing and can you pick up the ball again

is so vast, Carroll liaises with Chief Sust-

and start trying to work with what hasn’t

ainability Officer, Charlene Lake. They

been done? You have to be strategic in

operate at what Carroll describes as

your thinking. You’ve got to read the tea

the ‘inc. level’ or the corporate side of

leaves and see how the wind’s blowing

operations. “The advantage that gives

externally as well. There’s obviously an

us is we can go into all parts of the

importance to the business and what

business, essentially representing the

our stakeholders are asking of us is

company. What’s really important

FEBRUARY 2019


though is that we don’t just walk into

With support from AT&T’s corporate

the different business units and say,

level, Carroll and his team launched

‘This is what you’re gonna do!’ We have

10X Goals. AT&T’s renewable energy

to be good business partners, whether

investments are a part of this carbon

it’s internal or external. We’re very lucky

reduction goal, helping to enable

that sustainability really is at the core

carbon savings 10 times the footprint

of a lot of our work. So, as we go in to

of AT&T’s operations by 2025. “We

talk to our network folks or our corpo-

have somebody who works full-time

rate real-estate folks, or our supply

on that making sure the methodology

chain folks, they’re already doing a lot

is sound,” says Carroll. “We have some-

of this work. What we try to do is help

body who’s working on the numerator

frame that work and see what we can

part of that, making sure that our pro-

amplify; see what we can do better. We

ducts and services can deliver that.

just try to partner with them.”

You have me, I’m on more the denomi-

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35


S U S TA I N A B I L I T Y

nator side. I’m trying to shrink our own operational footprint so it makes it easier to achieve it. We’re very lucky. We are a large company, but we have the right amount of resources addressing sustainability here.” One of the challenges Carrol cites as specific to large-scale renewable energy is that first time you put the practice into action. Thus, off-site research is essential in getting these methods right. “We’ve obviously been looking at renewable energy options 36

for years and years and years. We did have some onsite solar and we just knew, because of our scale, that if we’re going to have a significant impact we needed to look offsite at the largescale renewable energies. We look at what others are doing and then try to

FACTS

• AT&T’s renewable energy website, provides an overview of the deals the company announced this year and their impact: Click here for website • AT&T’s 10x website, which outlines the 10x goal and includes case studies of the company working with customers to reduce their environmental footprint: Click here for website • AT&T’s sustainability reporting website, which includes the information from the company’s annual CSR report: Click here for website • The Energy Management issue brief: Click here for website

figure out if that’s something that could potentially work for us. You do a lot of

go from a relatively small renewable

research and then bring that research

energy concern to one of the largest

and those findings home. We would

corporate buyers in the United States?

then start stakeholdering those. I’d say

A lot of education has to be done,

the biggest challenge is because you’ve

in getting people familiar with new

never done it before, you have to edu-

terminology. I’d say that’s the biggest

cate a lot of folks on what it is and how

challenge; the newness of it all.”

it works and how the mechanics of it

In reference to large scale renew-

work. What does it mean for AT&T to

able energy, AT&T is one of the top five

FEBRUARY 2019


37

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S U S TA I N A B I L I T Y

corporate renewable energy buyers in

even if people don’t know it by name,

the US. “The fact that we were able to

they’re doing the work. These are folks

scale up so quickly is a credit to the

who do sustainability for a living. We

professionalism we have on our energy

already have folks who are trying to

management team. I would say the

save as much water as they can. They’re

thing I’m most proud of is just the scale

already trying to remove as many kilo-

’cause what you’re really looking for is

watts as they can from the business.

impact. We’re proud of the 820 mega-

They’re already trying to be as efficient

watts we’ve done so far. We’re the

as they can.”

evangelists. We’re going around talking

AT&T has an energy intensity goal,

about all the benefits. The interesting

relative to its network, to be 60% more

thing is when you go into the different

efficient. Carroll wants to push more

business units, my experience is that

data through the network using the same,

38

FEBRUARY 2019


or less energy. “We have a public goal around that. We have a public goal to

“A few years ago, we worked with EDF on our water footprint. We’re always looking at every aspect of our operations” — Shannon Thomas Carroll, Director of Global Environmental Sustainability at AT&T

reduce our fleet emissions by 30%. We have lots of public goals that are already tagged at this work and within the business units. They just have their heads down and are doing the really hard work to achieve this. When we come into departments and explain it’s really about the work that they’re already doing, the light bulbs go off and they become really good business partners. We’re constantly looking at the landscape in terms of the environment. A few years ago, we worked with EDF on our water footprint for example. We’re always looking at every aspect of our operations.” Technology is driving sustainability and AT&T is largely a technology company thus possessing a read edge when it comes to finding solutions. “I would say just about everything we do has a technology component,” Carroll explains. “For example, we’ve got a project called Icon. It’s basically our internal IoT solution, where we’ve put sensors on all types of internal equipment, including network equipment, w w w.c hi e fsust a i na bi l i t yo f f i cer. com

39


S U S TA I N A B I L I T Y

“We’re proud of the 820 megawatts we’ve done so far. We’re the evangelists. We’re going around talking about all the benefits”

40

— Shannon Thomas Carroll, Director of Global Environmental Sustainability at AT&T

FEBRUARY 2019


HVACS, water towers, everything you can think of. We then actively monitor that through our Icon dashboard and are able to look at predictive and preventative maintenance. Are things running as efficiently as they should? If they aren’t, how can we maximise their efficiency? There’s a lot of data out there, so the key is not just having accessibility to data, but being able to do something smart and good with it. We need to make good, smart decisions around that data.” “I think it’s important when you’re a company our size that you’re comprehensive. You need to have a short-term plan, a mid-term plan and a longterm plan. You have to think strategically, you have to look far down the line. You just can’t say you’re going to do this and that. You have to be transparent in the way that you do it. And you have actually have to do it.”

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SMART CITIES

42

FEBRUARY 2019


ENERGY 2.0: THE RISE OF THE EMPOWERED CONSUMER Keith Harrison, Research Director at Gartner, details the changing relationship between the supplier and its consumer… WRITTEN BY

K EITH HARRISON

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SMART CITIES

T

he business of producing and supplying electrical power has evolved considerably during the past 30

years. During this period, utilities have undergone many disruptive developments.

Throughout these changes, one thing remained the same, power flowed from the utility to the consumer. However, the convergence of a number of different technology trends is ushering in the largest disruption in the energy market since national grids arrived on the scene — the ability for power to flow in multiple directions. 44

ADVANCES IN TECHNOLOGY The Internet of Things (IoT) and 4/5G networks enable many new devices to connect to the electricity network. These devices range from smart meters to electric vehicles, and from rooftop photovoltaic (PV) solar panels — typically in the range of 2 to 10 kilowatts (kW) —to energy storage battery solutions. Additionally, artificial intelligence (AI) and digital twins — a digital representation of a real-world entity or system — will make real-time models of generation and network assets possible. This will help network operators cope with a rise in the number of connected devices and the need to maintain a reliable supply. FEBRUARY 2019


45

RISE OF THE EMPOWERED CONSUMER Technology has empowered consumers across a number of industries and the energy sector is no exception to this. Now, electric vehicles provide a ready-made mechanism for the storage of energy; IoT-enabled devices can measure and track the flow of energy more closely and efficiently; and the cost of homebased renewable energy has fallen significantly. In Germany for instance, the deployment of PV rooftop systems is the highest in the European Union (EU), with the installation price dropping from approximately â‚Ź4,700 per kW in 2006 to around â‚Ź1200 per kW in 2016. w w w.c hi e fsust a i na bi l i t yo f f i cer. com


SMART CITIES

The blend of domestic power gen-

about who owns and pays for the

eration and energy storage technolo-

power grid of the future. Decentralisa-

gies, such as rooftop PV and battery-

tion of the energy sector is becoming

based storage units (the size of a small

a very real possibility — as a single

fridge, but half as deep) in the garage,

household, or small business, can be

provides energy consumers with

a player in the energy market, and as

a degree of independence from the

many consumers become producers

grid. It also provides them with the ability

of energy.

to trade the power they generate.

RISE OF THE PROSUMER DECENTRALISATION

In this scenario, utilities will no longer

However, this change brings big

be at the centre of the relationship

questions to the table. Questions

between the producer, the consumer

46

“TECHNOLOGY HAS EMPOWERED CONSUMERS ACROSS A NUMBER OF INDUSTRIES AND THE ENERGY SECTOR IS NO EXCEPTION TO THIS” — Keith Harrison, Research Director at Gartner

FEBRUARY 2019


CLICK TO WATCH : ‘ARE YOU READY FOR GARTNER SUPPLY CHAIN EXECUTIVE CONFERENCE?’ 47 and the regulator of electricity. In practice, these energy “prosumers” will work with an aggregator — an intermediary that brings together the generation, storage assets and capabilities for many prosumers — to store and sell energy to others.

POLITICAL IMPACT This growing number of prosumers could have political implications in the coming years. Utilities may experience a drop in traditional commodity sale revenue, as less of the energy they produce is consumed by prosumers. w w w.c hi e fsust a i na bi l i t yo f f i cer. com


SMART CITIES

48

The normal consumer, without access to

structure in certain regions, in order

generation facilities of their own, could

to drive the investment required to

find their utility bills intensifying consid-

upgrade networks.

erably in order to meet the utilities’ operating costs and national subsidies.

HOW SHOULD UTILITIES RESPOND?

Undeniably, this could lead to new

In these changing circumstances,

regulations, as well as to the renationali-

utilities should respond with a new

sation of the electricity distribution infra-

operating model: one that effectively

FEBRUARY 2019


49

integrates and orchestrates the

reliability, to buffer renewable intermit-

contribution of prosumer-owned

tency and to enable prosumer market

distributed energy sources into

arbitration.

new energy markets. In terms of energy technology,

NEW ENTRANTS

utilities need to recognise the opera-

Over the years, a moderate number

tional benefits of energy storage to

of large power producers and buyers

improve network performance and

have participated in wholesale power w w w.c hi e fsust a i na bi l i t yo f f i cer. com


SMART CITIES

50

“WHILE IT’S UNLIKELY THAT A SINGLE HOUSEHOLD WILL PARTICIPATE DIRECTLY IN THE ESTABLISHED CENTRALISED POWER MARKETS, THEY MAY DO SO INDIRECTLY THROUGH A THIRD PARTY OR AGGREGATOR” — Keith Harrison, Research Director at Gartner

FEBRUARY 2019


markets. While it’s unlikely that a single household will participate directly in the established centralised power markets, they may do so indirectly through a third party or aggregator. This aggregator could be a utility, or a new entrant. In the longer term, this process could be managed and optimised by AI. Certain regions are also already utilising blockchain technology to create and operate new local energy trading markets, on top of existing physical networks. For example, Brooklyn Microgrid is developing a community-powered microgrid where participants can engage in a sustainable energy network and choose their preferred energy sources, locally. And in the Netherlands, Powerpeers, launched by Vattenfall, is a marketplace where customers can decide who they receive their energy from, and who they supply with their self-generated energy. This disruption is currently in its early stages, but the impact on the existing traditional and centralised electricity markets could be significant in the coming years.

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TECHNOLOGY

52

FEBRUARY 2019


WHY TRAVEL SHOULDN’T DAMAGE THE EARTH With the company having recently hit 60,000 charging points shipped, Pod Point’s CEO talks to CSO Magazine about future goals for the forward-thinking firm WRITTEN BY

SOPHIE CHAPM AN

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TECHNOLOGY

P

od Point was founded on the belief that travel should not damage the Earth. With that in mind, Erik Fairbairn

created the firm to reduce carbon emissions

and air pollution within the industry. In 2008, the company’s Chief Executive Officer assessed his options for reducing environmental damage, and concluded a business strategy. “I felt very strongly that the obvious choice for me was electric vehicles (EVs), and I saw three things which needed to be solved in order to enable the technology,” 54

Fairbairn reveals. The CEO found business potential in either manufacturing vehicles, working to renewably source the energy used to power EVs, or developing the technology used to charge them. Finding a gap in the charging point market, Fairbairn used his experience in the automotive sector to launch the company, which later became the largest EV charging company in the UK. Having previously worked in the product development side of cars, Fairbairn’s engineering skills translated to the new project. “I’m an engineer at heart. I think engineering is a thought process, whereby you look at something and measure it, then tweak it and measure it again. It’s a process I’ve found quite applicable to FEBRUARY 2019


55

business generally, so I often come at problems from an engineering process perspective, having found parallels in a whole range of forms of business. It results in me being a slightly data-driven CEO.” The business aims to deliver a Pod Point to every place you can park, which the company has assigned into four categories: at home, at work, at a destination, and on route. Fairbairn, noting his aspirations sound ambitious, compared his strategy to Microsoft. “It’s a little like when Microsoft said, ‘We’re w w w.c hi e fsust a i na bi l i t yo f f i cer. com


TECHNOLOGY

going to put a computer on every desk.’”

Pod Point’s operations currently run

The company recently reached its

in the UK and Norway; Fairbairn targ-

60,000 charging bays shipped mark,

eted the Nordic nation due to its sus-

which the CEO remarked as a substan-

tainable advances. Around 60% of new

tial metric to motivate staff. However,

vehicles sold each month in Norway

in order to achieve its goal of connect-

have an electric plug on them, com-

ing all of the UK, Pod Point would need

pared to the UK’s 4%, the CEO revealed.

to install a total of 10mn stations across

“I feel that we’re really dealing with

the country – this would reach a ratio

a market which the UK is going to feel

of one station per three vehicles.

like in five years’ time,” Fairbairn states.

56

“POD POINT WAS FOUNDED ON THE BELIEF THAT TRAVEL SHOULD NOT DAMAGE THE EARTH” — Erik Fairbairn, Chief Executive Officer & Founder of Pod Point

FEBRUARY 2019


CLICK TO WATCH : ‘POD POINT INSTALLATION VIDEO’ 57 The company’s vision is far wider than

to 600 of its stores. The scale of the

two nations in Europe, with plans for

agreement will see the retailer install

more than just domestic expansion.

an additional 15% of the total public

“Our motto is “Travel should not dam-

charging points across the country.

age the Earth” not “Travel should not

Pod Point referred to the “landmark

damage the UK.” In time we’d like to

deal” as “democratising” to the industry,

expand our operations outside of our

with advanced and environmentally-

two markets, but we really see the UK

friendly technology being integrated

marketplace expanding very quickly,

into the mainstream. Tesco annou-

and to an extent we’ve got our hands

nced in 2017 that it would run off entirely

full with the two markets that we’re

renewable energy, aligning the two

dealing with currently,” he continues.

with the firms’ values and making the

Fairbairn’s company recently signed

deal a perfect fit. Pod Point uses ren-

a deal with the UK-based supermarket

ewable power wherever possible

chain, Tesco, to supply 2,400 bays

in its own operations, as well as actively w w w.c hi e fsust a i na bi l i t yo f f i cer. com


TECHNOLOGY

influencing its customers to initiate and link their own green energy projects to their chargers. Despite previous limitations surrounding the variety of EVs on the market, Pod Point’s CEO argues that the coming year will see a rise in EV variety entering the mass market. “Up until now, EVs have been limited by the range of different cars you can buy. I really think 2019 is going to be the year where, all of a sudden, there’s an EV that’s right for everybody, and that’s 58

really going to move the market up.” Fairbairn calls this the “second wave of the EV” and with it he hopes will be attached a growing population that use renewable power and green advances. “There is a very strong correlation between people who buy green energy, have solar panels on their houses, and have EVs. The more people that incorporate these sustainable technologies in their lives, the more that becomes the norm,” the CEO claims. As well as the external hardware used to power vehicles, the firm has developed software in the form of an app that is incorporated into the process. “Software is equally a part FEBRUARY 2019


of the product experience, in the same way that the hardware is. The concept that we should think about the two separately is outdated – for us the whole thing is a hardware-software amalgamation,� the CEO says. Pod Point is also working with data to gain a greater understanding of how the UK is using EVs. Data is enabling the firm to better understand how and when to manage its energy flow, as well as gauge the best locations to target for new charging stations. Pod Point sees a future that is simultaneously environmentally conscious and equally technologically unaware, in regards to its charging

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TECHNOLOGY

“THE MORE PEOPLE THAT INCORPORATE THESE SUSTAINABLE TECHNOLOGIES IN THEIR LIVES, THE MORE THAT BECOMES THE NORM” — Erik Fairbairn, Chief Executive Officer & Founder of Pod Point

60

FEBRUARY 2019


points. The company forecasts a growing population that deems environmental damage as unacceptable, with an awareness surrounding both the tangible aspects of the damage, such as visible air pollution from combustion engines, and less tangible aspects, such as global warming. In the same expectations, the firm aims to continue developing an infrastructure that continues to be used without revealing the high levels of technology incorporated within it. “We ensure the extent of technology we use is hidden from the majority of consumers. We hide how smart our chargers are so they feel like an entirely simple-to-use, easy interface,” Fairbairn notes. In the coming years, Pod Points aims to keep up with a forecasted “astronomic technology adoption curve,” in which EV adoption grows at unprecedented rates. As well as the its upcoming milestones, Pod Point has aspirations on a much wider scale, making it a company of the future.

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S U S TA I N A B I L I T Y

62

DRIVING SUSTAINABILITY THROUGH MINIMISATION OF EV INFRASTRUCTURE FreeWire CEO Arcady Sosinov discusses the company’s success as a developer of mobile EV charging solutions and how its technology circumvents the challenges of installing EV charging infrastructure WRITTEN BY

M ARCUS L AWRENCE

FEBRUARY 2019


63

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S U S TA I N A B I L I T Y

A

s the uptake of electric vehicles continues to grow exponentially around the developed world, the question

of infrastructure still looms large. For EVs to

truly enter the mainstream, consumers need the peace of mind that they will find a charging point as easily as a petrol station, and that a low charge far from home is not cause for alarm. Installing a fixed infrastructure at the scale required throws up a number of challenges which are ultimately unified under the common denominators of significant cost, time consumption, and even sheer impossi64

bility in some locations. FreeWire, based in San Leandro, California, has devised a particularly ingenious solution to these issues with its Mobi devices. The rolling charger units plug into wall sockets and incorporate integrated batteries as a buffer between the grid and EV, boosting the charge rate without causing a sudden spike in demand from the grid. The result is a product that is mobile, can be used practically anywhere with a power source, and offers faster charging than the trickle charge stations currently found in many inner cities. Arcady Sosinov, co-Founder and CEO of FreeWire, says that Mobi’s manoeuvrability is not in itself its biggest draw. “It’s unique, and it’s not simply mobile charging. It’s easy to look at a product FEBRUARY 2019


“WE’RE GROWING FROM BEING THAT INNOVATIVE, YOUNG, FAST MOVING TECHNOLOGY STARTUP, AND SETTING UP THE PROCESSES AND OPERATIONS INTERNALLY TO START SUPPORTING OUR MAJOR CLIENTS” — Arcady Sosinov, CEO, FreeWire

65

and think mobile charging, that’s really the catch there, but it’s more than that. Everything we do is to minimise infrastructure, and that’s the thesis under which we work. The technology that’s inside that mobile charger is going to have an important place in the EV charging world, and that’s integrated charging and fast charging.” Born around 80km outside Chernobyl a month and a half after the Soviet power plant’s explosion, Sosinov’s family moved to the US shortly after and he says that this personal history spurred an interest in energy and the ramifications of emerw w w.c hi e fsust a i na bi l i t yo f f i cer. com


S U S TA I N A B I L I T Y

“THE KEY THING THAT WE WANTED TO SHOW WAS THAT THEY CAN PROVIDE FAST CHARGING AT A GAS STATION WITHOUT NEW INFRASTRUCTURE, AND WE DID THAT. THAT WAS A BIG ONE” 66

— Arcady Sosinov, CEO, FreeWire

gent energy needs from a young age.

others, behind them. “The biggest chall-

Leaving the world of finance to pursue

enge, and the reason we raised this

a resolution to the EV infrastructure

Series A round, is to go from pilot to

issue, Sosinov founded FreeWire along-

programme,” Sosinov says. “A startup

side CIO Jawann Swislow and Director

like ours, which worked previously at

of Engineering, Rich Steele. In January

a very small scale, needs capital to

2018, FreeWire secured a US$5mn

build up internal operations, to build up

investment from BP Ventures, closing

our support structure. We’re growing

its $15mn Series A financing in Decem-

from being that innovative, young, fast

ber with both BP and Volvo, among

moving technology startup, and setting

FEBRUARY 2019


67

up the processes and operations intern-

ers, panels, power distribution units,

ally to start supporting our major clients.”

and the exorbitant costs and labour

In BP, FreeWire has a partner that

that each of these require. BP offers

offers a wealth of opportunities and

FreeWire an entry point to an estab-

symbiotic benefits. Where BP wants to

lished, ubiquitous network of outlets

deploy fast EV charging at its outlets,

around the world. “These guys have

FreeWire has the potential to circumvent

a lot of sites, a huge amount of reach,

the need for infrastructure, the boosted

and if they want to distribute FreeWire

wattage needed for fast charging, the

technology it would be in dozens of

necessity for new conduits, transform-

countries instantly,” Sosinov explains. w w w.c hi e fsust a i na bi l i t yo f f i cer. com


S U S TA I N A B I L I T Y

Last year, the partnership saw the

Chad Bown, Venture Principal at BP

release of two pilot Mobis at a BP

Ventures and Board Member at Free-

outlet in Hammersmith, London for

Wire, shares this positivity. “FreeWire

a hugely successful three-month trial

units are very mobile. If you remove the

that concluded in October. “We checked

wheels, you can pick the units up with

off all of our success metrics,” Sosinov

a machine and move them about very

says. “Everything worked out great and

quickly so that, as demand changes at

now we’re planning for future develop-

certain sites, we can move very quickly

ments across all of Europe. The key

to provide an offer nearby,” he says.

thing that we wanted to show was that

“FreeWire units save you the time of

they can provide fast charging at a gas

getting regulations to dig up ground, and

station without new infrastructure, and

the costs of actually installing the copper.

we did that. That was a big one.”

We’ve shown that EV charging at gas

68

FEBRUARY 2019


CLICK TO WATCH : ‘CONCIERGE CHARGING BY FREEWIRE TECHNOLOGIES’ 69 stations works. I think we’ve got the right flow, the logistics, the location, and enough real estate to fully integrate an EV capability and charging capability at our retail stations.” In tandem with an extremely positive response from consumers, the trial also successfully demonstrated the safety of the equipment itself in the setting of a BP outlet. Indeed, the firms seem exceptionally well matched. Consumers around the world know what to expect from a BP station, says Bown, and the firm wants to both leverage and continue this familiarity as w w w.c hi e fsust a i na bi l i t yo f f i cer. com


S U S TA I N A B I L I T Y

motorists transition from petrol and diesel to electric vehicles. The challenge for BP, and for many others, is to establish the best commercial model for the provision of EV charging. “You’ve got the cost of the input of electricity, and then the question of how you can effectively provide that to a customer in a manner that is economic and also timely,� Bown says, highlighting the challenge posed by consumers who want to be able to charge their EVs as quickly as they 70

have historically refuelled their petrol or diesel vehicles. While the technology

FEBRUARY 2019


capable of such rapid speeds remains in the future, FreeWire itself has established a successful concierge platform that provides a means for customers to provide on-demand charging in myriad ways. “We sell customers the hardware and a subscription to our software platform, an app where users can drop a pin where they’re parked and schedule a charging session. The customer then operates the service themselves or hires a service company to operate it,” Sosinov explains. An example of this solution in action in the UK is with utility firm Centrica, who will be operating FreeWire units on the ground in London to provide on-demand charging services. “On demand can mean a couple of different things. It could mean scheduled charges, so you live in Westminster and you need a charge every Thursday in the middle of the night. The system would roll around and charge your car and, when you wake up in the morning, you’re good to go for the next few days.” The potential for this mode of EV charging is matched by the potential benefits to employers whose workforce includes EV drivers. Freew w w.c hi e fsust a i na bi l i t yo f f i cer. com

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S U S TA I N A B I L I T Y

72

“I THINK WE’VE GOT THE RIGHT FLOW, THE LOGISTICS, THE LOCATION, AND ENOUGH REAL ESTATE TO FULLY INTEGRATE AN EV CAPABILITY AND CHARGING CAPABILITY AT OUR RETAIL STATIONS” — Chad Bown, Venture Principal at BP Ventures & Board Member at FreeWire

FEBRUARY 2019


Wire’s website notes that EV drivers spend an average 30 minutes per day moving their vehicles to fixed charging ports and that this loss of productivity can amount to $1mn every year for workplaces with 200 EVs amongst its employees, or $5000 per head. In the context of vehicle-centric businesses moving towards fully-electric fleets, such as taxi firms and courier companies, the draw speaks for itself. The potential is not limited to employers who wish to provide this convenience to its employees or to firms with fleets of EVs at their disposal, but to companies who seize the opportunity to provide this service to the public. Utility firms, Sosinov says, are a great example of this in practice. Centrica, as previously mentioned, is an example of a firm utilising its labour force and expertise in mobile service operations to provide on demand EV charging as part of its business model. FreeWire’s technology is not only poised to answer one of the biggest questions posed by the EV future, but it has the capacity to open doors for a variety of industries and demographics. With the weight of BP and Volvo behind them at such an early stage in this emergent and competitive industry, FreeWire is certainly one to watch.

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T O P 10

74

FEBRUARY 2019


Top 10

biggest solar parks in the world In 2018, there has been a notable surge in the number of solar photovoltaic parks. We share the 10 largest... WRITTEN BY

AMBER DONOVAN-STEVENS

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T O P 10

76

10

Copper Mountain Solar Facility, USA Copper Mountain Solar Facility covers 10 km2 in Boulder City, Nevada, and was developed by Sempra Generation. Copper Mountain powers 18,000 homes with 552MW of power. It might seem surprising to see the US ranking lower in 2018 when it had been the leader of solar energy in 2016 and this is likely the result of President Trump’s imposed tariff on the importation of solar panels in the US in January 2018, which froze some US$2.5bn in projects.

www.power-technology.com FEBRUARY 2019


77

09

Solar Star, USA Solar Star was originally the largest solar project in the world when it was completed in 2015, and its displacement is a testament to the speed at which solar power is growing internationally. Solar Star has a 579MW capacity, and powers over 250,000 homes near Rosamund, California. The power station is spread over 13 km2.

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T O P 10

78

08

Pavagada Solar Park, India Pavagada Solar Park is one of the newest additions to this list, as 600MW became operational in March 2018. The park is one of many contending for the title of largest solar park in the world with its goal of reaching 2000MW by December 2019. It has yet to update its number of operational units.

www.power-technology.com

FEBRUARY 2019


79

07

Kamuthi Solar Power Project, India Kamuthi Solar Power Project is spread over 10 km2 in Kamuthi, Ramanathapuram district, about 90 km from Madurai, in the state of Tamil Nadu, India. The site is the largest single-location solar in the world, and has the capacity of 648MW. The photovoltaic panels are cleaned each day by self-charging robots.

www.wikiwand.com

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06

Villanueva Solar Park, Mexico Villanueva Solar Park covers 24km2.The park has increased its output to 828MW from 754MW in 2018. Enel, the company responsible for the operation of Villanueva, also has a secondary solar project: The Don JosĂŠ facility. The Don JosĂŠ facility generates 260 MW, making Enel the largest producer of photovoltaic energy in Mexico.

www.enelgreenpower.com

FEBRUARY 2019


81

05

Longyangxia Dam Solar Park, China China is becoming a solar superpower and Longyangxia Dam Solar Park is located next to a hydropower station on the Yellow River in China’s Qinghai province. The solar power station is integrated with the hydroelectric power station, allowing for the regulation of output to balance the variable generation from solar before it is connected to the grid. This helps to conserve water. The park now has expanded to 850MW, keeping it high in the ranks.

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04

Kurnool Ultra Mega Solar Park, India Kurnool Ultra Mega Solar Park is situated the province of Andhra Pradesh. The plant is 24km2, and currently has 2,500 employees. The park was the first to send 1GW of electricity into the public grid in December 2017. The government plans to open two more parks, increasing the the output to the state grid to 2.75 GW by 2022.

www.nrdc.org/experts/anjali-jaiswal

FEBRUARY 2019


83

03

Datong Solar Power Top Runner Base, China Datong Solar Power Top Runner Base completed its first stage or three with 1GW. The Base has plans in motion to expand it to the largest solar plant in the world once completed. Each phase is expected to generate 1GW. The powerbase features solar panels that are organised to look like pandas from an aerial view, in order to inspire interest in solar power from the general public.

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T O P 10

02

Bhadla Solar Park, India Though Bhadla is physically larger than Tengger Desert (40km2), its output remains lower with 1,365 MW. On a visit to the plant by The Indian Express, Amitabh Sinha described the area as “almost unlivable� with temperatures 84

of 46 and 48 degrees Celsius. 40% of the technicians are from local villages, and work to keep the solar panels functioning. The plant plans to extend its operations up to 2,25GW.

www.indianexpress.com/article

FEBRUARY 2019


85

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T O P 10

01

Tengger Desert Solar Park, China The largest solar park in the world is Tengger Desert Solar Park. Tengger Desert is located in Zhongwei, Ningxia, and covers 36,700 km2, and has been the largest park in the world since 2016. In China, the park is known as “The Great 86

Wall of Solar�, generating over 1.5GW of power. While it has held this position for the last three years, it could very soon be outranked by the expansions planned by other parks such as Kurnool, Detong and Bhadla.

FEBRUARY 2019


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EVENTS & A S S O C I AT I O N S

The biggest industry events and conferences WRITTEN BY ANDREW WOODS from around the world

06TH–08TH MARCH

Middle East Electricity 2019

[ DUBAI WORLD TRADE CENTRE, UAE ] Middle East Electricity is the largest 88

meeting place for energy industry professionals from over 100 countries

23RD–25TH APRIL

worldwide, involved in sourcing, install-

SEPA Utility Conference

ing or purchasing products/services

[ RANCHO MIRAGE, CA, USA ]

for the power, lighting, renewable or

This isn’t a trade show as such, but an

nuclear sectors. ‘Put your company at

event where ‘utilities go to share with

the forefront of this rapidly developing

other utilities on how they get things

market and expose your brand to over

done in a confidential, intimate environ-

20,000 senior-level decision makers.’

ment’. From issues like how to speed

With its carefully focused profile and

up your solar interconnection queues

highly targeted audience, Middle East

or how to best determine the locational

Electricity allows you to direct your

value of your DER assets, there’s a util-

sales and marketing effort accurately

ity expert at this conference who has

and cost-effectively.

the answer.

www.middleeastelectricity.com

www.sepapower.org

FEBRUARY 2019


20TH–22ND JUNE

Intersolar Europe 2019 06TH–09TH JUNE

[ MESSE MÜNCHEN, MUNICH, GERMANY ]

ASEAN Sustainable Energy Week (ASE)

Intersolar Europe is the world’s leading

[ BITEC, BANGKOK, THAILAND ]

partners and takes place annually at

This massive show expects 27,000

the Messe München exhibition center

visitors, over 1,500 brands and over

in Munich, Germany. The event’s exhi­

80 seminars tackling renewable energy

bition and conference both focus on

sources and the latest technology in

the areas of photovoltaics, solar ther-

this area. Wind and solar power are

mal technologies, solar plants, as well

among the many systems and programs

as grid infrastructure and solutions for

featured and discussed along with

the integration of renewable energy.

thermal and waste-to-energy, hydro-

Since being founded 26 years ago, Inter-

powered programs, bio-mass and other

solar has become the most important

green technology. Renewable energy

industry platform for manufacturers,

and energy efficiency clinics staffed by

suppliers, distributors, service provid-

experts are also conducted at the show.

ers and partners of the solar industry.

www.renewableenergy-asia.com

www.intersolar.de

exhibition for the solar industry and its

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89


EVENTS & A S S O C I AT I O N S

28TH–30TH AUG

10–12TH JULY

Ees North America 2019

Intersolar South America 2019

[ CA, UNITED STATES ]

[ SÃO PAULO, BRAZIL ]

Celebrating its tenth

With 11,500+ visitors,

anniversary, Ees will wel-

1,500+ conference att-

come hundreds of 530

endees and 180 exh-

exhibitors and 15,000+

ibitors, Intersolar has

trade visitors. The con-

become the most imp-

shops with more than

POWER-GEN & DistribuTECH Africa

200 speakers. With over

[ SOUTH AFRICA ]

viders, investors and

20 years of experience,

With 3,000 attendees,

partners of the solar

Intersolar brings together

100+ speakers and 70+

industry. Intersolar South

members of the solar

exhibitors, POWER-GEN

America takes place at

industry from across the

is Africa’s premier elec-

the Expo Center Norte

world’s most influential

tricity industry forum that

in São Paulo, Brazil on

markets. Intersolar exhi-

brings together interna-

August 22-24, 2017 and

bitions and conferences

tional business leaders

has a focus on the areas

are also held in Munich,

and technical experts

of photovoltaics, PV

San Francisco, Mumbai,

committed to powering

production technologies,

Beijing and São Paulo.

up a continent.

energy storage and solar

Click her for info

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thermal technologies.

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91


92

A sustainable pioneer in the wind energy market WRIT TEN BY

L AUR A MULL AN PRODUCED BY

TOM VENTURO

FEBRUARY 2019


USA

93

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THE NORDEX GROUP

Following a pivotal merger between Nordex and Acciona Windpower in 2016, the Nordex Group is disrupting the sustainable energy market with its customer-centric approach

W

ind power has proven to be big business. According to the American Wind Energy Association (AWEA), US wind power produc-

tion has tripled over the past decade and there are now more than 54,000 wind turbines operating in 41 states 94

as well as Guam and Puerto Rico. Following a pivotal merger, Nordex Group has profited from this tailwind and today, it stands as the fourth largest wind turbine provider in the marketplace. By bringing together the expertise of both Nordex and Acciona Windpower, Head of Project Management, John McComas, says that this union has been critical to positioning itself as a wind energy front runner. The advantages have been tenfold. “One of the immediate benefits is size,” McComas explains. “Acciona Windpower and Nordex on their own were smaller organizations and were not reaching all markets. By merging, we’ve created the fourth largest wind turbine supplier in the marketplace. Since the marketplace itself is competitive and volume driven, this merger really helped us increase our offering to large-scale clients.” By blending two FEBRUARY 2019


USA

95

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THE NORDEX GROUP

96 digitally-savvy companies, the merger has also helped to foster innovation. The Nordex Group has launched and installed one of its highest yielding and quietest onshore turbines. “In 2019, we will be installing our first commercial 4.5 MW wind turbines in international markets that will incorporate the best elements from the Acciona Windpower turbine with the original Nordex turbine,” notes McComas. The Nordex Group not only competes with the wind sector but also has to go head to head with the solar, nuclear, hydropower among other sectors. FEBRUARY 2019

“We’re a very flexible and customer-oriented organisation. We adapt according to feedback in order to provide the best solution from a project to project basis” — John McComas, Head of Project Management


USA

CLICK TO WATCH : ‘WIND TURBINE 3D ANIMATION – NORDEX’ 97 What distinguishes the firm from the rest,

Keeping a vigilant eye on market

argues McComas, is how it collaborates

dynamics, the Nordex Group under-

closely with its clients from start to finish.

stands that the cost of energy is one

“These are projects that are incredibly

of the most important key performance

complex with millions of dollars of invest-

indicators (KPIs) facing the sector

ment, so collaboration is absolutely key,”

today. “The cost of energy reduction

he explains. “No one benefits if people

initiative has become culturally ingrained

are pointing fingers at each other and

in the organization. We actively ask

making excuses. Ultimately, it’s much

ourselves if we can do our tasks more

more positive for the project and every-

efficiently without sacrificing safety

one involved that we work hand in hand

and quality. I think it’s been a success.”

and keep our eye on what the goal really

One way that the wind turbine provider

is: to safely get turbines in the ground

reduces costs is by working closely

and to have them producing clean and

with clients to streamline their opera-

cost-effective power.”

tions. “As soon as the agreements are w w w.c hi e fsust a i na bi l i t yo f f i cer. com


THE NORDEX GROUP

inked we have meetings about cost whereby we talk with clients and their selected contractors to see if there’s anything that can be done to cut unnecessary costs out, while still maintaining the positive elements of each party’s relationship,” McComas says. “We have meetings to teach them about how best to install the turbine, what best practices are, what they need to be watchful of, some of the lessons learned that others have encountered. We invite them to our facility to take a look at the manufacturing process. We invite them to audit that process.” 98

Offering powerful wind turbines across the globe, the joint company has more than 30 years’ experience harnessing wind energy. Through its trailblazing turbines the company has delivered more than 23 GW of sustainable energy, but despite its impressive reach it has always ensured that its projects are tailored to the specific client in mind. “We specialize and focus on specific constraints that each developer may have,” explains McComas. “There may be a sound requirement; there may be some greater electrical requirements.” “We’re a very flexible organization” he adds. “We’re not mechanical in what we offer from one project to the next. We listen to our clients, we listen to our partner contractors, FEBRUARY 2019


USA

“These are projects that are incredibly complex and could be worth millions, so collaboration is absolutely key” — John McComas, Head of Project Management

99

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THE NORDEX GROUP

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FEBRUARY 2019


USA

C OMPA N Y FA C T S

and we adapt according to feedback in order to provide the best solution from a project-to-project basis.” To meet the ever-changing demands of its clients, the Nordex Group has kept its finger on the pulse of the latest innovations in the sector and it has significantly invested in R&D. “There’s a lot of generation technologies in the marketplace and we need to be able to demonstrate that we can offer the best, most sustainable, most cost-effective technology there is,” observes McComas.

• According to the American Wind Energy Association, US wind power has tripled over the past decade and now, there are now more than 54,000 wind turbines operating in 41 states, Guam and Puerto Rico • The joint company has more than 30 years’ experience harnessing wind energy and has delivered more than 23GW of sustainable energy

“Additionally, regulations are becoming stricter, testing requirements for the equipment are becoming more robust, w w w.c hi e fsust a i na bi l i t yo f f i cer. com

101


Gemini Energy Services is an Independent Service Provider for Wind and Solar Projects across North America, built on a foundation of military backgrounds.

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and I would say it’s important for all wind turbine and renewables manufacturers to understand what these requirements are, incorporate them into existing technologies – and to do so quickly.” At the Nordex Group, this has involved forging strong partnerships with industry leaders. “We can’t do these projects on our own,” McComas adds. “Over the years, we’ve developed strong partnerships with companies, even though we may not have contractual relationships with them. The names that stand out the most are RES America and IEA, FEBRUARY 2019


USA

in terms of construction. When it comes

employees – people that have truly

to transportation, we’ve worked closely

gone up the ranks and are now in lead-

with DSV, Coli, Oldendorff, Totrans,

ership positions.” With offices and

BNSFL and ATS and we’ve also had

subsidiaries in more than 20 countries,

a very good manpower partnership with

the wind turbine provider has a truly

One Wind, Run Energy, and Gemini.”

global reach and this expansion is only

With around 5,000 employees under

set to continue. This has proven to be

its wing, the workforce undoubtedly

a key tool for retaining top expertise

has an important role to play in fostering

and talent.

continuous improvement. “The people

“Retention is a key issue for every

who work on these projects every day

manager in the marketplace,” McCo-

are the most important asset we have,”

mas says. “I think we stand out because

notes McComas. “One of the competi-

we provide opportunities to our employ-

tive advantages we have as an organi-

ees. If they work hard and are open to

zation is that we have a lot of seasoned

it, then the company will find them an

Merger occurred in

2016

5,000

Approximate number of employees

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103


THE NORDEX GROUP

104

opportunity around the globe. We also

and center of everything it does. From

have a very personal relationship with

hazardous weather to working at heights

our employees. The people on site

or near high voltages, workers face

know that they can contact the leader-

a series of risks and therefore a strong

ship team directly and the fact that they

safety culture has been embedded into

have a voice and can project that voice

the organization. “In project manage-

to leadership is important.�

ment, for instance, we demonstrate

Recognizing the importance of its

that safety is important to us by being

employees, the company has also

involved in safety walks and safety

worked hard to ensure safety is front

audits when we go and visit sites. This

FEBRUARY 2019


USA

“Listening to the people that are actually conducting the work is key and trying to reflect that in actual change is very important to the overall culture of the firm” — John McComas, Head of Project Management

105

ensures that our safety culture is well

that in actual change is very important

observed,” McComas explains. “We

to the overall culture of the firm.”

also have weekly discussions with site

Today, the Nordex Group has several

managers and safety personnel to hear

projects underway and is nearing

what they’re seeing, what is being

completion on a 95 turbine project in

changed and what they think would be

Kansas, a 101 turbine project in Nebras-

good to incorporate from a safety

ka, and a 16 turbine project in North

standpoint moving forward. Listening

Dakota. Elsewhere, the firm is set to

to the people that are actually conduct-

build its ninth wind farm in Texas.

ing the work is key and trying to reflect

Looking forward, McComas is optimistic w w w.c hi e fsust a i na bi l i t yo f f i cer. com


THE NORDEX GROUP

“The people who work on these projects every day are the most important asset we have” — John McComas, Head of Project Management

106

FEBRUARY 2019


USA

that this upward trajectory will continue in the years to come. “I think most of the globe is starting to flip the switch on what is necessary for the future of energy production,” he reflects. “More regions, particularly industrial countries, are starting to realize the need for greater levels of social and environmental responsibility. I think that the renewable market is going to stay strong and I see a lot of positive things for the Nordex Group moving forward. We have just released our new Delta 4000 wind turbine with a 4.0-4.5 MW generator with a 149m rotor. The first turbines have been installed in Germany and further ones will be installed internationally in 2019 and we expect to see the first installations in the US in 2020, which is very exciting. Ultimately, we don’t just supply a product that is competitive; we also provide a service that suits everyone’s specific needs. I think that’s what will propel us forward and make us successful.”

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108

MARKET LEADERS IN THE EVOLVING ENERGY SPACE WRIT TEN BY

DA LE BENTON PRODUCED BY

TOM VENTURO


USA

109


TERRACON

110

PARTNERING WITH SOME OF THE BIGGEST INDUSTRY PLAYERS, TERRACON LOOKS SET TO DEFINE THE FUTURE OF WIND POWER GENERATION OCTOBER 2018

T

erracon has been delivering consulting engineering services to clients for more

than 50 years. The company, based in Olathe, Kansas, is an employee-owned engineering consulting firm that provides environmental, facilities, geotechnical and materials services across a number of strategic business sectors, including power generation, oil and gas, transportation and facilities.


USA

111

It is this power generation market, particularly wind power generation, that is currently experiencing significant growth like never before. For Blair Loftis, vice president and National Director, Power Generation & Transmission at Terracon, key to this growth has been the impending expiration of the production tax credit in 2019. This means that companies constructing wind facilities from 2019 onwards will receive a lower tax incentive than in previous years.

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TERRACON

Vision, Innovation, Development

Wind Stone Constructions works as an ambitious company and with a great work spirit, we are specialists in civil works/engineering and P&H foundations for wind turbines. Our commitment is to develop projects promoting the transformation of our environment and fostering the economic, social and environmental development. LEARN MORE

HEADQUARTERS: Avenida Las Cumbres 171 Colonia Colinas del Vergel, 98085. Zacatecas, Zacatecas Mexico. MEXICO CITY: Avenida Paseo de la Reforma 296 Colonia Juarez, 06600. Mexico City, Mexico.

www.wsc.mx/en | wsconstructionsmex@gmail.com |

OCTOBER 2018


USA

“That’s what we are doing at Terracon, we are working with these large companies and we are providing innovative solutions that help reduce those costs” — Blair Loftis, VP and National Director, Power Generation & Transmission, Terracon

“The existing production tax credit

Lowering the corrugated metal pipe into the foundation excavation

cycle of a wind farm goes into the

(PTC) expires in 2019 and this is forcing

turbines themselves, with the remain-

a number of companies to find ways to

ing 50% going into ‘balance of plant’

fill the incentive gap,” says Loftis. “In

(BOP): roadways, conductor systems

losing those tax incentives, more and

and other infrastructure elements and

more companies are now seeking out

half of the BOP cost is the foundations.

ways to reduce capital costs. “That’s what we are doing at Terra-

The key then for Terracon is finding where it can add value into that con-

con, we are working with these large

struction cycle, and it has located it in

companies and we are providing

the wind turbine foundations.

innovative solutions that helps reduce those costs.”

As the wind energy market grows and the PTC expiration date draws

Loftis notes that 50%of the capital

near, these developers are looking for

expenditure within the construction

bigger returns on each wind turbine w w w.c hi e fsust a i na bi l i t yo f f i cer. com

113


TERRACON

Williams Form Engineering Corporation has been providing threaded steel bars and accessories for in the construction industry for over 95 years. Each wind tower supported by a Williams foundation anchor bolt can be relied upon to perform flawlessly throughout the life of the turbine. www.williamsform.com info@www.website.com LEARN MORE 8165 Graphic Dr. Belmont, MI 49306 Phone: (616) 866-0815 Fax: (616) 866-1890

“BUILDING STRONGER FOUNDATIONS” jbsenergysolutionsllc.com

P&H “Anchor Foundation”

P&H “Tensionless Pier Foundation”

JBS Energy Solutions is fast becoming the go to company to provide scalable design and build solutions specifically for the Patrick & Henderson wind turbine foundations and existing foundation upgrades. We provide a complete foundation package, from initial engineering through final construction.

OCTOBER 2018


USA

they construct. Technological advance-

have been constructed with a gravity

ments in wind turbine generators has

spread foundation design, but with the

afforded an opportunity for larger

additional mass at the top of the tower

machines. This equates to a signifi-

from these larger machines the industry

cant increase in the turbine size, tower

was ripe for a paradigm shift.

height and blade length. In turn, the

That shift was brought about by the

foundation system grows larger and

Patrick & Henderson (P&H) Tension-

more expensive.

less Pier Foundation: a design that

The market is moving towards larger

requires less than a third of the amount

turbines for land-based applications;

of concrete and steel and 25% less

from a typical size in the 2-megawatt

excavation and backfill when construct-

family to turbines rated at 3-3.5

ing the larger wind turbines. Accord-

megawatts. Traditionally, the turbines

ing to Loftis, an experienced crew can 115

1965

Year founded

4,000+ Number of employees

140+

Offices nationwide

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TERRACON

“What we are doing with our foundation systems is making the typical gravity spread foot foundation functionally redundant in the marketplace” — Blair Loftis, VP and National Director, Power Generation & Transmission, Terracon

Blount Contracting is a full service civil construction company specializing in mass excavation, shoring, renewable energy – civil grading and P & H foundation installation.

blountco.com 1353 S Vista Rd Apache Junction AZ 85119 • 480-985-2112 • info@blountco.com


USA

The inner corrugated metal pipe is ready for backfill 117 complete at least five foundations per

to conventional standards of modelling

week under favourable site conditions.

so we could get that in front of the

“We work with specialty foundation

independent engineering community.

contractors like JBS Energy Solutions,

Once we started doing that, we got

Blount Contracting, and Wind Stone

the industry and market comfortable

Construction who have honed their skills

with Terracon assuming this role as the

for installing our foundation design.

engineer of record.

Some engineer, procure, construction

“It has been a team effort. We have

(EPC) contractors, such as Blattner

a tight group including Allan Henderson,

Energy have resourced so that they can

the inventor of the foundation, two

construct our foundations on multiple

preferred materials suppliers (Contech

projects simultaneously,” says Loftis.

Engineering Solutions and Williams

“Terracon has spent the last few years bringing the P&H Foundation up

Form Engineering) and a quality assurance firm (Structural Observation

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TERRACON

Services), and we all work together with a shared strategic platform.” One of the key ways in which Terracon has and continues to establish itself as an industry expert in foundation design is through partnering with key industry players. Through this, Terracon is able to work with and demonstrate first-hand the true value of the P&H Tensionless Pier Foundation which in turn highlights its value in terms of, at least in part, helping to fill in the tax incentive gap. Terracon has partnered with NextEra Energy Resources, one of the largest independent 118

operators of power generating assets in North America. Terracon has been able to realise as much as 40% savings in construction capital costs of NextEra’s wind turbine foundations through the P&H Tensionless Pier Foundation. “For NextEra it was an easy win,” says Loftis. “NextEra, like many companies, is faced with increased capital pressures as it deals with the expiration of the PTC. If Terracon can save one of the largest industry players 40% on 25% of their capital it is sort of a no-brainer.” Terracon’s foundation is deep and cylindrical, as opposed to the gravity foundation which is typically flat and octagonal. The standard P&H Tensionless Pier Foundation requires

OCTOBER 2018


USA

only 110 cubic yards of concrete which translates to as much as 40% less concrete and 40% less steel as opposed to a gravity spread for the same size wind turbine. “It’s a significant cost saving in the industry. Especially when we’re looking down the barrel of an administration with a trigger finger on tariffs, which effects the cost of the steel and other construction materials used in the foundations. Since the pier requires substantially less steel than the spread we reduce the amplitude of this kind of market volatility,” says Loftis. Through the success of working with NextEra, Terracon was introduced to a number of engineering, procurement and construction (EPC) firms including market leaders like Blattner Energy. NextEra solicited the largest tender of wind projects in North American wind history last year. Blattner Energy won all of the projects and decided to build the majority of them using Terracon’s P&H Tensionless Pier Foundation. Terracon was retained to design more than 550 foundations for that round of projects. For Loftis, this is the clearest representation of the paradigm shift that the market was craving. “There has been a paradigm shift, moving from the gravity spread foundation

Securing the rebar hoops which maintain anchor bolt spacing w w w.c hi e fsust a i na bi l i t yo f f i cer. com

119


TERRACON

120

to the tensionless pier foundation

the foundation is compatible with site

because it saves cost,” he says.

conditions. As Loftis notes, it’s in both

“Blattner Energy has invested heavily

parties’ interests to ensure that the

into the foundation and to me this is a

foundation is in fact suitable for each

message of industry disruption. What

specific project. “That is how we set up

we are doing with our foundation

each engagement, making sure at the

systems is making the typical gravity

earliest stages of project planning that

spread foot foundation functionally

our foundation is the optimal design

redundant in the marketplace.”

choice for project success,” he says.

Relationships are only as strong as

To this end, Terracon does things

the effort put into them and Terracon

a little differently. They look at success

recognises this, conducting rigorous

from project conception through project

compatibility reviews to ensure that

completion. “We meet with project

OCTOBER 2018


USA

Securing the anchor bolts to the upper template ring

121

“There has been a paradigm shift, moving from the gravity spread foundation to the tensionless pier foundation because it saves cost” — Blair Loftis, VP and National Director, Power Generation & Transmission, Terracon

managers, superintendents, foremen, and team leaders to conduct constructability reviews and spend a day or two discussing what portions of our design give the construction folk troubles in the field,” says Loftis. “I want to know every complaint that every craftsman, supervisor, project manager and foreman has about these foundations.” “We then take that back and see if we can implement a design solution to enhance constructability efficiency. If we can revise the design to make the w w w.c hi e fsust a i na bi l i t yo f f i cer. com


TERRACON

construction process easier, while still preserving the integrity of the design, then we can provide even more value to the industry. “This level of constructability design review with NextEra, Blattner and Terracon involved is something that is rarely ever done across the industry.” Over the last two years, the company has experienced significant growth in one particular sector – power generation and transmission – recording a growth rate of 20% year-on-year. With the growth of the market and Terracon’s role in defining that 122

future market, Loftis has begun work on a strategic growth plan for the next 24 months. He believes that, given Terracon’s market position, it provides him with a key understanding of where the market is heading and enables him to ensure the company is “fully equipped” for it. Looking beyond the next two years, Terracon aspires to be the industry leader in wind turbine foundation design in the United States. The company has already begun to attract attention from around the world but Loftis will ensure that whatever direction the company grows in, it will be direction of growth that benefits the wind industry. “There really is an opportunity for our

OCTOBER 2018


USA

CLICK TO WATCH : ‘TERRACON – GREAT PEOPLE’ 123 foundation to support the economics of wind growth globally,” he says. “We’re going to focus on North America. We’re optimistic looking at the Latin America market, especially in Mexico, with the energy reform that’s taking place. But I would say our goal is to capture the market, get the majority of the market share in the United States and Canada, and then move into foreign markets.”

Completed foundation ready for tower construction w w w.c hi e fsust a i na bi l i t yo f f i cer. com


124

JANUARY 2019


ANZ

Back to the future: The Caulfield to Dandenong Level Crossing Removal Project WRIT TEN BY

NIKI WA LDEGR AVE PRODUCED BY

GLEN WHITE

w w w.c hi e fsust a i na bi l i t yo f f i cer. com

125


LEVEL CROSSINGS AUTHORITY

The Caulfield to Dandenong Level Crossing Removal Project has changed the face of Victorian suburbs. Its project director, Brett Summers, tells Niki Waldegrave how blending the old with the new has made city living and commuting easier for future generations.

126

T

he train line from Melbourne CBD to Cranbourne and Pakenham is Melbourne’s busiest rail corridor, crossed by some of

Australia’s most congested roads, where boom gates were down for up to 82 minutes during the morning peak. With a number of fatalities recorded at level crossings on both that corridor and others, in 2015 the Victorian Government tasked the Victoriabased Level Crossings Removal Project with removing 50 dangerous level crossings by 2022 in addition to other infrastructure upgrades across section of Melbourne’s rail network. One of its showpieces was the $1.6 billion Caulfield to Dandenong Level Crossing Removal Project, an intensive logistical exercise led by project director Brett Summers. One of Australian’s biggest construction plans, the Level Crossing Removal Project delivered the FEBRUARY 2019


ANZ

127

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LEVEL CROSSINGS AUTHORITY

project with an alliance in conjunction

ment, the Level Crossing Removal

with the likes of Lendlease, CPB

Project has already seen 29 level

Contractors, WSP, Aurecon and Metro

crossings removed out of the original

Trains Melbourne.

50 and following the result of the

They removed nine level crossings between Caulfield and Dandenong in

crossings were prioritised for removal,”

Melbourne’s southeast by elevating the

says Summers.

Cranbourne/Pakenham line over the road in three distinct sections.

128

recent election, an additional 25 level

The Caulfield to Dandenong Level Crossing Removal Project saw the build

Due to the program’s success, the

of five new stations and 321 piers, each

government has expanded on the rem-

up to nine metres high. Its 40,000 ton-

oval of 50 crossings to now eradicating

nes of steel and 588 concrete beams

75 by 2022.

weighed more than 85,000 tonnes,

“A flagship program for the govern-

This was always seen as a relatively controversial project because we put the train line up in the air — Brett Summers Project Director, Caulfield to Dandenong at Level Crossing Removal Authority

FEBRUARY 2019

and opened up 22.5 hectares of space


ANZ

CLICK TO WATCH : ‘CAULFIELD TO DANDENONG: CONSTRUCTION AT MURRUMBEENA’ 129 – the open space is 11 times bigger than

metres in some areas such as between

the Melbourne Cricket Ground (MCG)

Caulfield and Hughesdale. Many of the

thanks to building six kilometres of new

locations had residential properties that

elevated bridges.

backed right up against the corridor –

But the stakes were high. “It is the

of the 113 houses that were eligible

busiest rail corridor in Melbourne,”

for purchase by the government under

explains Summers, “so it has the most

a Voluntary Purchase Scheme, 74 have

amount of people moving backwards

settled to date, meaning the construction

and forwards, and we had to keep them

was very often right next to people’s

moving pretty much the whole time

homes and back fences. As a result, they

getting them from point A to B, while

pulled in the big guns by deploying a blue

we built this job in and around a live

straddle carrier, which allowed the 2000-

train environment.”

strong workforce to build above the exist-

The biggest challenge was that it’s a very tight rail corridor – less than 20

ing train line, while the trains continued to run underneath. w w w.c hi e fsust a i na bi l i t yo f f i cer. com


LEVEL CROSSINGS AUTHORITY

130

FEBRUARY 2019


ANZ

C OMPA N Y FA C T S

• In 2015 the Victorian Government tasked the Victoria-based Level Crossings Removal Project with removing 50 dangerous level crossings by 2022 in addition to other infrastructure upgrades across sections of Melbourne’s rail network. • One of its showpieces was the $1.6 billion Caulfield to Dandenong Level Crossing Removal Projects. • The last of the major works were completed around about October 2018 and the 17-kilometre-long shared user path and the linear park is now open to the public.

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131


LEVEL CROSSINGS AUTHORITY

9

level crossings removed

2,000 jobs created

10mn worker hours 132

Instead of lifting beams in a tradition-

is used throughout Asia, usually to launch

al method using cranes, needing lots of

big road structures, and it’s something

open space to truck the beams in, they

the team saw and thought they would

were instead lifted and transported long-

adopt to the rail environment. The project

itudinally down the corridor for installation

also used a track-laying machine. An

between Caulfield and Hughesdale.

Australian first, these machines move

“It’s the first time that has been done

up and down the new elevated rail line

in Melbourne but it meant that we didn’t

to place pieces of track, using hydr-

need to use adjacent land,” he explains.

aulic technology built for efficiency

“It was, obviously a huge logistical and

and precision.

safety challenge – but safety is at the

While the main benefits of the track-

forefront of everything we do, and lots

laying machine are speed and safety, it

of planning went into it.”

also played a key part in installing noise-

The technology for the straddle carrier FEBRUARY 2019

reducing features of the design, including


ANZ

concrete ‘plinths’ – a quieter, smoother

open to the public for a few months

alternative to the traditional sleepers

and it’s well-used by the community.

laid over stony ballast.

We have people using the basketball

The last of the major works were

courts, the table tennis tables, the

completed around October 2018 and

playground equipment, joggers and

all the space underneath the train line

cyclists, families riding their pushbikes

– the 17-kilometre long shared user path

along the entire length of the park.

and the linear park – is now open to the public.

“I’ve been out there myself for a jog and a run along the linear park. What has

“This was always seen as a relatively

really been probably one of the proudest

controversial project because we put

moments for the project team and myself

the train line up in the air,” he reveals.

is that it has really changed the face of

“So, in the early days, there was a bit of

these suburbs and the way that these

trepidation in the community about what

people interact around the train line.

it would look like at the end. But it’s been

“It’s opened up the entire suburb and

E X E C U T I V E P R OF IL E

Brett Summers With more than 20 years’ experience as an engineer, Brett Summers took up the role of Project Director at the Level Crossing Removal Project in April 2015, overseeing an unprecedented overhaul of the Cranbourne/Pakenham line with the Caulfield to Dandenong Level Crossing Removal Project. Brett is no stranger to working on major rail projects across Melbourne, having held previous managerial roles for a number of years withthe Regional Rail Link Authority and Department of Transport.

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LEVEL CROSSINGS AUTHORITY


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made their lives easier to get from point A to point B.” Social inclusion is a very strong policy at the Level Crossing Removal Project, and something the

“We’re very conscious that, whilst we were building new infrastructure, we wanted to recognise and look back and reflect on the past that’d come 135 before us” — Brett Summers Project Director, Caulfield to Dandenong at Level Crossing Removal Authority

program is extremely proud of. Whether it’s consulting train drivers and the end operators on the line about

tice is also something that was at the

signal designs, helping veterans out

forefront of everything the project did.

with a job in the construction industry,

From installing solar panels to using

or helping local underprivileged families,

the wood from original stations to make

Summers says: “With every dollar that

seats and playgrounds scattering the

we spent on this project, we tried to

corridor, to restoring station buildings

always find a way that we could return

– it worked with the Chisholm Institute

some benefit to the community.”

of TAFE to restore the original heritage-

Sustainability and world’s best-prac-

listed Clayton station building – Summers w w w.c hi e fsust a i na bi l i t yo f f i cer. com


LEVEL CROSSINGS AUTHORITY

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“With every dollar spent on this project, we tried to always find a way that we could return some benefit to the community” — Brett Summers Project Director, Caulfield to Dandenong at Level Crossing Removal Authority

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LEVEL CROSSINGS AUTHORITY

22.5

Hectares of open space created

6km

Of new elevated bridge

Memorial plaques and monuments honouring soldiers who served in armed conflict along the corridor, including at Clayton and St Albans are also a nice touch, and the project works with Veterans in Construction, which helps secure veterans a pathway in to the construction industry. There used to be an Avenue of Honour where trees had been planted

30,000 138

New trees and shrubs planted

explains it was important to retain the history. “It’s marrying the new with the old,” he says. “In the seating backs we’ve installed at all these stations, we recognise the history of each of the individual places. So, whilst it looks like a brand new station you can catch the train from, there’s actually old historical images and photos so you get a sense of what that area used to look like. “Again, we’re very conscious that, whilst we were building new infrastructure, we wanted to recognise and look back and reflect on the past that’d come before us.” JANUARY 2019

for veterans. The project took the seeds from those original trees and planted them early on to grow saplings, “and we


ANZ

recreated that original Avenue of Honour

project planted more than 30,000

in this remembrance space,” he adds.

trees and shrubs.

“The feedback was hugely positive

On the rail lines, both the train

and we had our first Remembrance Day

passengers and the drivers have been

ceremony there on the 11th of November.”

complimentary about the new tracks,

The team also needed to remove some very old river red gums during the project

replacing ones that were up to 100 years old.

and again, they took the seeds from

“You don’t get the clickety-clack and

those and planted them back the rail

bouncing backwards and forwards of

corridor. “It was something we were very

an old train,” he explains. “And when

conscious of and hold as a badge of

they hit these new sections, there is

honour – the fact that we have repopu-

a significant change in the look, the feel,

lated with some of the original species

the sound of how the train behaves. It’s

of plants,” he smiles, revealing the

very, very smooth.” 139 C OMPA N Y FA C T S

• The Level Crossings Removal Project have removed nine level crossings between Caulfield and Dandenong in Melbourne’s southeast by elevating the Cranbourne/Pakenham line over the road in three distinct sections • Due to the program’s success, the government has expanded on the removal of 50 crossings to now eradicating 75 by 2022 w w w.c hi e fsust a i na bi l i t yo f f i cer. com


LEVEL CROSSINGS AUTHORITY

“The proudest moments for the project team and myself is that it has really changed the face of these suburbs and the way that these people interact around the train line”

140

— Brett Summers Project Director, Caulfield to Dandenong at Level Crossing Removal Authority

FEBRUARY 2019


ANZ

Although the level crossings have been removed between Caulfield and Dandenong, the same Alliance is also undertaking work to upgrade signalling and power infrastructure along the entire Cranbourne and Pakenham lines, in preparation for the introduction of High Capacity Metro Trains. Victoria is investing $2.3 billion in 65 next-generation High Capacity Metro Trains, which are a fleet of electric multiple unit trains on order for use by Metro Trains Melbourne on the Melbourne rail network. They will eventually become the primary rollingstock used in the Metro Tunnel when it opens in 2025 and are due to enter service in mid-2019.

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JANUARY 2019


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Asustainable

telco WRIT TEN BY

ANDRE W WOODS PRODUCED BY

GLEN WHITE

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T- M O B I L E

We speak to Chad Wilkerson, Director, Sustainability & Infrastructure Sourcing at T-Mobile, regarding the telecommunications giant’s ambition to use 100% renewable energy for all its operations in three years’ time…

T 144

-Mobile has an ambition: the

that are doing things differently in

telco giant aims to be using

energy sustainability across T-Mobile,”

100% renewable energy for

he explains. “With RE100 and our

all its operations by 2021. As sustain-

commitment to be powered by 100%

ability dominates the thoughts of many

green energy by 2021, we’re not just

industry leaders as well as their clients

buying green energy, but taking a whole

and customers, for a company as large

systems approach to sustainability. For

and expansive as T-Mobile, which

example, we’re working to make sure

covers manufacturing, IT, construction

our operations are as energy efficient

and much more, ambitions as bold as

as possible, we’re working to decrease

these require an agile and strategic

our carbon footprint and we’re support-

approach that will cause as little

ing third parties like the Nature Conserv-

disruption to its day-to-day operations

ancy to promote a low-carbon, clean

as possible. Chad Wilkerson, Director,

energy future. Our goal is to make an

Sustainability & Infrastructure Sourc-

impact on the whole sustainability realm

ing at T-Mobile, is the man entrusted

– and lead the wireless industry in this

with delivering this program – we

area. At T-Mobile we want to make the

caught up with Wilkerson at his Dallas

biggest impact we can, not just in the

office to find out more.

environmental space but really, in every–

“I get to lead a great team of people JANUARY 2019

thing we do – that is the Un-carrier way.”


USA

“We’ve been relying more on electronic communications with our customers and about 70% of our clients have signed up for paperless billing” — Chad Wilkerson, Director, Sustainability & Infrastructure Sourcing, T-Mobile

145

Telcos can seem rather amorphous when it comes to internal processes and infrastructure, but of course there is a physical architecture that feeds T-Mobile’s processes and products. “Telcos do have an interesting model that you might not have in your normal retail or manufacturing footprint. Not only do we have retail stores, corpow w w.c hi e fsust a i na bi l i t yo f f i cer. com


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T- M O B I L E

rate offices, call centers and data

governance (ESG) model – we went

centers, we also have a massive

beyond that and took an Un-carrier

network infrastructure and antennae

approach, like we do with everything

network – and that’s where the bulk of

else. In this case, we focused on three

the green energy we’re acquiring is

key pillars - protecting the planet,

being utilized – to sustainably power

inspiring our customers and employees,

that infrastructure.”

and leading responsibly. Our Un-carrier culture is really rooted in the belief

SUSTAINABILITY IN ACTION

that business success is measured not

So, what exactly does T-Mobile’s

just with financial results, but in our

sustainability strategy look like? “At

commitment to delivering a positive

a high-level, we didn’t just look at

and sustained impact on the economy,

the standard environmental, social,

community and the planet as a whole.”

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JANUARY 2019


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CLICK TO WATCH : ‘T-MOBILE GOES GREEN: JOHN LEGERE CHALLENGES AT&T AND VERIZON TO CHOOSE RENEWABLE ENERGY’ 149

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PROVEN LEADERS IN RENEWABLE ENERGY Longroad Energy is a renewable energy developer focused on the development and operation of wind, solar and energy storage projects throughout the United States.

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A KEY STRATEGIC PARTNER T-Mobile selected Longroad as a partner following a competitive process that drew the interest of dozens of renewable energy developers from around the globe. T-Mobile valued Longroad’s wind and solar development expertise, experience working with corporate customers, its in-house operations and asset management capabilities, financial strength and competitively priced clean energy.

energy projects. The core team began developing renewable energy projects together over a decade ago at Longroad’s predecessor company, First Wind. During their time together, the Longroad team has successfully developed 35 utility-scale wind and solar projects across the United States totaling approximately 3,800 MW.

In addition to partnering with T-Mobile, Longroad is actively developing renewable energy projects across the United States. Longroad has a greenfield development pipeline of over 8,000 MW and recently completed the development of two utility-scale wind and solar projects in Texas. Both projects, which include a 315 MWdc solar project (the largest solar project in Texas), will sell their renewable energy to corporate customers. The Longroad team is comprised of long-time energy industry veterans with a proven track record of successfully developing renewable

Longroad is an industry leader in operating and managing operating wind, solar and energy storage projects. The Longroad Energy Services (“LES”) team is comprised of experienced Operations & Maintenance and Asset Management professionals. LES staffs a 24x7 Remote Operations Center (“ROC”) to continuously monitor, troubleshoot and proactively oversee the 1,236 MW of operating wind and solar projects currently under LES management. Through its commercial, technical and data-driven approach, LES has helped financial investors and corporate customers achieve their investment objectives.

www.longroadenergy.com


T- M O B I L E

T-Mobile is growing, and Wilkerson and his team are tasked with ensuring that with this expansion the green energy programs keep up with the new power needs. “We frequently evaluate our environmental impacts to determine how we can make significant improvements or offset the impacts of our operations. We first aim to decrease our carbon footprint through 152

energy efficiency, sourcing renewable energy and utilizing innovative techniques to reduce our greenhouse gases. The greenest, most economic energy you can get is the energy you don’t use, right? So, that’s a big focus for us. We aim to mitigate the impacts that our operations have on the environment to help ensure the long-term viability of our communities and our business.” Of course, by tackling climate change, there is also a vested interest in protecting the T-Mobile supply chain. “As far as how the environment affects the supply chain... if there’s flooding in an area where our supply base is located, or even in areas where, like us in Texas, our network is located, it affects our operations. If a network or a store can’t open, or an employee can’t get to work, it affects our staff and the communities they live in. So, JANUARY 2019


USA

focusing on minimizing our impact on the environment is good for customers, employees and the community alike.� T-Mobile, a green power partner with the EPA, is expanding its commitment to operating sustainably in partnership with our supply chain. “The suppliers we have the best relationships with are those that echo our values and our thinking – and are focused on implementing new, innovative solutions and structures for the future. With suppliers like Ericsson for example, we can together have a much bigger impact 153

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The Power of Partnership At Enel Green Power, we believe it makes good business sense to match renewables and sustainability goals with underlying corporate values. Each company has unique requirements, so it’s critical to find a partner who understands your needs, and has the ability to deliver a customized solution. Enel Green Power has a track record of delivering tailor-made sustainability solutions to our partners world-wide.

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R


Sustainable Energy Powers this Partnership Ahead of Earth Day 2017, T-Mobile announced magenta was going green with Enel Green Power (EGP). The Un-carrier made the largest wind power investment ever by a U.S. wireless company, purchasing the clean energy produced by EGP’s Red Dirt Wind Farm in Oklahoma. This partnership will enable T-Mobile to meet its progressive sustainability targets which call for using 100% renewable energy for their entire business by 2021, including the company’s operations across U.S. retail stores, call centers and network operations. Corporations continue to see the value of supporting renewable energy, and wind power is among the cleanest available sources of renewable energy, according to the EPA. T-Mobile, the only major wireless company to commit to 100% renewable electricity, is recognized by the EPA and Green America for leading the way to #CleanUpWireless. T-Mobile’s sustainable practices don’t end there. From LEED certification and composting at their main campus, to device recycling and paperless billing, they’ve claimed a clear leadership position in environmental stewardship within the wireless industry. Sustainability runs deep in EGP’s value chain as well, from how we construct our wind farms to the power that our energy facilities produce, we are committed to delivering long-term sustainability for the local communities that we call home. Red Dirt Wind Farm is part of EGP’s sustainable construction program which includes activities like recycling reclaimed materials for community projects, wood-recycling

programs, conducting repair and maintenance on local roads, and investing in critical community operations and initiatives such as local fire departments and community centers. Enel Green Power North America, part of the Renewable Energies division of the Enel Group, is a leading owner and operator of renewable energy plants in North America with projects operating and under development in 24 U.S. states and two Canadian provinces. EGP operates over 100 plants with a managed capacity exceeding 4.2 GW powered by renewable hydropower, wind, geothermal, and solar energy. In 2017, EGP added more capacity than any company in the U.S. with a record-breaking 1.2 GW and currently in the U.S. and globally, EGP has the second largest amount of contracted capacity with commercial and industrial customers. We have seen a growing number of enterprises contracting for renewable energy to secure cost savings and provide long-term cost certainty. Our Power Purchase Agreements and partnerships with our customers serve as an industry example of how corporations can leverage renewable energy to reduce costs and operate more efficiently. When companies like T-Mobile choose to invest in renewable energy through EGP’s projects, they are signaling to the market that sustainability is a core value and essential to remaining competitive in the future.

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USA

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both for the planet and the economy!

in northwest Kansas, which is going

T-Mobile is also currently working

to be T-Mobile’s second wind farm.

with Tradewind Energy and Enel

T-Mobile is also working with Puget

Green Power on a number of initia-

Sound Energy to power it’s Bellevue,

tives including one, Red Dirt Wind

WA HQ with 100% green energy that

Farm. “That’s a large project. We’re

is locally sourced through PSE’s

utilizing partners that are in alignment

Green Direct Program.”

with us, and have proven they can

T-Mobile’s sustainability strategy is

deliver results that pave the way for

part of the company’s broader CSR

our future renewable progress. We

program which aims to leverage its

are also working with Engie North

brand, technology and people to posit-

America on Solomon Forks, located in

ively impact the community and planet.

Thomas County, near the city of Colby

“In addition to sustainability T-Mobile w w w.c hi e fsust a i na bi l i t yo f f i cer. com


T- MOBIL E C OMPA N Y FA C T S

158

­ evice Recycling Program D In 2017, T-Mobile USA collected over 4 million used cell phones. Of the over 4 million used devices and accessories we collected in 2017, we reuse or resell a 86% of that hardware—which is by far the most eco-friendly approach. The rest are responsibly recycled by providers we select. Since we launched our recycling program back in 2008, over 14.4 million T-Mobile customer devices (and counting) have been reused or resold. Because cell phones contain precious metals, recycling not only conserves these materials, but also helps prevent pollution and greenhouse gas emissions. Renewable Energy Savings T-Mobile utilizes about 2.7 million megawatt hours (MWh) of energy across our headquarters, stores, cell towers, call centers and other locations. To address this energy use, T-Mobile has taken the initiative to enter the renewable energy space. Through our renewable energy use we plan to cut our energy costs by around $100 million dollars in the next 15 years. Renewable Energy Leader T-Mobile has quickly established itself as the benchmark for the telecommunications industry in renewable energy performance.

In April 2017, we made the largest ever wind power investment to date by a US wireless company, signing a long-term agreement of up to 160MW from the new Red Dirt wind project in Oklahoma. The project, operational as of January 2018, is expected to provide T-Mobile with over 625 GWh of renewable energy annually, or approximately 27% of our overall power use. Not satisfied to stop there, in January 2018, T-Mobile unveiled a 2nd major wind farm project, an agreement for 160MW with Infinity Renewables' Solomon Forks Wind Project in Kansas. This project, expected to be operational in early 2019, combined with Red Dirt, will generate 320 MWs for T-Mobile or enough to meet an estimated 60% of our total energy needs nationwide. Growing our Network Efficiency T-Mobile calculates its Co2e emissions in proportion to its transmitted data volume [in TByte]. Data volume is an important indicator for T-Mobile to create a direct link for the performance of its networks. T-Mobile’s data volume transported by its Networks increased significantly for 2017 while its carbon emission intensity figure decreased for that year by 29.3%


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Towards a sustainable future

Integrating sustainability and responsible business practices into our operations is vital to our long-term success. Our vision is empowering an intelligent, sustainable and connected world through relentlessly innovating technologies that are easy to adopt, use and scale.

Our contribution to climate action

Our product performance

Our company impact

ericsson.com/sustainability Facebook @technologyforgood | Twitter @EricssonSustain

We are committed to the Paris Climate Agreement by joining the Science Based Targets initiative, with the target to

reduce our carbon footprint by

35%

in 2022.

We strive to ensure that the

5G

product portfolio shall be 10x more

energy efficient than current 4G by 2022.

We innovate ICT solutions that have

the power to help reduce global greenhouse emissions by up to

15%.


USA

has a strong focus on supporting

inclusion and overall ethical business

veterans, youth development, assisting

practices. “T-Mobile is one of Fortune’s

communities impacted by disasters

Best Places to Work for Diversity, and

and enabling our employees to give

one of Forbes Best Employers for

back to their communities and favorite

Diversity, and for five years in a row

non-profit partners. So far, in 2018,

has received a perfect 100 from the

T-Mobile has given more than US$8mn

Human Rights Campaign’s annual

and employees have volunteered over

Equality Index, earning the “Best Place

34,000 hours – and this is all before

to Work for LGBT Employees” for

Giving Tuesday which kicks off the

2017. We also received a top score

busiest giving season of the year.

from the Disability Equality Index for

T-Mobile plans to give up to $2mn for

“Best Places to Work for Disability

Giving Tuesday alone.”

Inclusion” for 2017. And finally, for

T-Mobile has also been recognized for its commitment to diversity and

the past 10 years T-Mobile has been voted Most Ethical Company by the Ethisphere Institute.

“We frequently evaluate our environmental impacts to determine how we can make significant improvements or offset the impacts of our operations” —

Chad Wilkerson, Director, Sustainability & Infrastructure Sourcing, T-Mobile

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T- M O B I L E

GREEN OPERATIONS T-Mobile has a number of LEED certified facilities including its Bellevue campus which achieved LEED Certification from the US Green Building Council. T-Mobile just announced a $160mn renovation that – over the next three years – will transform its Northwest headquarters into a modern, inclusive, connected and flexible workplace to better support innovation and collaboration among employees. The new offices will earn a LEED certification with sustainable green building design, 162

construction and ongoing maintenance and operations. In addition, the redesigned HQ will be the first corporate campus in the US to achieve a Fitwel certification, a wellness standard that promotes a comprehensive approach to a healthier workplace through increased physical activity, accessible design, access to healthy food options, natural lighting and outdoor spaces. Also, the T-Mobile Arena is a LEED Gold certified facility and first LEEDcertified sports and entertainment facility in Las Vegas. Some of the key initiatives T-Mobile has introduced include waste reduction programs such as paperless billing, JANUARY 2019


USA

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USA

“We’ve also recycled over 25,000 technology items from our offices… it’s about 300,000 pounds of IT equipment that would have gone to a landfill” —

Chad Wilkerson, Director, Sustainability & Infrastructure Sourcing, T-Mobile minimizing product packaging and increased use of FSC certified recycled and post-consumer materials. “We’re

165

really cutting back on the amount of

ing plastic insert trays, labeling all

paper receipts we’re using in our stores,”

packaging with internationally recog-

Wilkerson explains. “Reducing collateral

nized symbols to encourage recycling,

– like direct mail advertising and customer

and reducing volatile organic com-

billing. We’ve been relying more on

pounds to less than 10%. We’ve also

electronic communications with our

recycled over 25,000 technology items

customers and about 70% of our clients

from our offices including computers,

have signed up for paperless billing.”

servers and monitors. It’s about 300,000

“We work closely with the CTIA

pounds of IT equipment that would

Green Working Group to efficiently and

have gone to a landfill. In addition to

effectively protect the products we sell,

internal electronics and battery recycling,

like phones and accessories, while

we have a consumer device recycling

minimizing the impact, footprint and

program and since we started that,

waste associated with our packaging

we’ve had over 18mm devices reused

as much as possible. The results have

or recycled, and that continues to grow.

been pretty good, and include eliminat-

Just having the incentives in place for w w w.c hi e fsust a i na bi l i t yo f f i cer. com


T- M O B I L E

JANUARY 2019


T- MOBIL E C OMPA N Y FA C T S Energy Efficiency on our Network In select markets, T-Mobile removed HVAC equipment from existing telecom shelters at cell sites, and replaced them with a direct air cooling system by installing new cabinet doors designed with variable speed, high efficiency fans to optimize airflow. This investment resulted in decreased energy consumption at the sites and reduced energy costs by 30%. Setting Ambitious Emissions Targets We have set a number of goals to decrease our carbon footprint, including sourcing 100% of our electricity from renewable energy by 2021. Our goals are driven by our interest in reducing our dependence on fossil fuels, improving the cost and security of our fuel supply and reducing the harmful impacts of greenhouse gas emissions on the planet. With the RCP 2.6 scenario, T-Mobile has committed to reduce combined absolute scope 1 and scope 2 GHG emissions 95% by 2025 from a 2016 base-year. Additionally, T-Mobile also commits to reduce scope 3 GHG emissions by 15% per customer by 2025 from a 2016 base-year.

LED Lighting at Retail Stores ENERGY STAR certified LED Lighting was installed at approximately 1,500 new corporate and dealer stores constructed in 2017. We also completed additional lighting retrofits across the T-Mobile commercial real estate portfolio. The upgrades were completed in T-Mobile Call Centers, Switch Sites, Regional Business Offices, and its corporate headquarters. We now require all new construction and upgrades to lighting across the company to be LED. Through these upgrades, in 2017, we saved over 5,742,000 KWh of electricity while avoiding the release of nearly 3,000 metric tons of Carbon Dioxide. LEED Certification of Service Center Partnered with our landlord to achieve LEED Certification from the US Green Building Council at our Field Service Center in Bellevue, WA. The operational changes made to achieve the certification include implementing composting throughout the campus that significantly reduces waste to landfill.

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USA

our customers to encourage them to recycle and trade in their devices is vital. We have efficient LED lights in the stores and offices, and smart thermostats that significantly reduce energy use as well. We sit down with our partners on the construction team and help them make decisions and design things with sustainability in mind. We’re not just considering what the upfront cost is, but the total long-term costs of ownership when we look at our facilities. Obviously, if you’re able to reduce your energy use to become more efficient, then you’re lowering your operational expenses over the life of that facility and having a better impact on the environment

169

at the same time.”

GREEN DATA As a telco, T-Mobile is no stranger to data,

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T-MOBILE COMPANY FACTS Printer Optimization and Paper Reduction Instituted a printer optimization project that has eliminated over 1,000 printers enterprise-wide. More than 75% of our customers now opt for online billing, which gives us one of the best records in the industry and saves thousands of pounds of waste every year. The T-Mobile Arena in Las Vegas, Nevada The T-Mobile Arena is a LEED Gold certified facility and the first LEED-certified sports and entertainment facility in Las Vegas. 170

Green Commuting We promote energy-efficient commuting and carpooling by providing location-specific benefits to our employees. Commitment to Combating Climate Change Beyond our strong partnerships with groups like RE100 and GeSI, we also make our public position known through our aggressive brand marketing. Our CEO, John Legere, has been an outspoken voice on #CleanUpWireless and has issued a $1.5M challenge to AT&T and Verizon to follow suit on our commitment to 100% renewable energy by 2021.


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JANUARY 2019


USA

but it’s now utilizing metadata to drive its sustainability strategy. “We believe in the old adage ‘you can’t manage what you can’t measure’. So, we regularly assess our energy

“T-Mobile is one of Fortune’s Best Places to Work for Diversity, and one of Forbes’ Best Employers for Diversity” —

Chad Wilkerson, Director, Sustainability & Infrastructure Sourcing, T-Mobile

footprint to track the progress we are making toward our goals and identify

expect that to just keep getting

other areas of opportunity.

better over time! We are well on our

“Obviously, we’re looking at how IoT

way to RE100 and a sustainable

and 5G will impact our sustainability

future for T-Mobile, but there is still

efforts as 5G is the future. However, as

more to do and – we won’t stop!”

our ability to get more and better data increases and we have better information we can more quickly identify where the inefficiencies are and make the changes that will have the biggest impacts. That’s pretty cool and we w w w.c hi e fsust a i na bi l i t yo f f i cer. com

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Profile for Energy Digital

CSO Magazine - February 2019  

CSO Magazine - February 2019