CSO Magazine March 2019

Driving sustainability in the telecommunication space MARCH 2019 www.csomagazine.com

Mobilise your data for sustainability

Global sustainability with Alpha Energy

Level Crossing Project Australia SOCIALLY-INCLUSIVE CONSTRUCTION

THE GLOBAL ENERGY POWERHOUSE We talk data-driven energy transformation

TOP 10

Renewable energy companies

FOREWORD

H

ello and welcome to the March

communications giant is supporting

edition of CSO magazine.

energy companies with their

Our cover star this month is energy

sustainability goals.

giant Uniper. Embarking on a root-

Meanwhile, Candace Saffery Neufeld

and-branch digital transformation

of Alpha Energy outlines the

journey, Rene Greiner, VP of Data

company’s plans to bring affordable,

Integration, and Stephan Van Aaken,

green electricity to 2.7bn people

VP of Data Integration, describes

around the world.

how the company is gearing up to become a more data-driven firm.

On top of this, Dr James Robey, Head of Environ-mental Sustainability at

“From the first moment, it became

Capgemini, discusses the firm’s latest

clear we needed one fundamental

goal to help its clients save 10mn

thing: a ‘single point of truth’,”

carbon tonnes through leveraging

explained Greiner.

technology.

“A major driver of the profitability

For our top 10 ranking this month,

of your portfolio is, of course, how

we discover the top ten renewable

you manage your assets,” added

energy companies and we’ll also

Van Aaken, highlighting how data

round up this month’s must-attend

analytics can be a valuable tool.

events.

Elsewhere in the magazine, we sit

Enjoy the issue!

down with Inmarsat’s Director of

Andrew Woods

Energy Innovation, Gary Bray, to

andrew.woods@bizclikmedia.com

discuss how the global satellite

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03

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CONTENTS

DIGITAL TRANSFORMATION AT UNIPER: A KEY PLAYER IN THE ENERGY FIELD BECOMING DATA DRIVEN

12 30 Driving sustainability through connectivity

40 Capgemini Exclusive: Mobilise your data for sustainability

EcoEnergy Insights: How to keep your business environmentally energised

52 62 DESIGNING THE FUTURE IN A MOONSHOT FACTORY

TOP 10

74 88

Renewable energy companies

Events & Associations

92

CONTENTS

Anheuser-Busch InBev

110

Level Crossings Authority

128 Alligned Energy

164 Hyster

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DIGITAL TRANSFORMATION AT UNIPER: A KEY PLAYER IN THE ENERGY FIELD BECOMING DATA DRIVEN WRIT TEN BY

L AUR A MULL AN PRODUCED BY

LE WIS VAUGHAN

MARCH 2019

EUROPE

13

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UNIPER

Embarking on a root-andbranch digital transformation, energy behemoth Uniper is showcasing the true power of data

W

ith about 36GW of generating capacity, Uniper has earned its stripes as one of the world’s largest global power genera-

tors. The Düsseldorf-headquartered firm was founded in 2016 after it carved out its own path 14

from E.ON and since then, it has grown to become a global powerhouse in the energy space, expanding its operations across 40 countries and attracting 12,000 employees to its doors. Technology has obviously played a vital role in this rapid ascension and, more specifically, Uniper’s data analytics plan has been a real tour de force.

When it first hashed out its digital roadmap Uniper set itself an impressive goal: to become a more data driven company. This may seem like a straightforward task – that is, if you don’t take into account the scale of Uniper’s operations. The company not only generates power, but it also procures, stores, transports and supplies commodities such as natural gas, LNG and coal, as well as energy-related products. With this in mind, Uniper has reams and reams of data at MARCH 2019

EUROPE

8.2 bcm Gas storage capacity

2016

Year founded

12,000 Approximate number of employees

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15

UNIPER

its disposal – but how to draw real value from this was another challenge it needed to tackle.

The problem with data analytics, particularly at this magnitude, is that it’s often isolated and difficult to utilise enterprise wide. “Whether it’s power plants or gas storage, these sorts of assets are actually quite digitised already,” muses Dr. Stephan van Aaken, VP responsible for Digital Transformation of the Asset Business at Uniper.

“Nowadays you can hardly run a power plant without sensors or the industrial Internet of Things (IIoT) but none of

16

these are perfectly utilised. Often information is siloed and organised in different places which means the whole organisation can’t reach its optimum capability.”

There are many forward-thinking questions facing today’s utility and power giants. How much coal or gas do they E X ECU T I VE P RO FI LE

Dr. Stephan van Aaken Dr. Stephan van Aaken is Vice President of Asset IT, Architecture & Optimisation. His previous roles include Head of Asset Information and Head of Asset Power Market Risk. He graduated with an Engineering Degree from the RWTH Aachen.

MARCH 2019

EUROPE

CLICK TO WATCH : ‘UNIPER: NEW PERSPECTIVES ON ENERGY’ 17 need to produce today and in the future? Is the market going to pivot in a completely different direction? How can they maximise profit? These queries are daunting yet necessary, and by offering evidenced-based predictions data holds some of the answers. Yet, before you can draw any insights from data, it has to be organised. As such, Uniper sought to standardise the way it collected and organised data, which van Aaken aptly likens to “cleaning up the kitchen before you can actually start to cook your meal”.

“ Employees really bought into the technology because they could see it was really making their lives easier” — Dr. Stephan van Aaken, VP responsible for the Asset Digitalisation program w w w.c so ma ga z i n e. com

UNIPER

18

Wanting to break down its data silos, the firm set about the mammoth task of reshaping its architecture. “We started to think about how we can drive value and money from our data at an enterprise scale,” explains Rene Greiner, VP of Data Integration. “From the first moment, it became clear we needed one fundamental thing: a ‘single point of truth’ whereby we can let data flow from one domain to the other.” To this end, Uniper worked closely with an intricate ecosystem of partners to create a cutting-edge data analytics MARCH 2019

EUROPE

platform. Over the past several years,

succeed,” Greiner affirms. Similarly,

the energy giant teamed up with

he praises Tableau’s “best in class

Tableau and Talend to integrate more

visual analytics capabilities” noting that

than 120 internal and external sources

it “perfectly supports Uniper’s digitisa-

into a Snowflake central data lake in

tion journey.”

the Microsoft Azure Cloud. Greiner

Embarking on a root-and-branch

speaks warmly of the strong partner-

transformation is no easy feat, but

ships Uniper has formed with Snow-

developing strong industry ties has

flake and Talend, highlighting how “it’s

helped Uniper sidestep any pitfalls.

different than a traditional partnership”.

This has not only applied to the way

“We’re very close to their network

the firm has overhauled its software

and in terms of knowledge sharing I’d

but can be seen in the hardware side

say we’ve created a very open-minded

of things too. “DXC Technology is

culture,” he says. “If we have a problem

really our backbone from an infra-

or a question, we can immediately get

structure point of view,” explains

in touch with them to solve it.” It’s this

Greiner. “We have a cloud first stra-

same ability to go the extra mile that

tegy but some parts you can’t put

led Uniper to adopt OSIsoft’s PI System

in the cloud and that’s where DXC

software. “They don’t want to just close

Technology comes in. They’re not

a deal and run off – they want to see us

just providing us with technology

E XE CU T I VE PRO FI LE

Rene Greiner Rene Greiner is Vice President Data Integration at Uniper. Prior to this, he had worked as Vice President Head of Information Management, Head of End of Day Reporting & Transformation Programme Manager and Head of Energy Economic Planning & Transformation Programme Manager.

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19

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Uniper’s Digital Journey When did the collaboration between DXC Technology and Uniper start?

The collaboration started eight years ago in the context of one of the largest IT outsourcing deals at that time — E.ON and HP. Since then we’ve established a trustful collaboration. After the separation from E.ON three years ago, Uniper continued to work with DXC Technology (DXC) to establish an IT landscape independent from E.ON and to enhance Uniper’s digital strategy.

How did DXC help Uniper shape their digital journey?

Uniper’s market environment faces a lot of disruption — for example, decarbonization, decentralization and digitalization. To stay competitive and secure its position as a market leader, the company decided to focus on the digital transformation and manage the change. Uniper saw the benefit of collaborating with a key partner like DXC, to use our professional knowledge about what “digital” means and to get guidance on their digital journey.

How did this collaboration evolve?

DXC’s performance in ENVISION workshops with the Uniper leadership team played a key role in getting started. The ENVISION team looked at how the company was adapting to the new era of digitalization.

Together they analyzed their current technologies, operating model and culture. This served as a basis for defining strategic options, developing a digital blueprint and helping to navigate the change process.

DXC also ran deep-dive meetings with Uniper and Leading Edge Forum. DXC’s Leading Edge Forum is a global research and thought leadership program dedicated to helping clients reimagine their organizations and leadership for a tech-driven future. It serves as a strategic touchpoint to challenge CXO teams and help them win in the 21st century.

A very important milestone was our Silicon Valley tour. This was organized and conducted by DXC to help Uniper’s leadership better understand the value of partnerships, ecosystems and outside-in thinking.

DXC introduced Uniper to several startups and the corporate innovation platform Plug and Play. This contact turned out to be a starting point for a fruitful cooperation between Uniper and Plug and Play Energy Hub. What are the benefits of DXC’s approach?

As business and IT become inseparable, virtually every aspect of work and the modern firm will need to be reimagined. This creates exciting new opportunities, as “digital” is a business-led transformation.

DXC’s industry-leading strategic partner ecosystem and forward-thinking approach result in a precise roadmap — connecting business with IT. This opens up business innovation for securing a leading market position.

How has DXC helped Uniper to enable its digital transformation, and what is the outlook?

Uniper has used DXC’s Digital Transformation Center to develop and implement key solutions. Uniper established its own Digital Lab based on DXC’s digital development framework and agile principles.

The DXC team has deployed Uniper’s new Digital Workplace, which is designed to enable enhanced collaboration and new ways of working for Uniper.

DXC’s Security experts also helped Uniper embrace cloud technologies and implement DevOps capabilities. The experts have helped set up new identity and access management services that enable Uniper to manage identity across the enterprise from a digital perspective. Uniper is also using platforms like ServiceNow to enhance the end-user experience.

With the help of DXC, Uniper is deploying digital solutions that will lead to new business models and new ways of working in the future.

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EUROPE

“ Our partners don’t want to just close a deal and run off – they want to see us succeed” — Rene Greiner, VP of Data Integration 23

though; they’re also supporting us as

highlights how the platform is empow-

a technology advisor.”

ering the workforce by giving them

Working with these industry leaders,

more input and control. “We’ve seen

Uniper is already reaping the fruits of

that this platform is bringing the data

its labour. Thanks to its data analytics

and people closer together,” he says.

platform, the company can supply data

“In the past, when you wanted to analyse

10 times faster and 10 times cheaper.

data you were kind of stuck. You needed

“In almost every process use case, we

to talk to IT professionals, set up a big

can also ‘free up’ people from data

project and then maybe six months

collection and processing,” Greiner

later you had the data you needed. This

says. “Because the platform is supp-

platform turned this around. It’s changed

orted by cloud technology, we can

our way of working significantly.” Speed

even reduce the cost of storing and

is another key advantage underlined by

preparing our data.” Van Aaken also

the pair. “In the past when we wanted w w w.c so ma ga z i n e. com

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We believe people with data can transform their world.

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EUROPE

to integrate data it was an intensive, long and expensive process,” Greiner adds. “Today, we are able to do it within days if not hours. This drives value as you have more time to dig into the data and gain insight.”

Demand in the utility and power market fluctuates daily. As you can imagine, a colder winter season will see more people turning on their heating for longer spells, whilst a heatwave could see a spike in air conditioning use. By using predictive data analytics, Uniper plans to use its portfolio, safely, to its utmost capability. “A major driver of the profit-

“A major driver of the profitability of your portfolio is, of course, how you manage your assets” — Dr. Stephan van Aaken, VP responsible for the Asset Digitalisation program Combining data about how a com-

ability of your portfolio is, of course,

ponent was run with predictions about

how you manage your assets,” explains

the future energy market, Uniper can

van Aaken, noting that when the firm is

now forecast how power plants will run

planning to invest and maintain its assets,

in the future and when they will need to

it is doing so on a portfolio basis rather

undergo maintenance. Van Aaken likens

than looking at individual power plant

this to maintaining a car, noting: “You

sites. “We have a strategy for our power

could change the tyres of a car every

plant portfolio and the maintenance of

two years and you would probably be

our components,” he continues. “These

safe, but what if half of the time the car

components are stressed differently

is parked and you’re only driving short

according to how you operate your

distances within the city? Changing the

power plant, and that obviously depends

tyres every two years would be a waste

on the market and the strategy of the

and you wouldn’t be using up the life-

traders. Now, for each component, we

time of the components.” On the other

can collect data about how it is operating

hand, he adds: “What if the car suddenly

through our digitisation strategy.”

needs to drive longer distances the w w w.c so ma ga z i n e. com

25

UNIPER

26

MARCH 2019

EUROPE

next year? Then you’d have to change the tyres more frequently. In power plants you have a similar system – you need to ensure that it’s well maintained.” By being able to see how changes in the market will impact its portfolio, this resourceful strategy is helping Uniper keep a close eye on its maintenance budget and capital expenditure.

This digital transformation journey has no finish line, and van Aaken and Greiner are proud of what Uniper has achieved so far.

For the business, it’s not just about technical advancements: Van Aaken points out how a vital piece of this transformation involved creating a culture shift and enabling the workforce. “In the end, one of the biggest challenges involved is around enabling the people,” he says. “In my lifetime, technology has developed more quickly than people can follow – it’s a game changer. It also means that technology changes quicker than people’s mindsets. We have to take care to ensure that people are ready to take on this journey because the people have the actual knowledge. If you lose them, then even your greatest product won’t help you.” This is perhaps best exemplified by Uniper’s hydro business, where workers now use mobile devices (which are linked to SAP Plant Maintenance) for daily maintenance operations. Working across different power stations, these w w w.c so ma ga z i n e. com

27

UNIPER

workers often used pen and paper

the development of the app,” says van

when conducting surveys. However,

Aaken. “They really bought into the

this caused problems: it was laborious,

technology because they could see it

susceptible to human error, and ineffi-

was really making their life easier. This

cient. To change this, Uniper developed

strategy also focuses on the benefits

a seemingly simple app, where emplo-

for the people.”

yees could send their notes directly

When it comes to digital disruption,

to the SAP PM tool. “It’s interesting

Uniper is keen not to slow momentum.

because we included the workers in

The world of technology is unpredict-

28

MARCH 2019

EUROPE

able but over the coming years, one

one knows what is set to come in the

thing is certain: Uniper will work hard

future, but by preparing our teams and

to ensure that it maintains its position

our organisation, we’re well equipped

as a digitally savvy energy leader. “We

to take it on.”

want to carry on with this journey,” adds Greiner. “We need to make digital part of our DNA. We need to take our digitised legacy and move towards becoming a more digital business. No

29

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

30

Driving sustainability through connectivity CSO hears from Inmarsat’s Director of Energy Innovation Gary Bray on how the global satellite communications giant is supporting energy companies with their sustainability goals WRITTEN BY

MARCH 2019

DAN BRIGHT MORE

31

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

E

njoying its 40th anniversary year, Inmarsat is the world’s leading global mobile satellite communication services

provider. “We deliver reliable satellite, voice

and high-speed data communications for governments and enterprises with a range of services that can be used on land, sea and in the air,” confirms Inmarsat’s Director of Energy Innovation Gary Bray.

With decades of experience to draw on, how can Inmarsat’s connectivity solutions help support the sustainability goals of enterprises on a global scale? Bray notes the energy sector 32

is under a great deal of pressure from governments, consumers and activists to reduce non-renewable energy consumption and minimise any negative impact on our environment.

This is putting significant pressure on organisations to comply with new regulatory guidelines, which in turn places revenues and profits under severe strain.

“Energy businesses are increasingly seeing Industrial IoT as a core element for improving both their sustainability and their environmental footprint,” says Bray. “Research from Inmarsat Enterprise, which surveyed 125 global energy businesses, revealed that 60% are aiming to use IoT to improve the efficiency of how they use resources, and over half (54%) are hoping to improve their monitoring MARCH 2019

“ We deliver reliable satellite, voice and high-speed data communications for governments and enterprises… that can be used on land, sea and in the air” — Gary Bray, Director of Energy Innovation, Inmarsat 33

of environmental changes.”

Bray believes an area where IoT can significantly improve the environmental footprint of the energy sector is pipeline monitoring. “There can be multiple reasons for pipeline leaks but corrosion of materials, construction defects and cracking have been cited as the leading causes of incidents,” he warns. “Connected Industrial IoT sensors can monitor pipelines in real-time by analysing structural integrity, pressure values and flow w w w.c so ma ga z i n e. com

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

“ Research from Inmarsat Enterprise, which surveyed 125 global energy businesses, revealed that 60% are aiming to use IoT to improve the efficiency of how they use resources” 34

— Gary Bray, Director of Energy Innovation, Inmarsat

rates, alerting management if there are any anomalies or issues so they can be resolved much faster. Quicker resolution reduces the impact on profits of leaked oil and gas, as well as the cost of environmental rehabilitation.”

Industrial IoT will be essential for any energy company to truly improve sustainability and CSR whilst also bolstering health and safety of the entire workforce maintains Bray: “Collecting accurate, real-time data from pipelines, environments and workers, which often run through areas of limited mobile coverage, can be a real challenge for energy businesses if they do not have a reliable, global connectivity solution in place. To guarantee they have constant visibility over their infrastructure, energy businesses must ensure that they have integrated satellite connectivity into their IoT communications network.”

Inmarsat’s efforts have seen it honoured as a sustainability champion in the international cooperation category of the prestigious World Summit on the Information Society (WSIS) Prizes 2018.

Under the UK Space Agency International Partnership Programme (IPP), Inmarsat is currently leading three project that use satellite connectivity to

MARCH 2019

CLICK TO WATCH : ‘INMARSAT – TAKE YOUR WORLD WITH YOU’ 35 benefit communities in developing and

little access to medical care and advice.

emerging economies. In partnership

Working in partnership with NGOs, its

with governments and regional organi-

BGAN service is enabling the use of

sations, the projects tackle challenges

training videos and information systems,

in healthcare, sustainable fishing, and

to improve healthcare management.

disaster response.

Inmarsat is also addressing the digital

In Nigeria, land-based telecoms are

divide in within the fisheries community

not only expensive to deploy, there are

of Indonesia to keep workers connect-

also difficulties with maintaining power

ed. From a compliance standpoint, gover-

to systems and security issues. Using

nments cannot track the catch and

satellite connectivity, Inmarsat is enabling

consumers don’t know if the fish they

eHealth data and telemedicine infor-

are buying are from a sustainable source

mation to be available in clinics in the

and have been caught legally. Working

north and south of the country, where

with the Indonesian Ministry of Marine

isolated and poor communities have

Affairs (KKP) Inmarsat is implementing w w w.c so ma ga z i n e. com

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

FACTS

Inmarsat own and operate 13 satellites providing seamless global coverage from a global geostationary orbit more than 22,000 miles above earth. Its two main two core satellite constellations are Inmarsat-4, providing services on the L band spectrum, and its latest constellation Inmarsat-5, which provides KA band connectivity, powering the global express platform, providing high-speed broadband services for all customers. Inmarsat-6 will be online from 2020 offering both greater flexibility and power and the company’s first to feature both L band and KA band services 36

smart satellite technology to reduce

structure, blocking access to critical

illegal and unsustainable fishing and

information.

improve the safety and livelihood of the seven-million strong fishing community.

Meanwhile in the Philippines, Inmarsat

“Working with a consortium of partners, Inmarsat helped to deliver vital communications for emergency

is enabling connectivity to support

responders on the ground and the

communities hit by natural disasters,

wider communities, by using advanced

including hurricanes, typhoons and

satellite communications technology,”

tsunamis. “It’s a core part of our

recalls Bray. “This enabled us to provide

business strategy,” pledges Bray.

the Philippine government with a step-

One of the most intense typhoons on

change in capability, restoring normal

record, Super Typhoon Yolanda, hit the

life and business infrastructure as

Philippines in November 2013, severely

quickly as possible. Inmarsat’s LX

damaging electricity and telco infra-

service allows anyone on the ground

MARCH 2019

37

to easily connect to a powerful, reliable

from exploration to extraction through

global KA band network through any

to processing and distribution,” reveals

portable or mobile device with true

Bray. “IoT-connected sensors can give

broadband speeds. Even when all local

energy businesses this visibility, provi-

networks have been disrupted or destr-

ding mission-critical data to enable

oyed, this enables instant high band-

much more accurate decision-making

width communication between respond-

in real-time.”

ers, departments and anyone in need of assistance.”

Looking to the future, automation is

Bray highlights the exploration phase, where sensors embedded in the ground can provide drilling companies with

a key Industry 4.0 trend across sectors

detailed seismic data to help them build

further enabled by Inmarsat’s IoT solu-

3D maps of deposits with much greater

tions. “Our customers are demanding

speed, accelerating the decision-mak-

visibility over their entire operations,

ing cycle and helping energy businesses w w w.c so ma ga z i n e. com

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

38

drill with improved accuracy. In turn, this use of IoT can reduce exploration costs which can be crucial to maintaining a competitive edge and keeping a business sustainable. “A communications network that can reliably and consistently transmit data from anywhere on the planet is critical to the success of IoT solutions. Energy infrastructure and installations are often in remote regions not covered by terrestrial communication networks, so eneMARCH 2019

rgy companies need to integrate global satellite connectivity,” advises Bray.

“We are working with some of the world’s largest energy companies to develop deployments of IoT technology that demonstrate the value that connected sensors and data analysis can bring,” concludes Bray. “Our managed IoT service will enable these companies to connect anything to anything, deploying sensors to monitor pipeline pressure or fluid levels in machinery, collecting data and transferring it through software-defined gateways across robust communication networks to cloud platforms for analysis. This approach to IoT gives our customers in the energy sector access to all the data they need to automate and optimise their operations, improve their sustainability and protect their profit margins.”

w w w.c so ma ga z i n e. com

39

ENERGY MANAGEMENT

40

Capgemini Exclusive: Mobilise your data for sustainability Dr James Robey, Global Head of Environmental Sustainability, leads Capgemini’s sustainability programme across 40 countries and is responsible for the delivery of a new ambition to help Capgemini’s clients save 10mn carbon tonnes through leveraging technology. In this column, he gives his perspective on the cruciality of good data for driving change and engagement.

WRITTEN BY

JA MES ROBE Y

MARCH 2019

41

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ENERGY MANAGEMENT

42

D

ata really matters.

now also enabling us to push the

I can already feel your eyes

boundaries on sustainability.

glazing over at the thought of

Before going further, an admission –

such a statement, but before you switch

with a background in maths and eco-

off please bear with me.

nomics, I have always had a fascination

Data has brought us the internet,

with numbers. More recently, in 2016,

founded on constantly expanding data,

my research with Henley Business

90% of which was generated in the last

School culminated in modelling respons-

two years, which has led to the biggest

es from sustainability leaders in 200 of

transformation of society, education,

the world’s largest companies to under-

our economy and the largest transfor-

stand the business case drivers for their

mation in communications since the

investment in sustainability. And the

printing press and the phone. Data is

organisation I work for, Capgemini, is

MARCH 2019

43

a major technology and consulting

ctive insights into the combined envir-

house, which continuously provides

onment impacts of humanity at the

analytics and data insights to help

global and country level. Ultimately,

clients across the globe transform

this extensive data set can be repre-

their businesses. So, I know that data

sented in the following graph:

matters – and it is because of this that I am such proponent of data for sustainability.

One powerful sustainability dataset is curated by the Global Footprint Network. Based in California, it collates a vast array of sustainability trends from around the world to provide instruw w w.c so ma ga z i n e. com

ENERGY MANAGEMENT

The graph illustrates in a simple yet

a robust sustainability strategy can be

effective way, that since the 1970s

constructed. My team continually mines

humanity has been living a collective

data relating to our main environmental

lifestyle beyond its means. This is

impacts (for us energy and travel), in

graphically conceptualised above as

order to increase the effectiveness of

the number of planets like Earth that

our response. But before sharing some

would be required to support human-

examples, it is useful to reflect on the

ity’s current consumption patterns.

qualities of a useful dataset.

Today that is 1.7 planets and based on

44

current business-as-usual trends it will

FIRST, YOU NEED TO HAVE ‘GOOD’ DATA.

hit two planets in the next few years.

Having spent over a decade now buil-

Good data tells a story, and the Global

ding and refining our approach to sust-

Footprint Network’s dataset tells a story

ainability measurement and reporting,

while issuing a very clear warning.

we have identified four crucial facets

At the organisational level, data can also provide valuable insights on which

of insightful data: • It needs to be complete: at Capgemini,

“ Data is now enabling us to push the boundaries on sustainability” — James Robey, Global Head of Corporate Sustainability, Capgemini

MARCH 2019

CLICK TO WATCH : ‘SPARK THE SHIFT WITH NEW-AGE TECHNOLOGY & BUSINESS FOCUS & ABOUT CAPGEMINI GROUP’ 45 we bring together over 10 million

and analyse our data, we can ensure

sustainability data-points each

that our data is consistently accou-

year to directly calculate 99% of our

nted for across our business.

operational carbon impacts and

• Data needs to be accessible: the dep-

then estimate the remaining 1%.

loyment of a global environmental

• It needs to be granular: we are able

reporting system enables our sust-

to see the detail in our data. For

ainability leaders around the world

example, our approach to tracking

to individually access, analyse and

travel emissions enables us to view

report their data.

travel in terms of carbon, distance travel at countries, business unit,

THEN, YOU NEED TO CONVERT YOUR DATA INTO USEFUL INSIGHTS

and even client project level.

Since the beginning of our sustainabil-

and cost, and also to account for

• Consistency is critical: by employing one central team to collate, validate

ity programme over a decade ago, we have been employing data driven w w w.c so ma ga z i n e. com

ENERGY MANAGEMENT

insights to shape our sustainability strategy. These insights from our robust dataset has allowed us to accurately predict potential future scenarios, enabling us to set an appropriate and ambitious direction. This included, in 2016, setting science-based targets which give us the confidence to know that our ambitions are in line with the level of action demanded by climate science.

One specific aspect of our dataset, its granularity, has proved particularly critical in engaging our stakeholders.

This granularity enables us to communicate with different stakeholders in

46

different languages most accessible to them. It’s fair to say, for most people carbon is not an easy currency to understand – many times I have been asked, so what is a tonne of carbon?

For our global real estate team, measuring energy consumption in mega-watt hours is both more logical and relevant, and consequently we set energy targets in mega-watt hours. For other groups, cost is key, and combining carbon targets with the potential hard cost savings available from energy efficiency or travel reductions provides a more powerful motivation than solely talking about carbon.

MARCH 2019

“Smart metering installed in our offices has enabled the tracking and alteration of switch-off patterns” — James Robey, Global Head of Corporate Sustainability, Capgemini

47

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ENERGY MANAGEMENT

48

THESE INSIGHTS MUST BE USED TO DRIVE TARGETED ACTION Specific data driven insights have also enabled many practical actions to be completed. For example: • Smart metering installed in our offices have enabled the tracking and alteration of switch-off patterns based on new knowledge about the patterns of building use outside standard working hours.

• The analysis of travel patterns enabled the identification of specific high-volume travel routes where MARCH 2019

investment in enhanced communication technologies have enabled improved virtual collaboration replacing frequent national and international travel.

• Analysis of travel patterns have also enabled the targeting on specific travelers to encourage the use or rail rather than air travel in certain situations as well as encouraging tele-commuting and travel outside rush hour periods.

A DATA VISUALISATION OF OUR BUSINESS TRAVEL Data analytics is also something that we are increasingly employing to address our clients’ environmental impacts.

Three recent examples include: • Deploying advanced routing algorithms combined with on-board telematics to drive down fuel consumption and carbon emissions for a large trucking fleet. The combination of reducing the distance travelling together with incentivising more efficient driving behaviours lead to a significant reduction in fuel and carbon.

• Developing a ‘Geo-rice’ data platform, which provides an in-depth study of w w w.c so ma ga z i n e. com

49

ENERGY MANAGEMENT

“ These insights from our robust dataset have allowed us to accurately predict potential future scenarios” — James Robey, Global Head of Corporate Sustainability, Capgemini

50

MARCH 2019

land surfaces and its interaction with climate to optimise rice cultivation for farmers. • Providing an innovative dashboard for a global manufacturer to enable them to understand the end-to-end carbon impact of their global IT systems. The solutions highlighted a wide variety of significant opportunities for rationalisation and efficiency savings.

MOBILISING OUR DATA FOR SUSTAINABILITY AND CHANGE In a world that has access to more and more data we need to ensure we are using it to drive change. This means making sure we are gathering good and relevant data – and using it to apply the insights which will led to action. In this way we will drive the change needed to address global challenges.

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TECHNOLOGY

52

EcoEnergy Insights: How to keep your business environmentally energised We spoke with Mansoor Ahmad, Vice President and Global Business Head of EcoEnergy Insights, and learned how this award-winning consultancy is helping its clients with sustainable energy strategies to reduce their carbon footprint and energy wastage while recovering energy losses WRITTEN BY

MARCH 2019

DAN BRIGHT MORE

53

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TECHNOLOGY

A

s the advancement of technology becomes a way of life, the hardest challenge faced by organisations

is keeping a track of their energy usage and wastage. Energy sustainability, therefore, is no longer a want, but an inevitable need.”

This is the mantra by which EcoEnergy Insights targets positive change for its clients. Formerly part of IT services group WiPro, the company was recently acquired by UTC Climate, Controls & Security (in March 2017). With a history of innovation around connecting non-IT devices, EcoEnergy focuses on collecting, 54

analysing and managing data in ways that can reap benefits for its clients across myriad sectors including healthcare, automotive and building infrastructure.

Syed Mansoor Ahmad, Vice President and Global Business Head of EcoEnergy Insights, believes the company is well placed to help manage the buildings of the future but that getting there will be a journey towards developing greater interconnectivity. “If a company has one large campus, they can utilise own resources and home manage things. But if you are a distributed customer with a large enterprise footprint of hundreds of thousands… then it’s a challenge that can only be solved by interconnecting these facilities, getting the data to a central environment and running MARCH 2019

data analytics to deliver actionable insights.

These can be converted into procedures through a bureau service or a remote operation centre to deliver the requisite outcome.”

EcoEnergy’s core services have evolved from its initial offering focused on energy efficiency in the US retail sector to address the growing use cases of multiple industries from hotel and restaurant chains to water utilities companies with Operations Management, Price Optimisation, Quantity Reduction & Regulatory Compliance solutions.

EcoEnergy first developed its Energy Management Platform back in 2011 to meet the demand for more efficient lighting, refrigeration and air conditioning systems with better control systems to manage them. Ahmad recalls the company’s desire to innovate was key to its progress in navigating the non-standardised devices and assets of its clients: “There wasn’t really a space for a product agnostic neutral software only approach to this problem. We connect a diverse set of technologies to get data on the platform, using cloud technology and machine learning, to drive a continuous learning curve that can be scaled to a level where we have millions of assets generating data on a continuous basis simultaneously being analysed for optimisation.” w w w.c so ma ga z i n e. com

55

TECHNOLOGY

56

Cortix is the latest version of the

efficiency and performance, improving

company’s IoT Platform and aims to

occupant experiences allied to enhan-

answer a question from the future:

cing safety and security; Cortix offers

What if buildings had a brain? The

intelligence for enterprises, OEMs and

ability to reason, intuit and contextual-

facility management providers.

ize information - then use that informa-

What advice do EcoEnergy have for

tion to develop plans and take appro-

companies beginning to focus on align-

priate action? Ahmad explains Cortix

ing their sustainability efforts with their

combines AI and IoT connectivity with

commercial goals? “The driver for us

the knowledge of domain experts to

on the energy efficiency side is two-

make this possible in all types of buil-

fold,” maintains Ahmad. “Customers

dings, facilities and energy-consuming

relate sustainability to expenses, that

infrastructure. With a focus on reducing

it’s going to cost money to achieve

operational costs while increasing

sustainability. Our philosophy actually

MARCH 2019

customer is a home improvement retailer in US,” he adds. “They have around 2,000 sites in the US and over 200 in Canada. We’ve helped them achieve over $100m in savings which translates to over a billion-kilowatt hours of savings on the energy side.

Customers like these are running a double-digit reduction in savings while optimising their operations.”

These achievements were recognised in 2017 by Frost & Sullivan’s Best Practice Awards where EcoEnergy was garlanded with the analyst’s Global Building Energy Management Systems, Customer Value Leadership Award.

Roberta Gamble, Vice President, Frost is that sustainability is economically

& Sullivan, noted: “EcoEnergy Insights

good for business too. Because when

leverages the potential of transforma-

we are talking about energy reduction,

tional technologies for its value-driven

it obviously has a financial reward by

services, delivered through knowledge-

reducing energy bills, so it’s savings

based operations. It has strengthened

driven by sustainability and the achieve-

its position as an innovative and custom-

ment of carbon goals while eliminating

er-centric company driving the evolu-

wastage and improving the bottom line.”

tion of the BEMS industry. Its energy

To date the company has delivered

management solution is designed to

over 2.6 billion kilowatt hours of energy

determine the root cause of problems

savings for its customers… “That’s huge,”

and provide tangible solutions. The

says Ahmad noting that figure is the

company is on the path to integrate

equivalent of 325,000 US homes’ energy

legacy systems through IoT, adding

consumption for a year. “Our largest

more value to businesses through fully w w w.c so ma ga z i n e. com

57

TECHNOLOGY

“ As the advancement of technology becomes a way of life, the hardest challenge faced by organisations is keeping a track of their energy usage and wastage” 58

— Mansoor Ahmad, Vice President and Global Business Head of EcoEnergy Insights

networked cloud environments as

“Our focus is on energy and helping

BEMS move towards offering a more

customers make the right choices with

holistic solution.”

their replacement activity. The next

To achieve that holistic goal, what

jump will occur with the move towards

trends is Ahmad seeing around sustain-

smart buildings, driven through AI and

ability and how is EcoEnergy respond-

machine learning to offer continuous

ing to them to meet the needs of its

improvement allied to a reduction in

customers? “Europe is a lot more foc-

carbon. This will provide a better insight

used around sustainability compared

in terms of where companies should

to other regions in the world,” he notes.

focus spend so it gets prioritized

MARCH 2019

59

towards replacement of assets, which

cial buildings and businesses which

will give a higher ROI. The world is

will further enhance the need for plat-

going to become more data driven with

forms like Cortix. “We will expect similar

buildings enabled for more autono-

levels of flexibility to control our user

mous activity.”

experience within a building,” he says.

Pondering his predictions for the future

“Hence the demand for higher levels of

Ahmad points out that “smartness” is

sophistication in the systems provided

creeping into all areas of our lives and

by building operators and facility mana-

that this consumer behaviour will soon

gers will increase.” Ahmad believes

be reflected more greatly in commer-

sustainability will drive that “smartness” w w w.c so ma ga z i n e. com

TECHNOLOGY

60

“ EcoEnergy Insights leverages the potential of transformational technologies for its value-driven services, delivered through knowledgebased operations” — Mansoor Ahmad, Vice President and Global Business Head of EcoEnergy Insights

MARCH 2019

amid the increased need for agility… “When your system is down, how quickly are you able to bring it back up?” he asks. “If you are able to predict this, you can take a proactive path to avoid the failure which will have a negative impact on user experience.”

EcoEnergy is expanding across geographies with projects running from Australia to the Czech Republic. Ahmad is excited the EcoEnergy’s growing footprint will drive a significant expansion of its customer presence in 25 countries by the end of 2019. Looking to the future, he believes the next three to five years will be pivotal. “We will see more intelligence embedded into the assets that will be coming in to the market as we move into a more predictive, proactive and agile world supporting improved user experience in highly sustainable environments. It makes us feel very proud that we are helping the environment be more sustainable, and doing it while transforming the industry itself.”

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TECHNOLOGY

62

DESIGNING THE FUTURE IN A MOONSHOT FACTORY Candace Saffery Neufeld of Alpha Energy lays out the renewable energy moonshot’s plans to bring affordable, green electricity to 2.7bn people around the world WRITTEN BY

HARRY MENE AR

MARCH 2019

63

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TECHNOLOGY

E

stablished in 2016, Alpha Energy is one of French telecommunications giant Telefónica’s ‘moonshot’ endeavors. By combining

experienced personnel with breakthrough technologies and embracing new perspectives, Alpha

Energy is working to bring renewable energy solutions to the 2.7bn people around the world without access to electricity. “It’s a huge challenge that I think is going to take a multi-year approach,” says CEO Candace Saffery Neufeld. “I’m here because I believe it can happen.”

Neufeld took over as CEO of Alpha Energy in April 2018. With 15 years’ experience in the clean energy space, she has worked for and run startups in both 64

solar energy and utility wind energy, with a focus on innovations that allow them to integrate and grow in scale commercially. “I’ve worked with companies and organisations that from a high level try to achieve balance between the human right to a clean environment and the human need to grow and thrive,” she says. “This can actually be achieved, but there needs to be some real innovation around how we scale those energy solutions.”

This is where Alpha Energy intends to enact dramatic and powerful change. Neufeld explains that, whereas a startup is focused on developing an idea that can become marketable quickly to generate ROI, a “moonshot is a long-term commitment.” She continues: “I’m in it for the long haul.

I’m so thrilled about the approach we’re taking with Alpha Energy - and the whole moonshot factory MARCH 2019

“ A moonshot is a long-term commitment.

I’m in it for the long haul” — Candace Saffery Neufeld, CEO Alpha Energy

65

- which is built to be a long-term project with a long-term vision, supported by capital from Telefónica to innovate and solve the big problems.”

“We’ve reached a tipping point,” says Neufeld, “where renewable energy generation and storage is cheaper than it’s ever been. It’s basically at parity with fossil fuels.” As countries around the world continue to expand their renewable energy initiatives, the cost of green power solutions will continue to fall. In 2018, a report by the International Renewable Energy Agency (IRENA) found that the cost of onshore wind power fell by 23% between w w w.c so ma ga z i n e. com

TECHNOLOGY

“ We’ve reached a tipping point where renewable energy generation and storage is cheaper than it’s ever been.

It’s basically at parity with fossil fuels” — Candace Saffery Neufeld, CEO Alpha Energy

2010 and 2018, while photovoltaic power fell by 73% in the same period. “We’ve seen extraordinarily positive trends in the energy space with renewable generation efficiency increasing alongside radical price drops,” says Neufeld. “But where the real technical challenge remains is how we distribute these new types of technologies.”

Alpha Energy’s focus, rather than on the generation of renewable energy, is on reinventing the distribution methods by which high-density communities without electricity access receive power.

The traditional, centralised grid “is over

66

100 years old now. It wasn’t built to have two-way communication or Edge Generation pushing into the grid and managing it” says Neufeld. “We have moved into the distribution area where we believe there’s lots of room for innovation. We want to clean up the grid, which means bringing more and more intermittent power into play, on a decentralised level.”

The disparity between innovation in distribution and innovation in generation and storage is only growing larger, she explains. “These recent scaling trends that are happening in wind, solar and storage have definitely brought the MARCH 2019

67

problem to a point. The grid itself needs

mentally been flawed, because it just

to change as a model.” Traditional

isn’t economical.” Alpha Energy’s

centralised grids, when incorporating

approach is to bring modern energy

new users and households, extend

solutions that work in a decentralised

their coverage from already-serviced

way to areas with medium-to-high pop-

areas. This method is, however, expen-

ulation density and variation in electricity

sive and requires heavy use in order

loads. “What we’re looking at doing is

to be cost effective. This means that

building modular systems that can be

countries’ poorest areas are frequently

self-organised, that can be installed very

barred from entry into a grid system.

safely at low loads with basic training.

Neufeld notes that “with grid extension,

They can be deployed and installed and

in many areas that go into household

also have the capacity to scale up, all

communities or remote areas that have

while being autonomously balanced by

lower loads, that approach has funda-

artificial intelligence agents.” w w w.c so ma ga z i n e. com

TECHNOLOGY

“ The aim is to create efficient and dynamic local energy markets that empower households and encourage solar entrepreneurism” — Dr Sebastian Groh, Managing Director ME SOLshare

68

Neufeld stresses that Alpha won’t

a diverse regulatory environment,

be restricting its efforts to urban or

turning innovation into solutions at

rural areas. “We’re looking at a very

a country-level scale and “also deve-

broad spectrum. When we look at

loping a universal approach that also

energy assets it ranges from extraor-

needs to be very customisable. That’s

dinarily remote to very central areas

probably our biggest challenge,” she

where the grid is just very unreliable.”

says. “We want to take on something

Neufeld admits that bringing renew-

that’s high-level, in the sense that we

able energy solutions to both urban

know clean energy has challenges

and rural areas across multiple cou-

with intermittency, storage and distr-

ntries presents a mixture of regulatory,

ibution. That’s global; that’s a physics

logistical and cultural difficulties. The

challenge. How do we take that sol-

three main difficulties Alpha faces are,

ution and contextualise it into

she lists: supplying new technology in

different economic statuses and

MARCH 2019

69

regions, different geographic regions,

of value is really going to be in building

political and cultural regions?

new technical advances in distributed

That’s going to require deep partner-

AI,” says Neufeld. “Our focus right now

ship and deep regulatory and policy

is on finding the right data sets that

work.” Collaboration at the local level

bring the right value to distribute our

to facilitate the deployment of Alpha’s

AI. But to install that we need people

technology, as well as the exchange

who are building both residential and

of ideas and localised solutions, is at

commercial solar solutions, and distri-

the core of the company’s strategy to

bution system operators that want to

overcome regional challenges. “One

completely change how they manage

of our mantras is that we want to

the grid.”

collaborate. We want to bring multiple

With fledgling operations around

players into the solutions space.

the world, Alpha is seeking out new

Where we feel where we can add a lot

partners to help support its project. w w w.c so ma ga z i n e. com

TECHNOLOGY

“We want to establish partners on the ground that create solutions with us, because if we don’t do that, we’re going to build a level of bias into the solution based on what we know and what we think has worked for us in the past,” Neufeld admits. In Bangladesh, the company has entered into a relationship with ME SOLshare, a decentralised grid technology firm specialising in IoT powered microgrid technology. The SOLbox meter allows for peer-to-peer electricity trading between off-grid house70

holds connected to solar panels across Bangladesh. ME SOLshare Managing Director, Dr Sebastian Groh said: “We want to take our SOLboxes to communities all over the world. The aim is to create efficient and dynamic local energy markets that empower households and encourage solar entrepreneurism.” Alpha Energy will use the data from ME SOLshare’s meters to gain insights into user behaviour and help to develop future technologies to further serve the needs of people in areas with intermittent or non-existent grid coverage.

MARCH 2019

“How do we usher in the next 20, 40 years of technology that actually changes how energy is distributed and managed across the globe?” Neufeld is poised at the crest of a breaking wave of renewable energy generation and working to revolutionise and democratise the way electricity is distributed around the world. “I think that we’re ripe for a huge paradigm shift and I’m very excited to be in the middle of it.”

Even though Alpha Energy’s goal is monumental, Neufeld comes across as determined and optimistic - focused on both the simulation testing Alpha is working on in 2019 and also the end goal. With 2.7bn people around the world without power, and the means to deliver that power more within reach every day, Neufeld says animatedly that “I think that we’re in a very unique time right now. This is probably the most exciting time in energy since Tesla and Edison.”

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71

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T O P 10

74

MARCH 2019

TOP 10

Renewable energy companies

75

With the renewable energy market expected to be worth $2bn by 2025 according to Garner, CSO Magazine reveals the top 10 companies in the industry by capacity, according to Energy Acuity.

WRITTEN BY

SOPHIE CHAPMAN

w w w.c so ma ga z i n e. com

T O P 10

10

76

Avangrid Renewables USA The Portland-based firm’s capacity has hit 32,106.30MW since it was founded in 1995. With 494 projects, the company is the 10th largest renewable energy business in the world. “With every new project, Avangrid Renewables renews its industry-leading commitment to building the global clean energy economy. It isn’t just about delivering clean energy to the public and private utilities we serve; it’s about delivering to the world a better energy future using the abundant renewable resources we have here at home,” the company claims.

www.avangridrenewables.com

MARCH 2019

09

77

Suzlon INDIA Headquartered in Pune, India, Suzon is a wind turbine supplier. According to Energy Acuity, the company operates 1053 projects that have a combined capacity of 32,155.99MW. In November last year, the firm revealed it had “installed and commissioned the first prototype of S120 – 140m - India’s tallest Wind Turbine Generator (WTG) with a Hybrid Concrete Tubular (HCT) Tower.”

www.suzlon.com

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T O P 10

08

78

EDF Énergies Nouvelles FRANCE France’s EDF Énergies Nouvelles was founded in 1990 in the nation’s capital city. The business owns 470 projects with 33,159.44MW in capacity. The company focuses its operations in onshore and offshore wind capacity, marine energy and solar (power plant and distributed rooftop) energy, which is spread across 22 different countries. The firm is currently working to help its parent company EDF in reaching its renewable energy goals.

www.edf-renouvelables.com

MARCH 2019

07

79

American Electric Power USA The Ohio-based utility divides its 34,013.65MW between 280 projects. “Together with our customers, we’re redefining the future of energy. Investing in a modern and efficient grid. Staying ahead of the curve as technology advances. Reducing carbon emissions and giving customers the cleaner power they want. Smarter, cleaner and more vibrant – we’re creating the energy company of the future,” the firm claims. AEP recorded US$16.8bn in revenue in 2018, up from the 15.4bn year-end figure of 2017.

www.aep.com

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T O P 10

06

80

Berkshire Hathaway Energy USA The energy firm is 90% owned by the conglomerate Berkshire Hathaway. The company generates, transmits, stores, distributes, and supplies energy – managing 442 projects. Berkshire Hathaway Energy’s capacity has reached 38,560.42MW. The business claims sustainability is ‘inherent’ to its core values and operations, and implemented the Environment RESPECT policy to ensure it was doing the best to help the environment.

www.berkshirehathawayenergyco.com

MARCH 2019

05

81

Siemens Gamesa SPAIN What has now been taken over by Siemens and been rebranded as Siemens Gamesa, Gamesa Corporacion Tecnologica SA reportedly operates 914 projects and manages 58,563.14MW of capacity. The Spanish manufacturer offers a variety of onshore and offshore wind turbines, as well as diagnostics and logistics. The firm also has operations in hydropower, electric thermal, and energy storage industries.

www.siemensgamesa.com

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T O P 10

04

82

NextEra Energy, Inc. USA NextEra Energy is a Fortune 200 business. The company prides itself on “creating jobs, generating economic benefits and investing in infrastructure across America.� The Florida-based firm has 654 projects and 66,386.41MW in capacity. NextEra Energy has set four goals: to responsibly design, construct, and operate facilities; to prevent pollution and minimise waste; to avoid and minimise impacts on wildlife; and to engage with local stakeholders and environmental agencies.

www.nexteraenergy.com

MARCH 2019

03

83

Siemens GERMANY Germany’s Siemens has 828 renewable energy projects, and a total of 75,425.47MW in capacity. “Energy systems are changing – fundamentally and fast. The importance of individual energy sources and options for power generation are changing, as are the ways in which electricity is transmitted and distributed,” the company states.

“The integration of renewables is getting more and more important.

Modern energy systems benefit from renewable sources and integrated storage solutions to achieve an even more ecofriendly energy production.” Siemen’s products and solutions cover biomass, hydro, solar, wind, and hydrogen.

www.new.siemens.com w w w.c so ma ga z i n e. com

T O P 10

02 GE Energy WORLDWIDE The General Electric subsidiary operates across the wind and hydro power sectors, with a combined capacity of 102,952.19MW between 1,169 projects. “Our team has the courage, scale, passion, diversity and resourcefulness needed to 84

deliver that promise…wherever and however the world needs it. Together with our customers, we’re proving that no one is ever limited to only affordable, reliable, or sustainable energy,” the company claims.

www.ge.com/power

MARCH 2019

85

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T O P 10

01 Vestas DENMARK The Aarhus, Denmark-based manufacturer’s capacity has reached 104,292.84MW, spread across 2,547 projects. “Vestas is the energy industry’s global partner on sustainable energy solutions. We design, manufacture, install, and service wind turbines 86

across the globe, and with 100GW of wind turbines in 79 countries, we have installed more wind power than anyone else,” the firm states. In November 2017, Vestas’ joint venture with Mitsubishi Heavy Industries (MHI Vestas) created the world’s most powerful wind turbine. The turbine has a 9.5MW capacity and is based off the previous V164 model.

www.vestas.com

MARCH 2019

87

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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–09TH JUNE

88

23RD–25TH APRIL

ASEAN Sustainable Energy Week (ASE) [ BITEC, BANGKOK, THAILAND ]

SEPA Utility Conference

This massive show expects 27,000

[ RANCHO MIRAGE, CA, USA ]

visitors, over 1,500 brands and over

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

80 seminars tackling renewable energy

event where ‘utilities go to share with

sources and the latest technology in

other utilities on how they get things

this area. Wind and solar power are

done in a confidential, intimate environ-

among the many systems and programs

ment’. From issues like how to speed

featured and discussed along with

up your solar interconnection queues

thermal and waste-to-energy, hydro-

or how to best determine the locational

powered programs, bio-mass and other

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

green technology. Renewable energy

ity expert at this conference who has

and energy efficiency clinics staffed by

the answer.

experts are also conducted at the show.

www.sepapower.org

www.renewableenergy-asia.com

MARCH 2019

20TH–22ND JUNE

Intersolar Europe 2019 [ MESSE MÜNCHEN, MUNICH, GERMANY ]

10–12TH JULY

Intersolar Europe is the world’s leading

Ees North America 2019

exhibition for the solar industry and its

[ CA, UNITED STATES ]

partners and takes place annually at

Celebrating its tenth anniversary, Ees

the Messe München exhibition center

will welcome hundreds of 530 exhibi-

in Munich, Germany. The event’s exhi­

tors and 15,000+ trade visitors. The

bition and conference both focus on

conference features 40 sessions and

the areas of photovoltaics, solar ther-

25 workshops with more than 200

mal technologies, solar plants, as well

speakers. With over 20 years of expe-

as grid infrastructure and solutions for

rience, Intersolar brings together

the integration of renewable energy.

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MARCH 2019

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AB InBev: Investing in a sustainable future WRIT TEN BY

CATHERINE S TURM AN PRODUCED BY

CHARLOT TE CL ARK E

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ANHEUSER-BUSCH INBEV

With an ambition to remain the number one brewer 100+ years from now, AB InBev’s sustainability goals have led to a global transformation of its operations

R

enowned as the largest beer producer worldwide, AB InBev’s global reach and passion for innovation

has seen the business implement new sustainable solutions. Launching its most ambitious sustainability goals yet in March 2018, encom94

passing smart agriculture, water stewardship, circular packaging and climate action, the business continues to look at ways to secure its position as a leading brewer 100+ years from now.

AB InBev knows it can’t solve all of its sustainability challenges on its own and is working alongside technology startups, governments, NGOs, local businesses and universities, notably through its recently launched 100+ Accelerator Programme. Partnering with people who are passionate about solving environmental challenges and building sustainable solutions, areas of focus include improving the livelihood of farmers and the strengthening of the supply chain to take its efforts to new heights. “The launch of the 100+ MARCH 2019

ASIA

95

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ANHEUSER-BUSCH INBEV

“ Our approach is rooted in the communities where we live and work, and we are well positioned to support entrepreneurs who are tackling local challenges”

96

— Diane Wauters, Sustainability & Agricultural Development Director, APAC

MARCH 2019

Accelerator builds on our sustainability goals and acts as a way to fast-track our progress. It is a way for us to partner with companies that can deliver breakthrough advancements in water stewardship, farmer productivity, responsible sourcing, green logistics and more,” explains Diane Wauters, Sustainability & Agricultural Development Director, APAC.

SMART AGRICULTURE Implementing its Smart Agriculture 2025 goals, AB InBev is focusing on upskilling, connecting and financially empowering its direct farmers in over 15

ASIA

CLICK TO WATCH : ‘100+ 2025 SUSTAINABILITY GOALS’ 97 countries. In India for example, through

programmes, which educate farmers to

the use of data, technology and key

adopt best practices. “With this pro-

insights from the field, the SmartBarley

gramme we aim to drive change and

team is supporting around 4,000

build a sustainable future for us and for

farmers in boosting farmer productivity

our farmers with a truly 360 approach

and environmental performance. By

impacting not only the farmer margin

actively engaging local farmers, R&D

but also water usage reduction through

specialists have sought to improve

better irrigation practices, health &

crop quality and introduce new barley

safety, nutrition and women empower-

varieties, while agronomists have worked

ment,” adds Wauters.

with farmers in the implementation of

“Our approach is rooted in the comm-

crop management practices to enable

unities where we live and work, and we

them to achieve optimum crop yields.

are well positioned to support entre-

All of this work is fully underpinned

preneurs who are tackling local challeng-

by AB InBev’s SmartFarmer training

es. Partnering with KisanHub – a crop w w w.c so ma ga z i n e. com

ANHEUSER-BUSCH INBEV

98

intelligence platform – in the context of

its watershed around high risk sites,

the 100+ Accelerator in India will help

improving water usage and driving

us reach our goal of having 100% of

initiatives to impact the surrounding

our farmers digitally connected faster

watersheds. With more than 884mn

and with better results – which is our

people in the developing world lack-

constant drive,” explains Wauters.

ing access to clean water, water stewardship and building strong rela-

WATER STEWARDSHIP

tionships with like-minded partners

As part of its water stewardship goals,

and suppliers has become a vital area

AB InBev has prioritised the impact of

of focus.

MARCH 2019

ASIA

“We have sought to reduce our water usage, checking all water sources to ensure complete security. Working alongside local authorities and partnering with organisations, such as the World Wide Fund for Nature (WWF) and The Nature Conservancy (TNC) will also enable us to truly impact our watersheds,” says Wauters.

“In India for example, we are part of a few water roundtables, such as the CEO Water Alliance (CEWA),” she says. “It’s very exciting to create water alliances with other companies sharing similar concerns on our

99

water crisis so that we can act and have more impact together. How do we tackle a water crisis? We can only impact our watershed if we work with strong partners in the field, all sharing the same goal to measurably E XE CU T I VE PRO FI LE

Diane Wauters After working in finance for six years in China on various water treatment plants and completing her MBA at Columbia Business School, Diane joined AB InBev’s global procurement team. She is now leading sustainability & agricultural development for the Asia Pacific region

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E X ECU T I VE P RO FI LE

Terry Yao After working in procurement for nine years in national companies, Terry Yao joined AB InBev APAC procurement team. He is now leading sustainability, innovation & SVC in ABI China.

MARCH 2019

ASIA

improve water quality and quantity,”

“It is a privilege to leverage our resourc-

she adds.

es, capabilities and the scale of our

Leading Australian brewer Cascade

operations to help our communities by

of Carlton & United Breweries (CUB),

pausing beer production to produce

part of the AB InBev family, has sought

clean, safe drinking water for those

to support those affected by natural

affected by natural disasters” says VP

disasters in Queensland, Australia by

Procurement & Sustainability (APAC)

providing free canned drinking water

Jan Clysner.

to those in need. In partnership with the Palaszczuk Government and not-for-

CIRCULAR PACKAGING

profit organisation GIVIT, the relief

Removing 100,000 tonnes of packag-

programme was launched at CUB’s

ing material globally in 2016, AB InBev’s

Yatala Brewery, the largest brewery in

commitment to follow its goal language

Australia. Following its success, the

on returnable and recycled content has

company has now committed to the

seen the business develop robust relation- 101

programme for the foreseeable future,

ships with suppliers, local governments

whereby the business will store up to

and partners. Ramping up the percent-

100,000 cans close to Yatala Brewery

age of recycled materials across its oper-

in case of natural disasters, such as

ations, Wauters points out how China’s

wildfires or cyclones, guaranteeing the

‘recycling ban’, forming part of the cou-

health and safety of local communities.

ntry’s Blue Sky/National Sword

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ANHEUSER-BUSCH INBEV

programme, led to a waste crisis in

six-packs at the Cascade brewery

Australia. However, this ban actually

– which part of our journey to remove

helped accelerate conversations around

all plastic among its breweries in the

how to best dispose of paper, plastics

future,” says Clysner. Previously,

and glass, as the country exported

more than one million plastic six-pack

over 3% of its recycling to China,

ring packages were leaving CUB each

amounting to 1.25mn tonnes in 2017.

year, leading the business to look at

“To counteract this growing conc-

ways to reduce the volume of unre-

ern around plastic, CUB has started

cyclable materials across its brew-

to remove the plastic rings on its

ing activities.

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MARCH 2019

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“A lot of what we do in sustainability

ers, leveraging common goals and

is linked to our relationship with our

sharing best practices around the

suppliers. If we want to increase our

world,� says Wauters.

glass recycled content, our percentage of renewable electricity or reduce

CLIMATE ACTION

our carbon emissions across our

With the aim to utilise 100% renewable

supply chain, we partner with our

electricity sources, AB InBev has fully

suppliers. We cannot achieve our

transformed its operations from the

sustainability goals on our own. We

inside out. Implementing new value

drive change together with our suppli-

strategy agreements and investing in

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MARCH 2019

ASIA

“We cannot achieve our sustainability goals on our own. We drive change together with our suppliers, leveraging common goals and sharing best practices around the world” — Diane Wauters, Sustainability & Agricultural Development Director, APAC new technology to reach a 25% reduc-

ate renewable electricity. The installa-

tion in carbon emissions across its

tion is 15MW, and the annual output is

value chain, the business has em-

15,000Mwh renewable electricity,”

braced new partnerships to take the

explains Terry Yao, Associate Procure-

business on its next phase of growth.

ment Director of Sustainability.

Located at one of the biggest brew-

Taking advantage of solar energy

eries in APAC, Putian Brewery is home

produced in Australia, CUB has also

to the largest on-site solar projects

signed a 12-year Power Purchase

across the brewing industry in the en-

Agreement with global renewable

tirety of Asia Pacific. Onsite, the rene-

energy provider, BayWa. The duo will

wable electricity generated could

provide 74,000 MWh renewable energy

achieve approximately 20% of total

to more than 7,000 homes, where

brewery usage. “In China, for example,

energy will be sourced from its solar

we are working on solar projects and

farm in Mildura, Victoria. Additionally,

have asked our suppliers to build solar

the venture will create over 300 constru-

panels on our buildings. We have

ction jobs and long-term opportunities

covered 150,000 square meters of

in the maintenance of the solar farm.

the rooftop in solar panels to gener-

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ANHEUSER-BUSCH INBEV

C O M PA N Y FACT S

• AB InBev has upskilled, connected and financially empowered 50,000 direct farmers in over 15 countries • AB InBev has partnered with agricultural software-as-a-service provider, KisanHub to undertake a pilot which has connected 1000 out of 3600 farmers in India

106

• With more than 884mn people in the developing world lacking access to clean water, water stewardship and building strong relationships with partners and suppliers has become vital • Implementing new value strategy agreements, AB InBev has invested in new technology to reach a 25% reduction in emissions as part of its climate action goals • One of the biggest breweries in APAC, AB InBev’s Putian Brewery is home to the largest on-site solar projects across the brewing industry in the entirety of Asia Pacific.

• Solar panels will be placed on the roofs of each CUB brewery in Australia, which will reduce its impact on the environment

MARCH 2019

ASIA

India by having the first brewery in Asia

is increasingly invested in meeting its

Pacific to run 100% on renewable elec-

sustainability goals. As premium brands

tricity for Budweiser production since

grow in popularity and demand, the com-

last March. “It’s very exciting to be the

pany will continue to drive innovation

first movers in our industry, leading by

and healthy competition across the bre-

example to ensure not only we reach

wing industry. Yao underlines this:

our Climate Action goal by 2025 but

“I believe in sustainability, doing the right

also inspire other companies to follow

thing and taking the business in a new

the same path,” explains Clysner.

direction. Our work will impact the city,

To take its climate action goals even

local communities and the country. I beli-

further, solar panels will be placed on

eve premium brands will be on the rise

the roofs of each CUB brewery in

in the near future. People will become

Australia, which will reduce its impact

more willing to tune into brands who are

on the environment. All sites will remain

taking more care of the environment.”

connected to the grid, with potential

Wauters is also keen to highlight AB

access fed back into the system,

InBev’s aim to leave a long-lasting and

ensuring maximum efficiency.

meaningful legacy. “With the size of our

As people’s attitudes towards sustainability continue to shift, AB InBev

company, it’s amazing the impact we can have in the world,” she says pass-

E X E CU T I VE P RO FI LE

Jan Clysner Before leading Procurement and Sustainability at AB InBev APAC, I had the opportunity to do several Procurement roles in the company. These roles not only gave me the opportunity to build knowledge and experiences in several categories across the world, but also provided me the perfect platform of continuously learning

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ANHEUSER-BUSCH INBEV

108

“ I believe in sustainability, doing the right thing and taking the business in a new direction. Our work will impact the city, local communities and the country” — Terry Yao, Associate Procurement Director of Sustainability

MARCH 2019

ASIA

ionately. “Sustainability is not just a trend, it’s our business and here to stay. It’s by leveraging our people and through our incredible strength at achieving results that we get to shape the future of the communities in which we live and work.”

Clysner concludes by sharing his passion for sustainability. “In a region like Asia Pacific, each country has its own challenges, its own opportunities and we have the passionate people and scale to capture those. But we also recognize we cannot do this on our own, hence our 100+ Accelerator where we reach out to others to help us on our journey. At ABInBev we’ve been dedicated to sustainability for years, but now we are going further – with goals that will have measurable, positive impact on our communities.”

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

NIKI WA LDEGR AVE PRODUCED BY

GLEN WHITE

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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.

112

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 MARCH 2019

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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.

114

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

MARCH 2019

and opened up 22.5 hectares of space

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CLICK TO WATCH : ‘CAULFIELD TO DANDENONG: CONSTRUCTION AT MURRUMBEENA’ 115 – 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

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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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LEVEL CROSSINGS AUTHORITY

2015

Year founded

360+

Approximate number of employess

118

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 MARCH 2019

reducing features of the design, including

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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.

119

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 121 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-

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MARCH 2019

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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

30,000 124

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.”

MARCH 2019

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

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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.”

125 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 so ma ga z i n e. 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”

126

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

MARCH 2019

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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.

127

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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LOGO HERE

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The rise of the adaptive data center WRIT TEN BY

SE AN GA LE A-PACE PRODUCED BY

TOM VENTURO

MARCH 2019

USA

129

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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 130

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 MARCH 2019

USA

131

Aligned Salt Lake City w w w.c so ma ga z i n e. com

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

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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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FOUNDED ON INTEGRITY POWERED BY EXPERIENCE

• Power Cool Engineers, PC (PCE) is a Mechanical and Electrical consulting engineering firm located in Bristol Tennessee.

• Originally founded in 1994 as MECA Engineering and after a merger and an acquisition, became PCE in 2012.

• We are known for our broad experience in the mechanical and electrical engineering fields, our responsiveness and our ability to provide engineering services on large scale projects in a timely manner.

• We have extensive experience in Mission Critical / Business Critical facilities including Colocation Data Centers, Legacy Data Centers, Telecommunication Hubs, Network Operation centers and Disaster Recovery and Emergency Operation Centers in a 24/7/365 environment.

• We pride ourselves with the relationships we obtain quickly and keep with our clients and facilities’ staff.

321 Maple Ln. Suite 101 Blountville, TN 37617 POWERCOOLENG.COM (423) 279-7840

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Aligned Ashburn Site Render Entrance

135

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

planned data center campus offers w w w.c so ma ga z i n e. com

CRITICAL POWER WHEN POWER IS CRITICAL, ALIGNED ENERGY TURNED TO THE MOST TRUSTED NAME IN POWER GENERATION HOLT CAT® is ready for all your most critical power generation demands . . . permanent or temporary, large or small, urban or rural, simple to complex. When Aligned Energy needed critical power from a dependable partner, they turned to HOLT CAT. From diesel and gas generator sets to uninterruptible power supplies, automatic transfer switches and electrical switchgear, HOLT CAT can deliver the critical power you need.

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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 so ma ga z i n e. com

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USA

CLICK TO WATCH : ‘ALIGNED ENERGY ­— DELTA CUBE’ 139 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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ALIGNED ENERGY

Building the future with Aligned Energy

Custom Switchgear and Control Solutions Over 65 years of Experience | Full Customization and Flexibility

IEM is the largest independent full-line manufacturer of electrical distribution and control systems in North America. We specialize in the design and build of custom switchgear solutions.

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MARCH 2019

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USA

141

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 so ma ga z i n e. 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.

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OPTIMAL The Name Says It All POWER SOLUTIONS

OPS has over 25 years of experience in the critical power industry and has developed relationships with several manufacturers to be able to create the Optimal Power Solution for your critical environment.

Optimal Power Solutions is involved in all aspects of the critical power infrastructure from sales, to service, to the more in-depth design assist with the engineering community and the end users.

OPS specialises in static UPS systems (Toshiba), Parallelling/Medium Voltage/Low Voltage Switchgear (Thompson Power Systems), Battery Solutions (DEKA), STS/PDU and RRP (ABB/Cyberex) and Battery Monitoring Systems (Alber)

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MARCH 2019

USA

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 so ma ga z i n e. com

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