CSO - November 2019

AI and machine learning as forces for good NOVEMBER 2019 www.csomagazine.com

Operational excellence in renewable energy

LEADING THE WAY IN THE LNG MARKET Mark Lowman, VP, Projects and Operations, Asia, discusses the LNG heavyweight’s key differentiators

Hydroelectric dams in the world

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FOREWORD

W

elcome to the November issue of CSO magazine.

As oil reserves run low and less environmentally impactful energy solutions take root, huge LNG projects around the world are underway to capitalise on demand for the abundant fuel source. According to its VP for Projects and Operations in Asia, Mark Lowman, McDermott is ideally positioned to outstrip the competition as an LNG enabler. “McDermott is one of the most experienced engineering and construction firms in the industry,” he says, adding that its expertise is married with end-to-end project delivery. “The key differentiator for McDermott is that we can perform an entire LNG project from start to finish,” he says. Our cover story this month drills down into the strategy and technologies driving McDermott’s stellar LNG capabilities.

Outside the energy market, we spoke

with Andy Wood, CEO of Southwoldbased drinks company Adnams, about the company’s extensive sustainability strategy, the environmental challenges of the wider industry, and how CSR is becoming integral to success in modern business. We also have expert comment from EDF and Smurfit Kappa regarding EV charging infrastructure and sustainable packaging respectively.

This month’s Top 10 takes a look at the world’s largest dams, and the biggest upcoming events from around the world are highlighted in our Events and Associations section.

Don’t forget to check out our in-depth profiles on Microsoft, REC Solar, Centrica, and many more.

Enjoy the issue!

Marcus Lawrence marcus.lawrence@bizclikmedia.com

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03

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CONTENTS

14

LEADING THE WAY IN THE LNG MARKET

32 HOW ADNAMS IS LEADING THE WAY TOWARDS SUSTAINABLE BREWING

44 Smurfit Kappa: Leading the move towards sustainable packaging

60 V2G: charging towards a greener future

52

Hydroelectric dams in the world

76 The biggest industry events

80 Microsoft

94 REC Solar

110 Unilever

124 LSG Sky Chefs

136 YMCA of San Diego County

150

168

The Australian National University

Centrica

186 Schur Flexibles Group

196 Sharjah Electricity and Water Authority

14

MCDERMOTT: LEADING THE WAY IN THE LNG MARKET WRITTEN BY

MARCUS LAWRENCE PRODUCED BY

RYAN HALL

NOVEMBER 2019

DLV108 offshore Western Australia for Ichthys project

15

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MCDERMOTT

Mark Lowman, VP for Projects and Operations in Asia Pacific at McDermott, discusses the company’s key differentiators and innovations in the increasingly competitive LNG market

O

Founded just short of 100 years ago, global engineering, procurement, construction and installation giant McDermott

is no stranger to evolving with the times. As global energy markets shift away from coal, McDermott 16

is truly capitalising on its longstanding liquified natural gas (LNG) expertise.

Mark Lowman, Vice President for Projects and Operations for the company’s Asia Pacific (APAC) operations, believes McDermott adds great value to the market. “McDermott is one of the most experienced engineering and construction firms in the industry,” Lowman says. “We’ve been serving the LNG market for quite a few years; we built the first LNG regasification import terminal in the United States. Over the years, we’ve developed our processes and technologies with the goal of benefitting our customers. These include: new methods of liquefaction, tank installation, BTU (British thermal unit) reduction, and other proprietary processes.”

NOVEMBER 2019

QMW fabrication facility, Qingdao, China

17

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MCDERMOTT

18

“OVER THE YEARS, WE’VE DEVELOPED OUR PROCESSES AND TECHNOLOGIES WITH THE GOAL OF BENEFITTING OUR CUSTOMERS”

In APAC, where demand for LNG is spiking across its multifarious territories, innovative projects are front of mind.

“Global demand is on the rise, with countries like China switching from coal to natural gas, and India following suit along with other countries. For contractors such as McDermott, that’s obviously good for business, but we have to meet that demand and advance our technologies to be able to offer our customers

Mark Lowman, Vice President, Projects and Operations, Asia, McDermott

a cost-effective solution that brings gas to the market quickly,” he says. “With 60 years’ experience in the sector, we think our expertise gives us an edge

NOVEMBER 2019

CLICK TO WATCH : ‘THE NEW MCDERMOTT’ 19 and makes us a leader in LNG. But

sustainability. “The customer will have

what’s great about this is that LNG

constraints around what they can

offers natural and clean energy; it’s

develop and we, in turn, inherit those

an abundant bridge fuel to more

constraints,” he says. “In terms of

renewable energy sources. Most

increased sustainability, along with the

importantly, the key differentiator for

work we conduct with customers,

McDermott is that we can perform

we are also working on a number of

an entire LNG project from start to

initiatives.” One of those initiatives,

finish, from site selection concept

known as NET Power, is being realised

right through to the tank.”

through a partnership between

In addition, Lowman says that

McDermott, Exelon, 8 Rivers and

McDermott’s strategy is keenly defined

Occidental. “NET Power is focused

by the company’s close collaboration

on developing a new natural gas power

with customers, particularly in terms

technology that produces low-cost

of environmental action and enhanced

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Over the years, these gases play a significant role in the production process of topside platforms and jackets for their clientele, which are used in some of the world’s harshest environment today.

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Leeden NOX places a strong emphasis on the importance of a safe, healthy and clean work environment, and offers safety solutions in the areas of personal protection, fall protection & rescue systems, emergency response and environmental protection. As the exclusive partner to several renowned international brands, Leeden NOX is proud to equip McDermott employees with Red Wing safety boots for their daily operations.

The wide and keen adoption of quality gas, welding and safety solutions by McDermott demonstrates their vision towards the delivery of complete, innovative solutions for their clients, whilst instilling a robust and mindful Quality, Health, Safety, Environment and Security culture. Leeden NOX seeks to extend our excellent partnership with McDermott, as we further our collaboration in the areas of gas, welding and safety in the many years to come.

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emissions. This is based on an

“We’re looking at modifications for

innovative approach to carbon capture

fuel specifications, particularly with

and, in our view, has the potential to

gasoline octane,” says Lowman.

revolutionise the power industry,”

Lummus Technology, owned by

comments Lowman. As the construction

McDermott through the merger with

contractor for the project, McDermott

Chicago Bridge & Iron (CBI) in May

has already built the pilot plants in

2018, offers a product known as

La Porte, Texas, where the tech will

AlkyClean, which increases the octane

be put through its paces.

content of gasoline. It recently won the

Another initiative the company is

Environmental Protection Agency’s

enacting is called Clean Fuels—a

President’s Award. Lummus is also

response to combustion engines

integral to another sustainability-centric

becoming lighter and capable of

initiative: Chevron Lummus Global,

exerting higher compression ratios.

a joint venture between McDermott

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

23

MCDERMOTT

“WITH 60 YEARS’ EXPERIENCE IN THE MARKET, WE THINK OUR EXPERTISE GIVES US AN EDGE AND MAKES US A LEADER IN LNG” Mark Lowman, Vice President, Projects and Operations, Asia, McDermott 24

CLICK TO WATCH : ‘INPEX ICHTHYS LNG PROJECT’

NOVEMBER 2019

25

E XE CU T I VE PRO FI LE

Mark Lowman Mark Lowman is an accomplished, highly resourceful Executive Management professional with a wealth of experience in managing multi-billion dollar construction projects in the Oil and Gas industry from inception to delivery. Prior to his career in the oil and gas industry, Mark had a successful naval career moving from the ranks to Lieutenant Commander. Mark has been with McDermott International Inc. for seven years in a variety of roles, including as the Director of Fabrication in Batam, Indonesia, Senior Director of Commercial Asia Pacific, and Vice President of Project Execution in both Asia Pacific and in Houston. Marks holds a Master of Business from Deakin University and has degrees in Nuclear Engineering, Naval Science and Operational Studies, from Britannia Royal Naval College and Royal Naval College Greenwich.

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and Chevron focused on helping

this philosophy has yielded modern

refiners produce high-quality transpor-

load transfer systems, reusable pallets

tation fuels. “The portfolio under this

and onshore modularization – an

initiative helps our customers maximise

increasingly important factor in location

every barrel of crude oil into higher-val-

selection for new plants, refineries and

ue products,” says Lowman. “That

the like. “We also have a digital twin,

means minimising waste and maximis-

GeminiXD, which enables customers

ing a limited resource.”

to reduce waste by offering a single

These efforts to mitigate the

source of truth,” Lowman says. “It has

environmental impacts of its projects

a nickname, Design Twin, and it consists

are ingrained in a sustainable design

of a software suite that provides 3D

philosophy implemented at every level,

design and modelling capabilities.

cutting emissions without negatively

It integrates inflight, outfield data from

affecting the bottom line. Internally,

different sources and it pulls all that

CLICK TO WATCH : ‘OPTIMIZING SUBSEA DESIGN SOLUTIONS’

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27

MCDERMOTT

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29 together to become a single source of truth for design, procurement, fabrication and construction before handing over to the customer.”

Lowman enthuses that, as a contractor, Gemini adds significant value to McDermott’s operations through increased efficiency and minimisation of errors. With such a deep portfolio across so many territories, incremental upgrades to efficiency resonate

“IN ASIA, WE ALSO SUPPORT THE REST OF OUR GLOBAL OPERATIONS IN TERMS OF ENGINEERING. WE HAVE A TERM FOR IT, MOPEX, THE MULTIOPERATIONAL PROJECT EXECUTION MODEL”

throughout McDermott’s operations.

APAC, Lowman’s ward, represents one of McDermott’s most diverse profiles. “The region is unique in that

Mark Lowman, Vice President, Projects and Operations, Asia, McDermott w w w.c so ma ga z i n e. com

MCDERMOTT

every country is different,” he explains.

“And that brings various challenges and opportunities. For example, in India, we’re currently executing two subsea projects on the east coast—one for Reliance Industries, the other for ONGC (Oil and Natural Gas Corporation).

We’re designing the infrastructure and hardware for the seabed to enable us to pipe gas and hydrocarbons from the wellhead to the onshore terminal.”

In addition, McDermott is conducting a tank-building project in a remote area 30

of the Philippines, a significant offshore platform project in Vietnam, and a further LNG endeavour, known as Ichthys, with INPEX in Australia. “We have a wide range and variety of works that we’re currently executing,” Lowman says.

“In Asia, we also support the rest of our global operations in terms of engineering. We have a term for it, MOPEX, the multi-operational project execution model.” He offers a hypothetical example whereby a project for the North Sea would be executed in Asia, engineered out of the firm’s Kuala Lumpur office, supported by its Indian offices and manufactured at McDermott’s fabrication facility in Batam, Indonesia. “That’s NOVEMBER 2019

the power of the company, being able to unite the strengths of each region across the globe,” Lowman says.

Lowman adds that McDermott’s evolution and expansion are driven by an unerring commitment to the customer, a firm ear to the ground of the market and a global presence that informs and empowers itself. “Since we merged with CB&I in 2018, McDermott has become a very different company.

We’re a much larger, technology-led and integrated firm, with a formidable presence in offshore and onshore energy markets. We’ve effectively gone from 13,000 employees to 32,000, and we’re able to perform entire projects in-house.”

As McDermott continues to grow, that comprehensiveness is sure to be a key differentiator in the increasingly competitive LNG space.

Given McDermott’s demonstrable prowess, it certainly appears ready for the challenge.

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31

LEADERSHIP

32

HOW ADNAMS IS LEADING THE WAY TOWARDS SUSTAINABLE BREWING Adnams Chief Executive, Andy Wood, speaks with CSO magazine about the company’s sustainability ethos and practices in an industry known for its environmental challenges WRITTEN BY

M ARCUS L AWRENCE

NOVEMBER 2019

33

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LEADERSHIP

N

estled away on Suffolk’s idyllic coastline, Adnams of Southwold is a brewer on the rise in more ways

than one. Its drinks, ranging from real ale to its renowned Copper House gin and beyond, can be found with increasing prevalence in markets around the world. Brazil, China,

Japan, New Zealand, Norway, Russia, Singapore and the USA are just a handful of the key global markets where Adnams is gaining a footing. The firm, currently undergoing a period of strong investment and operational transformation, also increasingly demon34

strates the possibilities for environmental and societal good in an industry oft-maligned for its contributions to climate change. Brewing and distributing alcohol requires vast quantities of water, the energy to heat that water, farmed materials, extensive packaging, and significant land and air miles. Ensuring these processes are as efficient as possible is something increasingly urged of craft and microbreweries, along with industry giants with long-established and often inflexible practices.

Adnams, in this regard, is different and has been for a long time. “The company has been around since 1872 – run the clock forward to the 1990s and it already had corporate responsibility within its DNA,” says Andy NOVEMBER 2019

“ THE RESULT OF LIGHTENING THE WEIGHT OF OUR BOTTLES IS EQUIVALENT TO TAKING ALL OF OUR STAFF’S JOURNEYS TO AND FROM WORK, ALONG WITH ALL OUR SALES PEOPLE ON FIELD JOURNEYS, OFF THE ROAD” Andy Wood, Chief Executive, Adnams

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35

LEADERSHIP

Wood, Chief Executive at Adnams and Professor of Corporate Leadership at the University of East Anglia (UEA).

“Back then, it started the Adnams Charity, latterly known as the Adnams Charitable Trust, whereby it donates 1% of its profits to that charitable trust.

That’s distributed by a separate board of trustees to deserving causes within a 25-mile radius of Southwold.” The seaside town with which Adnams has become synonymous has also served as inspiration for its rigorous sustainability initiatives. “It’s perched right on the east coast, almost as far east

36

as you can get in the UK, and it’s very elemental,” explains Wood. “We see the rise and fall of the North Sea every day; if rising sea levels coincide with a North Sea surge and a spring tide, some of our pubs get flooded, beach huts get washed away on the seafront.

That’s what connects us with the environment, really.”

As consumers increasingly demand and seek out products manufactured sustainably, companies with a head start in this area are in a prime position to marry environmental and social ethics with profitability. Wood says Adnams is reaping the benefits of its NOVEMBER 2019

CLICK TO WATCH : ‘ALL ABOUT ADNAMS’ 37 environmentally progressive approach

cesses adhere largely to a closed-loop

over the past three decades, with a

philosophy: incorporating cyclicality to

sustainably developed distribution

minimise waste. Adnams recoups bar-

centre having opened in the early

rels from the pubs to which it sells beer

2000s and the renewal of its manu-

directly, cutting waste and circumvent-

facturing facilities to maximise their

ing the carbon impact of manufactur-

energy efficiency. Heat retention tanks

ing new barrels, and Wood says it is

were installed in the 2000s to prevent

pursuing options to recycle water used

heat from the brewing process being

in the brewing process on-site. “Waste

lost to the atmosphere, meaning that

is a proxy for cost,” explains Wood. “If

same energy can be used for multiple

you’re throwing things away, you’ve

cycles. “That was our closed-loop sys-

paid for them. Is there an opportunity

tems thinking starting to come in, back

for that waste to be managed better

in those days,” notes Wood. Adnams’

or indeed become part of the energy

manufacturing and distribution pro-

system for the business?” In that vein, w w w.c so ma ga z i n e. com

LEADERSHIP

38

“ IF YOU’RE THROWING THINGS AWAY, YOU’VE PAID FOR THEM. IS THERE AN OPPORTUNITY FOR THAT WASTE TO BE MANAGED BETTER OR INDEED BECOME PART OF THE ENERGY SYSTEM FOR THE BUSINESS?” Andy Wood, Chief Executive, Adnams

NOVEMBER 2019

Wood adds that the company is exploring ways to convert its waste products, currently broken down renewably through anaerobic digestion, into fuel.

The materials that go into Adnams’ brewing processes are largely sourced locally from farms across Norfolk and Suffolk. Not only does this mitigate the travel time of those materials, and therefore minimise the emissions of its lorries, it has also inspired Adnams’ approach to fostering biodiversity. “50% of our malt and barley comes from

animals, insects and fish across the UK would quickly become devastating; ecosystems are, after all, structurally reliant on multiple facets of that system remaining healthy. At its environmentally-friendly distribution centre, Adnams maintains a thriving population of 500,000 rescued bees which have enabled a boom in the prevalence of rare wildflowers nearby while they feed from sedum flowers on the facility’s green roof.

The key to fostering sustainable practices, Wood says, is collaboration.

“The brewing industry is fantastic in that people are prepared to share their experiences,” he says, adding that the firm is a part of the British Beer and Holkham in Norfolk, and the remain-

Pub Association which is actively en-

der comes from fields around Suffolk

couraging the adoption of sustainable

and Norfolk. We want to see those

practices across the industry. Out-

fields flourish, and therefore maintain-

side the industry, Wood says that the

ing biodiversity is vital in that regard,”

company’s partnership with academic

says Wood. Adnams has combined

institutions such as UEA, Imperial Col-

this necessity with another grave and

lege London and Cranfield University

pressing issue of our times: the threat

has enabled it to assess and upgrade

to bee populations, which are so es-

its processes to cut its negative envi-

sential to pollination and, resultantly,

ronmental impacts, as well as being

the diversity of our flora and fauna. The

granted access to the forefront of

domino effect of lost plants leading to

climate-based research from leading

lost food for both ourselves and the

institutions in the field. On top of that, w w w.c so ma ga z i n e. com

39

LEADERSHIP

“ THE BREWING INDUSTRY IS FANTASTIC IN THAT PEOPLE ARE PREPARED TO SHARE THEIR EXPERIENCES” 40

Andy Wood, Chief Executive, Adnams Adnams has worked closely with its partners in the glass industry to make its bottles lighter. “In terms of carbon saved, according to our calculations with UEA, the result of lightening the weight of our bottles is equivalent to taking all of our staff’s journeys to and from work, along with all our sales people on field journeys, off the road.” The benefits of this are not limited to lighter lorry loads requiring less fuel over the same distances, which is of course of major note. Lighter bottles naturally necessitate the production of less glass, itself an energy and materials intensive NOVEMBER 2019

ADNAMS FACTS

• Adnams has cut its carbon emissions by 48% since 2008 • Adnams’ beer cans are comprised of 90% recycled aluminium • Adnams hosts 500,000 rehomed bees at its distribution centre

process. On top of that, Adnams’ beer cans are comprised of 90% recycled aluminium, 20% over the UK average.

The empirical evidence of the success of these initiatives is highlighted on the company’s website: it has cut its carbon emission by 48% since 2008, it has cut its water usage by 1mn litres each year through its distribution centre’s green roof, and it sends zero waste to landfill. As companies the world over seek to disrupt their industries with cutting-edge sustainability endeavours, they would do well to seek inspiration from a forward-thinking company based on the Suffolk coast.

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

41

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

Smurfit Kappa: Leading the move towards sustainable packaging 44

With Smurfit Kappa having been at the forefront of sustainable packaging for decades, Arco Berkenbosch, VP of Innovation and Development, explains its involvement in the growing global discussion WRITTEN BY

NOVEMBER 2019

OLLIE MULKERRINS

45

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

46

S

murfit Kappa is one of the

waste through development of innova-

leading providers of paper-

tive, sustainable packaging solutions.

based packaging solutions in the

This is enhanced through the benefits

world, with approximately 46,000

of its integration with optimal paper

employees in over 350 production

design, logistics, timeliness of service,

sites across 35 countries.

and its packaging plants sourcing most

As pressure grows on global brands to become more sustainable, both from consumers and forthcoming legislation,

of their materials from Smurfit Kappa’s own paper mills.

As a result, Smurfit Kappa offers a

paper-based packaging is becoming

wealth of experience in sustainable

the obvious choice for many compa-

packaging and guarantees its custom-

nies. Smurfit Kappa is working with its

ers will receive packaging that is 100%

customers to help reduce packaging

sustainable.

NOVEMBER 2019

€8,946mn Revenue

1934

Year founded

46,000

Employees across 35 countries 47

Arco Berkenbosch, Vice President of

globe to more sustainable practices,

Innovation and Development at Smurfit

Smurfit Kappa has launched, and been

Kappa, spoke to us to explain. “Smurfit

involved in, several sustainability-fo-

Kappa was the first in the industry that

cused initiatives around the world.

made the promise to customers that all

Better Planet Packaging is an initia-

our packaging is made from sustain-

tive introduced by Smurfit Kappa to

able sources; it’s part of our service,”

create more sustainable packaging

he says. “We simply say, when dealing

solutions for the future. The initiative

with Smurfit Kappa, you can tick the

seeks to reduce packaging waste and

sustainability box.”

ultimately address the challenges of

As well as conscious efforts to reduce waste internally and introduce other companies around the

waste and litter ending up in oceans and landfills.

“We aim to facilitate broader, more 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

meaningful discussions and action on how we can all be more sustainable in our design and use of packaging,” says Berkenbosch. “As leaders in sustainable packaging, we have a responsibility to address this challenge. Better Planet Packaging will help create the sustainable packaging solutions of tomorrow.”

For World Cleanup Day 2019, over 8,000 Smurfit Kappa employees joined with family and friends across 28 countries to collect 10,000 bags of litter and put the Better Planet Packaging initiative into practice. As a com48

pany, Smurfit Kappa is committed to making its local communities cleaner and more sustainable places to live both now and into the future.

“It is important to all of us that we live by our sustainability promise outside of work and have a positive impact on our local environments and communities. We are already looking forward to participating in the initiative in 2020,” says Berkenbosch.

As part of its Better Planet Packaging initiative, Smurfit Kappa North America has also become a Planet Partner sponsor of the Earthx2020 event in Texas that will bring together record numbers of concerned environNOVEMBER 2019

“ To really make a difference you have to talk to your suppliers, producers, retailers, and governments” — Arco Berkenbosch, Vice President, Innovation and Development, Smurfit Kappa

consequences we could face should we choose to ignore the warning signs.

However, the transition from ‘business as usual’ to a more sustainable model has its challenges, not just in the methodology of manufacturing but also the attitudes of retailers and producers.

One of those areas is waste, and Smurfit Kappa encourages businesses to reconsider their perspective on it.

Often, waste products can be fed into other aspects of a business to great effect. Smurfit Kappa’s circular approach to manufacturing means that waste is an important material. Berkenbosch explains, “What makes our industry and our products a little bit spemental citizens, educators, businesses,

cial is that, when a consumer thinks

non-profit organisations and thought

about old paper, they call it waste; we

leaders to celebrate global sustainabil-

call it valuable raw material. We always

ity. Smurfit Kappa shares much of the

look at everything and think, is there

same vision as Earthx2020; promot-

any value in that? The main complica-

ing environmental awareness and

tion for business, is that they need to

impact through conscious business,

think circular, and many businesses

collaboration and community-driven

cannot do that on their own because

sustainable solutions.

they need to consider the entire supply

As the discussion on sustainable

chain. To really make a difference they

practices is pushed to the forefront,

need to talk to their suppliers, produc-

there has been a cultural shift in both

ers, retailers, and governments. This

corporate attitudes and public percep-

is a nice concept on paper but very

tion with heightened awareness of the

challenging in reality. There needs to w w w.c so ma ga z i n e. com

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

“ Reusing and recycling is great, but the fundamental problem is the lifetime the packaging has in comparison to the product” — Arco Berkenbosch, Vice President, Innovation and Development, Smurfit Kappa

be cooperation between all kinds of different stakeholders.”

50

The consideration of necessary resource use has also become a topic of discussion with retailers and consumers adjusting their attitudes towards the use of single-use plastic in everyday packaging. Recycling plastic is a significant step in our journey towards a sustainable future, but even recycling has its limitations and requires resources to carry out. The questions shift towards our use of single-use plastic and how we can cut it out of manufacturing completely.

“The fundamental problem on top of recycling is that we use plastic bottles for drinks.

NOVEMBER 2019

Those bottles have a reason to exist for maybe two years, and yet they will stay on our planet for 500 years. Most plastics used for packaging have a lifespan of 500 years, yet the product it contains has a much shorter lifespan.

For example, fruit or vegetables that are wrapped in plastic. You have to recycle plastic many, many times over so the question is: how can we develop more sustainable packaging that can be recycled with the product when it comes to end of life? Is it really necessary to wrap plastic around a cucumber?” explains Berkenbosch.

Speaking of the future of sustainability and the kind of education required, Berkenbosch adds: “To make things move forward, we need to focus more on the long term. From the perspective of the packaging industry, reusing and recycling is great, but the fundamental problem is the lifetime the packaging has in comparison to the product. This needs to be considered.”

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TECHNOLOGY

52

V2G: charging towards a greener future Philip Valarino, Electric Vehicles Lead at EDF Energy, discusses the lesser known positive impacts of smart EV charging solutions as global markets transition away from internal combustion engine-based transport WRITTEN BY

NOVEMBER 2019

PHILIP VA L ARINO

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Š www.eocharging.com w w w.c so ma ga z i n e. com

TECHNOLOGY

M

ore than 1mn new vehicles are bought by businesses every year.

Imagine the impact to our carbon

footprint if we achieve the UK government’s pledge that, by 2030, at least 50% of new cars and 40% of new vans sold in the UK will be electric?

Over the last 12 months, we’ve noticed a marked increase in the number of customers asking for help in getting set up with eElectric vehicles (EVs), and this is reflected in national figures.

Between 2014 and 2018, the average

54

number of electric cars registered jumped by 900%. But this is just the start; there are currently 5mn EVs amongst 1.5bn car stocks worldwide.

Whilst we are relatively early on in the adoption curve, it’s clear that EVs are here to stay and are destined for growth.

EDF Energy has almost 20 years’ experience in the UK EV market – having installed the first charging points in London in 1999 and powered the EV charging network across Olympic sites for the London 2012 Olympic and Paralympic games. We have been working hard to invest in and uncover the best technology and products in order to make switching to EVs an easy choice.

NOVEMBER 2019

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TECHNOLOGY

SMART CHARGING One of the ways we are making EVs more attractive to businesses is through smart charging technology. Smart charging, an umbrella term that covers all intelligent functionalities in charging stations, allows customers greater control over how and when their car charges. For example, smart charging can allow customers to charge their vehicles at times when electricity is cheaper, such as overnight. This means that they avoid peak time costs.

Linked to smart charging is Vehicle to 56

Grid technology (V2G), which enables power to be drawn from car batteries and fed back into the grid when the car is not in use. Selling unused energy back to the grid allows customers to generate an additional stream of revenue that goes hand-in-hand with the cost saving function of smart charging.

Using the V2G systems’ storage capacity, EVs can send unused electricity back to the grid for customers to either participate in energy markets by sending it back to the grid, providing savings on energy costs and generating additional revenue, or to use the energy themselves.

V2G chargers can therefore help businesses generate revenues from vehicles NOVEMBER 2019

“ Between 2014 and 2018, the average number of electric cars registered jumped by 900%” — Philip Valarino, Electric Vehicles Lead, EDF Energy

that have previously only been a cost on their balance sheet – saving hundreds of pounds a year.

CROSS-INDUSTRY PARTNERSHIP Crucial to the development of V2G technology are cross-industry partnerships. Since 2018, we have been working with a leading green technology company to install 1,500 V2G chargers in the UK. The chargers are offered to our business customers, and will provide them an additional 15MW of energy storage capacity, which is roughly enough energy to power around 30,000 homes for an hour.

Most recently, EDF Group and Nissan announced a cooperation agreement to support the development of smart charging solutions by bringing our heads together and sharing the technologies mastered by each of our businesses.

As part of the agreement, Nissan is responsible for the sale of V2G compatible electric vehicles like the Nissan Leaf and e-NV200, while we are responsible for V2G charging solutions and related services.

Creating a practical solution that benefits businesses and wider

Š www.eocharging.com

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TECHNOLOGY

58

© www.eocharging.com

society, the partnership marked

In order to meet our country’s

a huge step towards realising the

carbon reduction targets, we need

electric future.

to increase the proportion of our energy that comes from low-carbon

THE ROAD TO GENERATION ELECTRIC

sources. However, the production

As well as the obvious financial benefits,

of renewable energy – such as wind

smart charging and V2G support the

and solar – is intermittent and therefore

overall balance of electricity supply,

creates fluctuations in our energy

distributing available power efficiently

system. Such fluctuations need to

and flexibly.

be managed.

NOVEMBER 2019

also as we continue to transition to a low-carbon energy mix.

We’re seeing a new generation of businesses emerge that are both recognising the opportunities presented by the low-carbon economy and beginning to reap benefits from it.

“ Using the V2G systems’ storage capacity, EVs can send unused electricity back to the grid” — Philip Valarino, Electric Vehicles Lead, EDF Energy

We call these businesses “Generation Electric” because they are part of a quiet revolution that is using, generating and sharing low-carbon electricity.

V2G technology epitomises this movement; allowing businesses to power their fleet with low-carbon electricity and support the wider grid system, resulting in better energy efficiency and self-sufficiency.

If you’re interested in joining this movement, get in touch with a member of our team at edfenergysolutions-

V2G chargers allow a two-way flow

sales@edfenergy.co.uk.

of electricity between an EV and the charger, representing a valuable opportunity to enhance the benefits of EVs through provision of large volumes of cheap storage and flexibility.

Smart charging will therefore play a significant role in balancing the grid as the country not only moves towards wider adoption of EVs, but w w w.c so ma ga z i n e. com

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T O P 10

60

NOVEMBER 2019

Hydroelectric in dams the world CSO magazine counts down the world’s largest hydroelectric dams by installed capacity (MW) WRITTEN BY

MARCUS LAWRENCE

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T O P 10

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Photo © Sayano–Shushenskaya Dam

10

Sayano-Shushenskaya 6,400MW

The 6,400MW hydroelectric station, located near Sayanogorsk in Russia, was the subject of a disaster in 2009 that claimed the lives of 75 people and brought the plant’s output to a complete halt. Following the failure of one of the plant’s turbines that triggered an explosion, the respective building flooded and a section of the turbine hall’s roof collapsed. Five years later, in 2014, the dam had been restored to full operations at a cost of US$89.3mn.

NOVEMBER 2019

CLICK TO WATCH : ‘25 TALLEST DAMS IN THE WORLD’ 63

09

Longtan

6,426MW

Beginning full operations in 2009, the Longtan dam cost around US$4.2bn to construct and has an installed capacity of 6,426MW. It is one of the tallest gravity dams in the world, standing at over 700ft tall with its power station situated underground.

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08

Xiangjiaba 6,448MW

Operated by China Yangtze Power Company (CYPC), itself owned

by China Three Gorges, Xiangjiaba boasts a capacity of 6,448MW. Found on the Jinsha River, the dam offers a shipping route, sediment retention and flood control along the famed Yangtze alongside with its significant power generation capabilities.

According to CYPC’s website, the dam’s reservoir houses a river basin area of around 458,800 sq. km.

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T O P 10

66

07

Grand Coulee 6,809MW

Located on the Columbia River in Washington, US, the Grand Coulee Dam has an installed capacity of 6,809MW. The dam is the lead component of the Columbia Basin Project, focused on providing irrigation, electricity, flood control, recreation, streamflow regulation along with metropolitan, navigator and environmental water supply across 671,000 acres in east central Washington. The dam, comprised of three hydroelectric plants and a pump generating plant, provides an average of 21bn kWh annually for distribution across Washington, Idaho, Oregon, California, Colorado, New Mexico, Wyoming, Nevada, Arizona and Utah.

NOVEMBER 2019

67

06

Tucuruí 8,370MW

Tucuruí Dam is the largest ever built in a rainforest, situated in the Amazon Basin of northeastern Brazil with a capacity of 8,370MW. According to the WWF, 90% of Brazil’s power is hydroelectric – harnessing the Amazon’s aquatic force whilst offering the opportunity to sell power abroad. Unfortunately, the dam’s virtues comes at the cost of ethical and environmental sustainability. The WWF noted that 40,000 people were displaced by the dam’s construction, and rotting vegetation at the bottom of the reservoir accounts for a sixth of the country’s total GHG emissions.

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69

Photo © Belo Monte Wasserkraftwerk

05

Belo Monte 9,166.65MW

The Belo Monte Dam is currently under construction, but nonetheless has an operational capacity, as of August 2019, of 9,166.65MW. Set for completion in 2020, the dam is expected to have a total capacity of 11,233MW. The dam, situated on Brazil’s Xingu River, has been beset with design and legislative impediments since it was originally pitched in the 1970s. Along with Brazil’s strong economic growth over the past decade and need for energy security, the dam’s construction was approved and accelerated to cater to this demand.

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04

Guri

10,235MW

Guri Dam, located on the Caroní River in Venezuela, boasts a generating capacity of 10,235MW. The dam’s official name is Embalse Raúl Leoni, with Guri referring to the name of the village and river, both now submerged, upon which the dam was originally built. The plant was originally devised as a means to minimise fossil fuel-powered electricity in Venezuela, thereby enabling it to export as much oil as possible. Venezuela’s grid relies primarily on hydroelectricity, with the power source accounting for 67,633GWh in 2016.

NOVEMBER 2019

71

03

Xiluodu

13,860MW

At 13,860MW, Xiluodu Dam is China’s second largest hydroelectric dam by capacity. Found on the Jinsha River in Yunnan Province, the dam encroaches on Sichuan Province on the side of the river opposite to Xiluodu Town. The dam is operated by CYPC and began operations in 2013, and its reservoir houses up to 12.67bn cubic metres of water. Xiluodu is instrumental in flood control on the Yangtze River.

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02

Itaipu

14,000MW

Located on the Brazil-Paraguay border, the Itaipu dam and its 20 turbine generators carry a capacity of 14,000MW. Built between 1975 and 1982 as a joint venture between the Brazilian and Paraguayan governments, the dam’s reservoir stretches 160km north while the structure itself spans 8km across the Alto Paraná River.

While it generates massive amounts of electricity each year, the dam sadly submerged the river’s famed Guaíra Falls which, according to Britannica, likely represented

72

the world’s largest volume of falling water.

CLICK TO WATCH : ‘ITAIPU DAM’

NOVEMBER 2019

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01

Three Gorges 22,500MW

According to USGS, China’s Three Gorges Dam, spanning the Yangtze River, houses by far the world’s largest MW capacity. The dam overtook Itaipu in 2012 when the last of its 32 generators were activated, realising a total capacity of 22,500MW. Known as one of the greatest feats of Chinese engineering, the CYPC-operated dam’s reservoir is comprised of the submerged Qutang, Wu and Xiling gorges, stretching over 600km upstream.

NOVEMBER 2019

CLICK TO WATCH : ‘HOW CHINA’S THREE GORGES DAM BECAME A WORLD-CLASS POWER STATION’ 75

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

Your rundown of the biggest upcoming sustainability events around the globe EDITED BY MARCUS LAWRENCE 18–20 NOVEMBER 2019

Sustainable Brands New Metrics 2019 [ PHILADELPHIA, PA, US ] The Sustainable Brands (SB) New Metrics 2019 event in Philadelphia promises insights from over 300 renowned thought leaders across the business intelligence, finance and 12–14 NOVEMBER 2019

BSR Conference 2019 76

sustainability spaces with the aim of driving ways to marry sustainability

[ SAN JOSE, CA, USA ]

and profitability. The event is divided

This year marks the 27th annual BSR

between three ‘Educational Tracks’

conference, one of the most prestigious

focusing on Value Creation and Risk

sustainability events in the business

Assessment, Next-Generation Metrics,

calendar. The theme for this year’s event

and Integrated Reporting and Inves-

is ‘The New Climate for Business’. BSR

tor Relations respectively. Booked

speakers will include global leaders

speakers include Peter Jones, Head

spanning business, sustainability and

of Sustainability Analytics and Impact

civil society. Last year’s event, saw

at Ikea; Evan Harvey, Global Head of

speakers including Kate Brandt, Google

Sustainability at Nasdaq; Sheila Bonini,

Sustainability Officer at Google and

Senior Vice President of Private Sec-

Marie-Claire Daveu, Chief Sustainabil-

tor Engagement at the World Wildlife

ity Officer and Head of International

Fund; Jim Hanna, Director of Data

Institutional Affairs at Kering.

Centre Community Development at Microsoft; and many more.

NOVEMBER 2019

19–21 NOVEMBER 2019

POWERGEN International exhibition & summit [ NEW ORLEANS, LA, USA ] With over 14,000 people attending

20–22 NOVEMBER 2019

national is a must-see summit for

Sustainable Ocean Summit

generators, utilities and solution-pro-

[ PARIS, FRANCE ]

viders engaged in power generation.

The World Ocean Council’s Sustain-

“The exhibit hall provides an interactive

able Ocean Summit marks the latest

experience personalised to connect

annual gathering of leaders from

attendees with the latest technology

the global Ocean Business Com-

and innovations in the conventional

munity, with the primary focus being

and renewable markets from around

the advancement of industrial action

the world,” reads the event’s website.

regarding responsible and sustain-

“The summit and knowledge hubs

able use of the world’s oceans. Over

deliver transformative content includ-

the course of two and a half days,

ing disruption from conventional and

speakers will address a vast array of

emerging, clean and sustained energy

inter-sectoral topics, strategies and

sources, niche technologies and the

solutions focused upon restoring and

fluctuation of economics and policy.”

maintaining the health of our seas.

last years’ event, POWERGEN Inter-

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

4–5 FEBRUARY 2020

edie Sustainability Leaders Forum 2020 [ LONDON, UK ] 28–29 NOVEMBER 2019

The Global Corporate Sustainability Forum 78

The edie Sustainability Leaders Forum is set to host over 300 sustainability leaders from CEOs and sustainability

[ TAIPEI, TAIWAN ]

directors to policymakers and NGOs.

Bringing together thought leaders,

The forum includes global names like

researchers and academics from

Unilever, Coca Cola, P&G, NG, AXA and

around the globe, the Global Cor-

more. The event is organised by edie,

porate Sustainability Forum (GCSF)

a sustainable business media organi-

to discuss sustainability-focused

sation which provides research and

innovations and how they can help

reports for sustainability professionals.

organisations to address social,

It also organises industry awards which

environmental and economic issues

recognises those who are “redefin-

as part of their CSR initiatives. This

ing what it means to be a sustainable,

year’s theme is ‘Creating Positive

ethical and responsible business”. The

Impacts on Sustainability’, address-

awards include categories such as con-

ing the vitality of the UN’s Sustainable

sultancy of the year, carbon reduction,

Development Goals to the increas-

energy efficiency, rising sustainability

ingly integral world of CSR.

star and sustainable supply chains.

NOVEMBER 2019

26 MARCH 2020

The Sustainability Summit 2020 [ LONDON, UK ] Hosted by The Economist, the Sustainability Summit 2020 will be focused

13–14 MAY 2020

and institutions around the globe to

All- Energy Exhibition Conference 2020

significantly upscale efforts to decar-

[ GLASGOW, UK ]

bonise industries and drastically cut

Glasgow’s All-Energy Exhibition and

emissions to keep global warming

Conference strives to enable the UK

below 1.5°C. The day-long event will

renewable low carbon energy com-

cover the impacts of sustainability

munity “to interact, conduct business,

goals on economic growth, the current

network and learn, whether face-

progress toward the UN’s Sustainable

to-face or online”, according to the

Development Goals, the impacts of

organisers. Held annually in Scotland,

environmental issues on mental health,

the event brings together a total audi-

and prospective policies that could

ence of around 7,000 and promises to

help turn the tide against carbon emis-

be a must-attend conference for any

sions and climate change.

energy professional.

primarily on the need for governments

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80

AI

for Good

WRITTEN BY

MATT HIGH PRODUCED BY

NATHAN HOLMES

NOVEMBER 2019

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MICROSOFT

Microsoft is using pioneering technology including AI and machine learning to address the world’s most critical challenges

A

ccording to the UN’s Environment Emissions Gap Report 2018, “now more than ever, unprecedented and urgent

action is required” to address the climate and sustainability crisis faced globally. Achieving 82

a sustainable and prosperous planet requires a concerted effort and, in this era, the pace of movement must be accelerated.

Chiefly, this acceleration can be achieved through the driving of collaboration between public-private partnerships, the greater enforcement of policy on a global scale, and, according to technology giant Microsoft, the harnessing of the power of digital technology to combat climate change. Elaborating on this, Mike Chan, General Manager Azure, Microsoft APAC, says: “At Microsoft we are committed to delivering on our environmental goals for sustainability and empowering our customers and partner ecosystem with the technology and tools to deliver on theirs. This starts with data capture, harnessing the power of the intelligent Cloud – a platform of limitless NOVEMBER 2019

83

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MICROSOFT

“ We are committed to delivering on our environmental goals for sustainability and empowering our customers and partner ecosystem” — Mike Chan General Manager Azure, Microsoft APAC 84

compute scale – and driving innovation to meet demanding business challenges and create meaningful impact with speed and agility.”

Microsoft is leading the acceleration of movement in this field. The business, world-renowned for its innovative and pioneering technology, is working more closely than ever with partners and customers to use AI and other digital technologies to address global sustainability challenges. The former, for example, has the power to amplify human ingenuity and extend our capabilities so that we can achieve more, says Microsoft. “Democratising technology is of utmost importance to Microsoft; the power of accessibility and inclusivity in the digital age will transform industries, collectively enabling us to become more productive and jointly solve society’s biggest challenges,” says Sherie Ng, General Manager Public Sector APAC at the company. “With technology, we are empowered to create a future for the greater good – imagine a future with limitless possibilities.”

On a wider level, the company believes in the power of technology

NOVEMBER 2019

CLICK TO WATCH : ‘AI FOR GOOD’ 85 for the common good to drive soci-

years, investing $50mn in five years to

etal impact, and enable a range of

advance the use of cloud and AI tech-

economic and social opportunities.

nologies in an environmental capacity,

Through partnerships and investments

100% carbon neutrality across the

with the public, private and civic sec-

company’s global operations every

tors – the United Nations and other

year since 2012, and a 20% reduc-

global non-profit organisations – it

tion in product packaging for all new

aims to contribute towards achiev-

devices in 2018.

ing the 17 United Nations Sustainable Development Goals by 2030.

Since 2009, Microsoft has made

In April this year, Microsoft announced it would close to double its internal carbon fee to $15 per met-

and met several commitments towards

ric tonne on all carbon emissions. It

environmental sustainability. These

also detailed ongoing plans to further

include a drive to cut operational car-

implement renewable energy and

bon emissions by 75% over the next 11

innovation into its data centres (60% w w w.c so ma ga z i n e. com

MICROSOFT

86

renewable energy use by 2020). Here, the business is dedicated to building a

and zero-waste.

These achievements are impressive

“responsible cloud of the future�. It aims

enough in isolation. However, core to

to achieve this through measures such

Microsoft’s sustainability vision, is the

as ensuring that 50% of the current

belief that its ambition and the tech-

volume of electricity used by its data

nologies it develops should empower

centres is from green energy sources

others. In 2017, the company launched

such as wind, solar and hydropower.

its AI for Earth Grant initiative, which

In addition, Microsoft is committed

sees it partner with leading environ-

to its sustainable campuses building

mental and research groups to develop

initiative. These, in combination with its

AI, machine learning and cloud-related

smart building technology, will see the

solutions to problems such as climate

company become the first large corpo-

change. Since then, Microsoft has

rate campus to achieve zero-carbon

awarded more than 230 grants to

NOVEMBER 2019

recipients in around 60 countries. AI

that the company conducted with PwC

for Earth represents a US$50 million,

on how the technology can enable a

five-year commitment to put artificial

sustainable future. This suggested

intelligence technology in the hands of

several benefits to greater AI adoption,

individuals and organisations around

including reducing global greenhouse

the world who are working to protect

gas emissions by up to 4% by 2030,

the planet across four key areas – agri-

gains of as much as $5.2tn to busi-

culture, biodiversity, climate change,

nesses through improved productivity

and water. The initiative reinforces the

and automation, and a 4.4% rise on

crucial role that Microsoft believes AI

global GDP by 2030.

will play in the future. Further evidence of this can be found in a research paper

The business is currently working on several related projects with partners 87

E XE CU T I VE PRO FI LE

Sherie Ng Sherie leads Microsoft’s public sector business across Asia Pacific, together with the larger partner eco-system spearhead and accelerate pace of digital transformation for governments, healthcare and education institutions as well as large state-owned enterprises in the region. An industry veteran with more than 22 years of experience in managing businesses in high tech sector, Sherie is passionate about technology’s role in enabling societal shifts, empowering people for inclusive and sustainable development of societies. prior to Microsoft, Sherie was the managing director for NICE in Asia-Pacific, where she helped large enterprises embrace digital innovation for business breakthroughs with robotics, analytics, artificial intelligence, machine learning and smart data.

Her previous experiences include leadership roles at Invensys, Singtel, CSG and Lucent Technologies.

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MICROSOFT

88

and customers in the energy sector

entered into partnership with Microsoft

under the banner of ‘tech intensity’,

to migrate Hermes to Microsoft Azure,

which describes using the latest tech-

thus improving inspection times sig-

nology to drive efficiencies and create

nificantly, allowing for the capture and

a more sustainable planet.

use of better data and enabling greater

Close collaboration with Siemens Gamesa Renewable Energy, for example, has helped to make renewable

predictive maintenance and fewer costly repairs.

According to the World Health

energy more affordable and sustain-

Organization, a staggering 66 people

able. Siemens was previously using its

on average die in road accidents every

Hermes system – autonomous drones

day in Thailand. PTT Global Chemical

coupled with a digital platform – to

Public Company Limited (GC) plans

monitor its wind turbines. The company

to reduce the accident rate on the

NOVEMBER 2019

Bangkok to Rayong route and enable the safety of more than 4,000 employees that clock up around 8,000 trips between the two locations. GC worked with its shuttle drivers, Microsoft and Frontis to design the ‘AI for Road Safety’ solution, which uses facial recognition AI to detect and alert when drivers show signs of risk such as drowsiness and distraction. GC sees the programme as a major component of its intention to contribute to society, especially in Rayong, where the company has a number of factories Elsewhere, water and energy technologies provider Ecolab and energy

“ The power of accessibility and inclusivity in the digital age will transform industries” — Sherie Ng General Manager, Public Sector APAC, Microsoft

company Orsted, have implemented Microsoft Azure, as well as its IoT and AI solutions, to make significant leaps forward in improving water conservation and the efficiency of renewable energy respectively.

By 2050, the demand for food is expected to outpace production by over 70%. Farmers need access to better data on their land in order to maximise both efficiency and yield, while at the same time, reducing environmental impact. However, gathering data from farms is difficult due w w w.c so ma ga z i n e. com

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MICROSOFT

90 to typically low technology adoption rates by farmers, particularly in the developing world, where access to technology is often limited. To address these issues, Microsoft is working to enabling greater precision in farming with the use of AI through Farmbeats.

This uses the company’s machine learning algorithms, together with lowcost sensors, drones, and other data to deliver actionable insights to farmers. Microsoft believes that this data, coupled with the farmer’s knowledge of his or her farm, can help to increase farm productivity while reducing NOVEMBER 2019

environmental impact and out-ofpocket costs.

With transport and buildings making a significant contribution to global greenhouse gas emissions, Microsoft is also focused on ‘architecture for the new world’, or smart cities. In this field, the business has several key innovations around smart buildings and smart energy. Microsoft ICONICS, for example, is a smart building software that collects and analyses IoT sensor data from building management systems to give information on general property status, as well as where improvements can be made to achieve greater energy efficiency and lower maintenance costs.

An example of the company’s work in this sector can be seen in the Taiwanese capital, Taipei. The city has experienced rapid growth in recent years, and thus city planners were looking for methods of streamlining its municipal operations while improving energy efficiency and safety for citizens. Microsoft partnered with local company AAEON to develop an IoT-based solution that would form the basis of a cloud-based monitoring system for the city’s more than 150,000 w w w.c so ma ga z i n e. com

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MICROSOFT

street lights. Previously, city officials had followed a reactive maintenance programme, based on citizens reporting light failures before maintenance teams were eventually sent to the location. Instead, the AAEON Lighting Control System enables predictive and preventive maintenance, optimises the duration that the lights are on in order to maximise safety and forms part of a greater holistic ecosystem for a wider smart city concept.

Naturally, such dedication to as important a cause as the world’s 92

climate requires a resolute and single-minded culture within the business. Microsoft believes that every

“ Microsoft believes that every employee must play a central role in transformation and making a difference […] this mindset is fostered under the theme of ‘AI for Good’” — Sherie Ng General Manager, Public Sector APAC, Microsoft NOVEMBER 2019

employee must play a central role in transformation and making a difference. The company encourages members of staff to always focus on learning, to take risks and to fail fast – by doing so, it states, they will make a difference and find a deeper meaning in their work. This mindset is fostered under the theme of ‘AI for Good’: combining the company’s technology and expertise in artificial intelligence and data science with the talent and expertise of groups around the world in fields such as environmental science,

1975

Year founded

US$125bn+ Approximate revenue (2019)

93

disability needs and humanitarian

global network capable of connecting

assistance to create a more sustain-

billions, even trillions, of datapoints

able and accessible world.

about the global environment. This

In the longer term, Microsoft remains

system, says Joppa, would have

focused on leveraging the power of

“the computing power and machine

technology and innovation. In particu-

learning tools to process them into

lar, according to the company’s Chief

actionable insights that will empower

Sustainability Officer Lucas Joppa,

decision makers in every corner of the

the ultimate solution could come in

globe to put sustainability first. And,

the form of an ambitious and innova-

although parts of this plan may seem

tive “planetary computer”. The scale of

like science fiction, it could be a reality

innovation here would be significant, as

in the near future.”

Joppa explains, revolving around the development and implementation of a w w w.c so ma ga z i n e. com

94

Supply chain strategies in the energy sector WRITTEN BY

SEAN GALEA-PACE PRODUCED BY

CRAIG KILLINGBACK

NOVEMBER 2019

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REC SOLAR

Josie Broome, Director of Procurement and Operational Excellence, discusses the success of her projects from an operational excellence standpoint

A

s a renowned leader in enabling complete commercial, public sector and utility-scale solar solutions, REC Solar has been in

operation for over 20 years and provided more 96

than 300MW of successful projects.

Following its acquisition by Duke Energy in 2017, Josie Broome, Director of Procurement and Operational Excellence, believes there are a number of key factors that differentiate REC Solar from its rivals. “Duke Energy has brought stability and financial backing. There are several solar companies that don’t exist anymore, but Duke has been around for more than 100 years and I believe customers really appreciate the stability that Duke provides,” explains Broome.

“The type of projects that we go after, in combination with the customers that we look for and how we implement those projects and source materials is very strategic and focused. We’re certainly not new to the game.”

NOVEMBER 2019

97

1997

Year founded

150

Approximate number of employees

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

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CLICK TO WATCH : ‘REC SOLAR CUSTOMER STORIES – CAL POLY SAN LUIS OBISPO’ 99 Having come from an oil-oriented

observe how hard the work actually

background, Broome’s family owns

was and how difficult it is to earn money

a number of oil reserves, with part

that way. I believe that because of these

of its portfolio situated in the largest

early experiences, I learned that being

oil reserves in Utah within the Uintah

out in the elements, physical labor

Basin. “Not only did I grow up with

through the seasons, and being away

my dad and all of his siblings as they

from family is a tough job. The appre-

made a living in the oil and gas indus-

ciation I have for the men and women

try, our family history is also rooted for

out there building America has shaped

generations back to one of the largest

my view, work ethic, and approach to

oil reserves in the US,” she explains.

projects while always keeping the field

“I watched my dad and his brothers

in the forefront of my mind.”

work on mainline pipelines, and when

Having overseen dozens of projects

I was 20, I decided to work with them.

during her time at REC Solar, Broome

From this experience, I was able to

is specifically proud of a recent project w w w.c so ma ga z i n e. com

REC SOLAR

100

NOVEMBER 2019

in Colorado which is the largest rooftop in the state. The project saw the installation of 17,000 panels spanning 19 acres and boasting a capacity of 6MW. “It was a real team effort.

We worked together to secure the products that were used, found ways to reduce costs and achieve higher productivity in the field,” she explains.

“Our typical approach is defined prior to the beginning of the project working directly with the field on setting up workstations, collaborating with them

“ Duke has been around for more than 100 years and I believe customers really appreciate the stability that Duke provides” — Josie Broome, Director of Procurement & Operational Excellence, REC Solar

on their instructions and providing guidance on the sequence of work.

Every project is unique, it’s up to us to look for ways to maximize efficiency in material handling, loading the roof, and how the crews move throughout the site. We track all of that.” Broome has worked on a diverse and broad range of projects and her role is to influence them from a supply chain and operational excellence perspective. “In my previous roles at REC, I managed projects and project teams directly; from schools to hotels, cash to financed, on carports, roof, and the ground. The variety, volumes and regions are vast, however there are still opportunities to learn and improve.” w w w.c so ma ga z i n e. com

101

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With technology becoming influ-

it into a sequel database, and mix it

ential to the way businesses conduct

into Microsoft Power BI to display,

operations worldwide, REC Solar

dig and analyze,” says Broome. “On

has implemented platforms such as

the supply chain side, we create our

Procore, the world’s leading construc-

commodity position frequently and

tion management software, as well

look at supply and demand by utilising

as drawing on the help of Salesforce

Salesforce for pipeline and Procore

for its CRM and JDE Oracle for its

for active projects. From the opera-

financials. “We leverage all the data

tional excellence perspective, we’re

from those platforms and combine

using the field data that’s coming

E XE CU T I VE PRO FI LE

Josie Broome As part of her role as Director of Procurement & Operational Excellence, Broome provides dual strategic direction for the innovation, development and implementation of business applications, intelligence, processes, and other business initiatives to support culture growth around supply chain and continuous improvement. Having begun her career in the architecture, planning and engineering industry in 2003 as a Planner at RRM Design Group, she managed various development projects that ranged in complexity and size. In 2010, Broome joined REC Solar’s project management team and went on to lead the company’s mid-market and Hawaii Business Units. Moving into the procurement space in 2017, it has allowed Broome to leverage her considerable experience leading teams through technology.

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REC SOLAR

104

NOVEMBER 2019

“ From the operational excellence perspective, we’re using the field data that’s coming from Procore to measure productivity and how and where we need to help the teams improve in the field” — Josie Broome, Director of Procurement & Operational Excellence, REC Solar from Procore to measure productivity and how and where we need to help the teams improve in the field.”

However, Broome understands that new technology such as Big Data should be treated with caution to circumvent the risk of overreliance. “Too much data can be really overwhelming, and you have to dig deep to figure out what the data is trying to tell you,” she warns. “For us, it’s about being very specific on what data we’re looking for and what we want the field to collect w w w.c so ma ga z i n e. com

105

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107 for productivity. We’re very specific

buys together,” she explains. “The

on what we want to achieve with cost

other strategy is the process of buying

reduction, and then we leverage that

different types of equipment and going

data to drive our supply chain forward.”

direct, they’re in the large-scale utility

With the industry constantly

space where we are a distributed

changing, Broome believes that by

generation. We have high transac-

working closely with Duke Energy’s

tional volume and communicate with

supply chain team, REC Solar can

our vendors weekly — it’s important

easily adapt to the sector’s changing

everyone’s on the same page.”

demands and has subsequently

Broome points to the importance

established two firm supply chain

of communication with other supply

strategies. “When there are any

chain professionals in the space, and

changes, both teams come together

key partners as a crucial component

to make decisions on the best ways to

for success. “We recently attended

leverage our volumes and make bulk

the annual Solar Power International w w w.c so ma ga z i n e. com

REC SOLAR

108

tradeshow in Utah. I believe that talking to other like-minded individuals in the industry is so important because it allows you to get a good idea of what the latest trends in the sector are as well as forming new connections and building lasting partnerships.

It’s important to acknowledge our partners share our overall goals and help to ensure that we keep costs low for the customer, while maintaining quality on time.�

Pointing to her upbringing, Broome dwells on how her early life and career NOVEMBER 2019

“ I’m inspired by innovation and visionaries, and I now understand that I need to be the leader that I want to see” — Josie Broome, Director of Procurement & Operational Excellence, REC Solar

109

has shaped the influence she wants

is going to be based on how fast we

to have on others in the field. “I’m

can continue to adapt to the market

inspired by innovation and visionaries,

changes,” she notes. “Old ways of

and I now understand that I need to be

thinking, doing and being are not

the leader that I want to see. I’ve been

going to survive. We must stay ahead,

fortunate enough to have had some

act quickly and remain agile. I believe

pretty incredible leadership mentors

that being, nimble, performing quality

on my journey, and overcoming the

work and continuing to drive improve-

challenge of leadership is done by

ments will ensure we remain a leader

ensuring I’m the leader that I would

in the space.”

like and need.” With the future in mind, Broome has a clear vision of what she hopes her firm can achieve over the next few years. “Our future success w w w.c so ma ga z i n e. com

110

Unilever: manufacturing a circular plastic economy NOVEMBER 2019

111

WRITTEN BY

WILLIAM SMITH

PRODUCED BY

CRAIG KILLINGBACK

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

UNILEVER

© Perkins&Will/Unilever

CSO Magazine takes a closer look at the circular economy for plastic being instituted at and supported by Unilever

M

ultinational consumer goods company Unilever has, since its founding 90 years ago, diversified its offerings to include a

huge variety of items ranging from food to cleaning products. With over 400 brands, Unilever says on its website that on any day, “2.5bn people use Unilever 112

products”. According to Statista, the company’s market value in 2018 was $155.8bn, with revenues of US$56.612bn (€50.982bn), making it one of Europe’s largest companies. As of 2019, the company reportedly employs 155,000 people around the world.

For a company as large as Unilever, any of its initiatives have the potential for huge knock-on effects. Because of this, it stresses the importance of research and development (R&D) to pioneer new approaches. With six R&D centres across the world staffed by 6,000 R&D workers and US$1.1bn (€1bn) of investment, the company says that “Innovation is at the heart of Unilever’s ambition to grow sustainably. Science, technology and product development are central to our plans to keep providing consumers with great brands that improve NOVEMBER 2019

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UNILEVER

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“ Our vision is a world in which everyone works together to ensure that plastic stays in the economy and out of the environment” — Alan Jope, CEO, Unilever

NOVEMBER 2019

their lives while having a positive impact on the environment and society.”

Through these words, Unilever’s intent to position science and technology to meet the world’s environmental concerns can be understood. One of the principal considerations of fast moving consumer goods is necessarily packaging, and with such a focus comes the attendant environmental concern. Many of these packagings come in the form of plastics, with that category subdivided further still.

Single-use plastics have come under particular scrutiny, with the European

CLICK TO WATCH : ‘UNILEVER 2025 PLASTIC PACKAGING COMMITMENTS’ 115 Parliament approving a complete ban planned to go into effect across the bloc by 2021. According to Unilever, the deaths of 100mn marine animals can be attributed to discarded plastic each year. “Plastic has its place, but that place is not in the environment,” said CEO Alan Jope in a press release.

“We can only eliminate plastic waste by acting fast and taking radical action at all points in the plastic cycle.”

In response to such measures, Unilever is helping forward the move towards a circular economy which not only uses less plastic but recycles, w w w.c so ma ga z i n e. com

UNILEVER

116

reuses or composts the material it

it sells” – moves which have seen

does use. Currently, Unilever quotes

Unilever become the first company

figures suggesting that only 14% of the

of its kind to target a reduction in

world’s plastic packaging ends up in

plastic in absolute terms.

recycling plants, with only 9% going on

“Our starting point has to be design,

to be recycled. The company announced

reducing the amount of plastic we use,

that by 2025 it would halve its use of

and then making sure that what we do

virgin plastic via a reduction in the

use increasingly comes from recycled

amount of plastic packaging in the

sources,” said Jope in the press

order of 100,000 tonnes and by

release. “We are also committed to

increasing its use of recycled material.

ensuring all our plastic packaging is

It said it would also help to “collect and

reusable, recyclable or compostable.

process more plastic packaging than

This demands a fundamental rethink

NOVEMBER 2019

117

in our approach to our packaging and products. It requires us to introduce new and innovative packaging materials and scale up new business models, like re-use and re-fill formats, at an unprecedented speed and intensity.”

Unilever’s endeavours in this area are backed by other concrete targets.

100% of Unilever packaging will have sustainability or recycling information by 2021, and 100% of packaging will be recycling ready or reusable by 2025.

“ We can only eliminate plastic waste by acting fast and taking radical action at all points in the plastic cycle” — Alan Jope, CEO, Unilever

All rigid Plastic packaging will be 100% w w w.c so ma ga z i n e. com

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“ We see no paradox between responsible consumption, sustainable business, purposeful brands and better financial performance” — Alan Jope, CEO, Unilever

Cif ecorefill – a 10x concentrated refill that allows shoppers to buy one spray bottle, which they can then use for life

NOVEMBER 2019

119

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

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Community-based waste banks NOVEMBER 2019

US$56.6bn Approximate revenue

1872

Year founded

155,000

Approximate number of employees

post-consumer resin by 2025, and for the Hellmann’s brand specifically, 25% of turnover will be driven by refillable or reusable plastics by 2025.

That brand, as well as Axe and Dove, are participating in the Loop Program to disruptively upcycle plastic waste via a process of depolymerization, in turn producing food-grade PET plastic and Polyester.

These targets are all intended to benchmark Unilever’s progress towards its ultimate goal. “Our vision is a world in which everyone works together to ensure that plastic stays in the

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UNILEVER

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Unilever’s partnership with Mr Green Africa unlocks sustainable solutions to plastic waste management in Kenya

All Things Hair – a new model of eco-friendly shopping in the Philippines NOVEMBER 2019

economy and out of the environment,” continued Jope in the press release.

“Our plastic is our responsibility and so we are committed to collecting back more than we sell, as part of our drive towards a circular economy. This is a daunting but exciting task which will help drive global demand for recycled plastic.”

The move towards sustainability is not in conflict with the business imperative, however. In an interview with the BBC, Jope said: “We do believe in trying to remain relevant for younger groups of consumers as they come into the market, and we know that millenials really care about purpose and sustainability and the conduct of the companies and the brands that they’re buying.

This is part of responding to society but also remaining relevant for years to come in the market. We see no paradox between responsible consumption, sustainable business, purposeful brands and better financial performance.”

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LSG Sky Chefs 124

WRITTEN BY

AMBER DONOVAN-STEVENS PRODUCED BY

CRAIG KILLINGBACK

NOVEMBER 2019

125

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LSG SKY CHEFS

Ricky Bivens, Head of Sustainability and Director of the Zero-Waste to Landfill program at LSG Sky Chefs, shares how the catering company is expanding its sustainability strategy across North America for a greener future

126

M

ore than ever, climate action is an essential corporate responsibility. LSG Sky Chefs, as part of the LSG Group, is an air-

line catering company committed to sustainability, working to reduce its carbon footprint, and leading by example. Ricky Bivens, Head of Sustainability and Director of the company’s Zero-Waste to Landfill (ZLF) program, has been a driving force behind this initiative since he joined the company almost a decade ago. He initially started off in the procurement department, responsible for a number of different categories, including waste. “Waste is a huge expenditure across North America and, while there are a number of variables, there are also a number of constants,” he explained. Once Bivens assessed these variables and constants, he devised the ZLF program: “While you can’t control the cost of a compactor, you can control what goes into it.”

NOVEMBER 2019

127

1941

Year founded

42

US locations

12,000+

Approximate number of employees w w w.c so ma ga z i n e. com

LSG SKY CHEFS

“ While you can’t control the cost of a compactor, you can control what goes into it” — Ricky Bivens Head of Sustainability, LSG Sky Chefs

SUSTAINABLE INNOVATION Bivens toured all 42 LSG Sky Chefs’ U.S. locations in order to evaluate how the template of the ZLF program would need to be modified to suit local jurisdiction and federal regulations.

He explains that landfill was no longer an option because the ecological damage it was causing was becoming increasingly apparent. He worked with LSG Sky Chefs’ customers and the airports in order to see how they could assist in achieving each airport’s green initiatives and subsequently surpass

128

them. “As we work with the airlines, we try to adhere to and exceed their cost expectations through the ZLF system,” says Bivens. Due to the nature of working with the aviation industry across a number of states, it is also imperative to work closely with the local state police and federal authorities.

LSG Sky Chefs also uses the ZLF system to work with its partners and suppliers, with the aim of becoming more sustainable. Bivens cites a partner who exemplifies how the ZLF program can create a positive effect: “We worked with a large waste company, Royal Waste, to examine NOVEMBER 2019

CLICK TO WATCH : ‘TAKE A PEEK INSIDE THE LSG SKY CHEFS CHICAGO FACILITY’ 129 its organizational structure in order

their methods. Whether it is the type of

to see how recycling could be better

plastic being used, the amount of pack-

incorporated into waste management.

aging, or their transportation methods,

Our partnership is mutually beneficial

together we challenge the vendors

as diverting from landfill benefits Royal

with ways in which they can improve

Waste, too.” Since then, Royal Waste

upon their carbon footprint. We may

has developed Material Recycling

meet with opposition but, more often

Facility machines to assist with waste

than not, they understand that if we

management, as well as reduce its

do what is environmentally correct,

carbon footprint. Bivens takes a similar

then the bottom line takes care of itself.”

approach with supply chain. “I work

For an initiative to truly take form, it

closely with our Head of Supply Chain,

needs to be embodied by the employ-

Rick Melvin, and I speak to a great

ees of a company. From a change

number of the companies that we

management perspective, Bivens

work with and question the need for

reflects that some individuals who w w w.c so ma ga z i n e. com

Smarter Solutions for a Sustainable Tomorrow Zero to landfill. Zero carbon footprint.

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Document Shredding

greatly opposed ZLF initially are now

enter our locations across North

some of its strongest advocates.

America, they can see our employees

Each LSG Sky Chefs location has a

embrace this ethos from the top down

“champion,” as Bivens calls them, who

to an individual level. There is a strong

is responsible for pushing innovation

level of initiative across our teams,

through the ZLF program. As the initia-

and they work from monthly tonnage

tive has had time to take root, Bivens

reports and share ideas on improve-

shares that there has seen healthy

ment.” As the program grows, it is

competition between regions as to

receiving a number of accolades. In

who has the most innovative waste-

2014, the initiative won the innovation

reduction ideas. “It has been humbling

award for Business and Environmental

to watch the program come into its

Process, which was accepted in Hong

own,” he says. “When our customers

Kong. “Winning this award allowed us 131

E XE CU T I VE PRO FI LE

Ricky Bivens Recycling has been a strong passion of mine for many years, both professionally and in my home life. In my line of work I have had the opportunity to see the impact that waste has on our world – we’re closing landfills in many areas across North America, and so I strive to train and teach everyone in our company about our Zero to Landfill (ZLF) policy. Every year since 2012 the ZLF processes that we have put in place have seen thousands of tons of waste from landfill be recycled or repurposed. As part of this, we have vendors onboard that work with us to rethink how things are packed and delivered to us. We also work closely with our airline customers to reduce waste and increase recycling processes, and we are always looking for cutting-edge equipment that enables us to raise the bar in reducing waste to landfill.

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132

NOVEMBER 2019

“As we work with the airlines, we try to adhere to and exceed their cost expectations through the ZLF system” — Ricky Bivens Head of Sustainability, LSG Sky Chefs

133

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LSG SKY CHEFS

134

“ When our customers enter our locations across North America, they can see that employees embrace this ethos” — Ricky Bivens Head of Sustainability, LSG Sky Chefs

NOVEMBER 2019

to set a precedent across our international markets,” he says, adding that it has also received a number of local awards, largely from airports, across its units in Los Angeles, Denver, Boston, Portland and more.

CREATING A GREENER FUTURE Though the initiative started out as Biven’s “baby,” he is humbled to see how it has grown into a company-wide responsibility carried on by every member of the staff. “Though we still have a long way to go, we have already come very far, and the ZLF program is starting to generate a lot of attention. As he looks to the future, Bivens is pushing to introduce the Ompeco in the US, a machine used across Europe that features impressive waste-reducing capabilities of up to 80%. Though he expects to meet some pushback with the emergence of this machine in the States, particularly from waste companies, he asserts that it is the best thing environmentally and will assist the LSG Group in fulfilling its role in addressing climate change.

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

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136

MAINTAINING A SUSTAINABILITY DRIVE AT THE YMCA OF SAN DIEGO COUNTY WRITTEN BY

SEAN GALEA-PACE PRODUCED BY

CRAIG KILLINGBACK

NOVEMBER 2019

137

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

YMCA OF SAN DIEGO COUNTY

LUIS D’CARPIO, VICE PRESIDENT OF ASSET MANAGEMENT, ENTERPRISE RISK MANAGEMENT & SUSTAINABILITY, DISCUSSES THE INFLUENCE SUSTAINABILITY IS HAVING ON HIS ORGANISATION’S OPERATIONS

D

edicated to helping people improve their quality of life and achieve their fullest potential, the YMCA of San Diego County is

a key component to the lives of thousands of people.

Focusing on three core areas – youth development, 138

healthy living and social responsibility, the YMCA serves more than 435,000 San Diego residents, employs over 5,500 people, and covers 1.2 million of real estate assets (18 branches and three overnight camps). Having been founded in 1882, the YMCA of San Diego County has become the largest YMCA association in the United States. Luis D’Carpio, Vice President of Asset Management, Enterprise Risk Management & Sustainability, discusses how important the ‘Y’s’ corporate social responsibility (CSR) strategy is. “Environmental stewardship is rooted in our commitment to social responsibility.

It’s vital to us and is a significant area of the service that we provide to the community,” affirms D’Carpio.

“For us, it’s important we provide facilities that improve the quality of human life through health and wellness, be a great place to work or volunteer, NOVEMBER 2019

139

1882

Year founded

5,500

Approximate number of employees

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YMCA OF SAN DIEGO COUNTY

“ ONE OF OUR BIGGEST CHALLENGES HAS BEEN HELPING TO SHIFT THE YMCA AWAY FROM BEING A DECENTRALISED ENTITY BECAUSE BRANCHES OPERATED AS INDEPENDENT BUSINESS UNITS” 140

— Luis D’Carpio, Vice President of Asset Management, Enterprise Risk Management & Sustainability

and give back to the community by reinvesting the savings generated by our sustainability efforts.”

Having joined the YMCA of San Diego in 2017, D’Carpio has over 20 years of experience working for a diverse range of entities, in addition to spending a considerable amount of time on a range of project types with a particular emphasis on sustainable design, construction and operational measures. Holding such a varied background, D’Carpio believes his experience has laid the groundwork for him to succeed in his current role.

“I’ve been fortunate in my career to have worked across three areas: owner-developer, general contractor and specialty contractor. As a result, it has given me a different perspective on what needs to be accomplished to achieve the desired end result,” he explains. “One of our biggest challenges has been helping to shift the YMCA away from being a decentralised entity because branches operated as independent business units. This centralisation allows us to focus on standardising our asset management approach and process to help establish and achieve our sustainability goals.”

NOVEMBER 2019

CLICK TO WATCH : ‘YMCA FOR ALL OF LIFE’S HEALTHIEST MOMENTS’ 141 In a bid to accelerate its sustainability

(SDGE) 2018 Excellence in Energy

efforts, the YMCA more recently

Leadership Award because of the work

completed two major capital projects;

that was done in collaboration with

Dan McKinney Family YMCA and the

vendors and the utility company to

Jackie Robinson Family YMCA, to

implement sustainability features,”

create a lasting impact on its facilities

explains D’Carpio. “Both projects

and the community, in combination

consist of over 45,000 sq.ft each and

with its capital efforts. Having opened

have the amenities that our communities

in 2017, the $25mn Jackie Robinson

needed. The Y’s first LEED Gold facility

YMCA building was developed to meet

was the Copley-Price Family YMCA,

the YMCA’s vision to serve the

which opened in January 2015.”

community and is also recognised with

In 2015, the YMCA created a 2025

a LEED Gold certification. “The Jackie

plan for the next decade and set out

Robinson facility was also acknowledged

clear targets of the projected place

with San Diego Gas and Electric’s

the organisation hopes to be within the w w w.c so ma ga z i n e. com

YMCA OF SAN DIEGO COUNTY

142

next 10 years. “We’re looking at

and Dan McKinney YMCA buildings,

building three to five new YMCAs,

work is well underway. However, D’Carpio

renovating our existing facilities to get

affirms there is still more to be done

them all to a comparable standard,

over the upcoming six years. “There’s

and ensuring we provide a safe and

definitely a lot of work to get finished.

clean environment that is good for our

Our current efforts continue to focus

community,” says D’Carpio. “Our goal

on energy and water management,

is to double our impact in order to

implementing key certifications, such

positively benefit the communities we

as LEED or WELL and incorporating

serve.” Four years in, and following the

additional renewable energy projects,”

construction of the Jackie Robinson

he says. “We’re also looking at how we

NOVEMBER 2019

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E XE CU T I VE PRO FI LE

Luis D’Carpio A hands-on and collaborative professional with experience helping design/build $500mn+ in civil, commercial, industrial, and renewable energy projects.

His background includes providing strategic leadership for a non-profit organisation, owner representation/ construction management to a real estate ownerdeveloper (residential, commercial, industrial), and project management/engineering to self-perform contractors (GC’s & concrete subcontractors).

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YMCA OF SAN DIEGO COUNTY

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NOVEMBER 2019

“ OUR GOAL IS TO DOUBLE OUR IMPACT IN ORDER TO POSITIVELY BENEFIT THE COMMUNITIES WE SERVE” — Luis D’Carpio, Vice President of Asset Management, Enterprise Risk Management & Sustainability

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manage our solar projects. We’ve completed six installations so far (2.5MW) out of 18 branches and three overnight camps. It’s important that we continue to look at where the benefits come from and how these projects tie into the return of the community.”

D’Carpio added that current efforts also continue to focus on partnerships.

“We believe that long-term sustainability

“ WE’RE IN THE EARLY STAGES OF SUSTAINABILITY, BUT OPEN COMMUNICATION IS PART OF OUR CHANGE MANAGEMENT PROCESS” — Luis D’Carpio, Vice President of Asset Management, Enterprise Risk Management & Sustainability

comes from key partnerships with vendors, regulatory agencies, and our local utility.”

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YMCA OF SAN DIEGO COUNTY

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NOVEMBER 2019

With the future in mind, the importance of remaining versatile and adaptable to the latest trends is essential to long-term success. To achieve this, D’Carpio believes observing change management is key and is continuously monitoring the ways in which his organisation can grow. “We’re in the early stages of sustainability, but open communication is part of our change management process so there are many opportunities for us to grow as we continue our transformation towards our strategic goals,” he explains. “We’ve still got a long way to go and we believe that continued success will be based on establishing high performing teams, implementing technology to effectively manage our work, and further developing collaborative partnerships.”

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150

HOW ANU IS HARNESSING ANALYTICS TO PLAN A SUSTAINABLE FUTURE FOR ITS CANBERRA CAMPUS WRITTEN BY

DAN BRIGHTMORE PRODUCED BY

RYAN HALL

NOVEMBER 2019

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The Australian National University (ANU) has applied the one planet methodology to its recent redevelopment of the campus’s central precinct. It has also pioneered socially responsible investment and a sustainable approach to energy use in its new campus master plan 152

T

he Australian National University’s Acton campus, in the capital city of Canberra, is populated by 24,000 students (6,000

of whom live on site) and over 4,000 staff; the ANU campus is practically a city in its own right.

To support ANU’s diverse range of needs – managing physical facilities, IT, corporate governance, finances and more – Chief Operating Officer Chris Grange and his colleagues oversee strategic planning to push forward the performance metrics for all areas of campus life. “My role balances the need to improve the physical development of the campus today while setting up frameworks to maintain that into the future,” explains Grange. “We’ve completed 2,000 new student beds on campus during my time here (since 2013) and we have construction currently underway to deliver another 900.”

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AU$1.3bn Endowment

1946

Year founded

4,000

Approximate number of employees

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A U S T R A L I A N N AT I O N A L U N I V E R S I T Y

“ My role balances the need to improve the physical development of the campus today while setting up frameworks to maintain that into the future”

gas and water. “We’ve seen improve-

— Chris Grange, Chief Operating Officer, Australian National University

and smart devices.”

ments to our analytics platform in terms of understanding student behaviours, perceptions, evaluations and other metrics. One of the key changes for us has been to use data to inform decision making within the university. When you apply that to the physical fabric of the campus, you’re really moving into the Internet of Things (IoT), with sensors Universities are complex organisations, requiring many individual pieces of technology to support disparate functions. One of the biggest challenges

154

for ANU has been getting those pieces of technology to talk to each other and The Acton campus is enormous, with

share information in real time. “We’ve

over 200 buildings across 145 hectares

made a considerable investment in

of land directly adjoining the Canberra

doing that,” asserts Nicki Middleton,

CBD, “so actually knowing rather than

Director of Facilities and Services.

guessing what’s going on around the

ANU’s technologically-enabled smart

campus is a really important part of

infrastructure network uses an open

deploying technology”, says Grange.

source communication and control

He notes the significance in recent

data network within the university

years of focusing on analysis and

to provide demand management

information management – whether

capability through a Building Monitoring

measuring the number of students

and Control System (BMCS), interfacing

going into classes, or deploying

with sensors, building services and

metering technologies to measure

appliances. “Ultimately we’re aiming for

real-time campus usage of electricity,

smart buildings which are sensor filled

NOVEMBER 2019

CLICK TO WATCH : ‘THE AUSTRALIAN NATIONAL UNIVERSITY’ 155

E XE CU T I VE PRO FI LE

Chris Grange Chris Grange has been working in universities for 30 years.

During this time he’s witnessed an enormous amount of change, as these institutions become increasingly sophisticated in the way they approach and manage a diverse range of issues, from expansion to energy planning. “That applies to sustainability, finance and technology,” adds Grange. “The amount of concrete improvement that universities are already achieving leads me to conclude there’s just so many more exciting opportunities to come.” Grange spent 25 years at the University of Wollongong in finance and personnel roles and as Vice Principal for Administration before joining the ANU in 2013.

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E XECU T I VE P RO FI LE

Nicki Middleton Nicki Middleton is the Director, Facilities and Services at the ANU, arriving at the University in early 2018. She is responsible for all major capital developments, as well as campus services like maintenance, security, cleaning, parking and visitor accommodation. Since her arrival, she has championed the development, and most recently, implementation of a new master plan for the ANU campus which will transform the campus over the coming years. The plan is one of the first campus master plans by any university to embed sustainability and energy management within the fabric of the overall plan.

NOVEMBER 2019

and capable of, not just following a

is vital. Cisco has aided us with our

more efficient program, but actually

infrastructure and the further work that

adapting themselves and moderating

will come in that space. Major vendors

their energy consumptions based upon

like Oracle, provide and support many

what the sensors tell them about the

of our most important applications,”

usage of the building,” says Middleton.

confirms Grange.

“Eventually, this is fertile ground for AI

The university’s approach to Socially

and other concepts to be applied to our

Responsible Investment (SRI) and

building management.”

the management of its AUD$1.4bn

Allied to that investment, ANU is

endowment raised eyebrows back in

partnered with IBM for its analytics

2015 when it divested from stocks not

platform, Cisco for its IT network and

in keeping with its social responsibility

Oracle for business solutions and

strategy. “Some elements of the press

major applications. “IBM’s tools have

were very antagonistic,” says Investment

helped us gain a better understanding

Office Director, Mary Fallon, “but the

of what’s happening within the university,

feedback on social media and via email

and how well we are performing, which

from our students, alumni and the local

E X E CU T I VE P RO FI LE

Mary Fallon Mary is Director of the Investment Office at ANU, where she is responsible for the management of the University’s investment portfolio and treasury funds. Prior to her appointment during 2016, Mary held a variety of senior investment positions in the United States, Europe and in Australia, including Allianz Pimco and QBE. Mary’s interest in the education sector began with her role as Chief Investment Officer for NGS Super, a $7billion superannuation scheme for Australian independent schools. Since joining the university, Mary has implemented a holistic approach to the measurement and implementation of the University’s Socially Responsible Investment policy.

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community was enormously positive.”

Fallon has been driving further changes over recent years. “We have reconsidered our management of international equities, revised the funds and investment mandate, and overlaid our SRI policy to our international equities management, applying performance metrics on carbon reduction to how we invest and who we invest in.” ANU has done the same with its domestic equities investment.

“We have consistently achieved a 25% 160

reduction or more in the carbon intensity of our domestic portfolio than the ASX200 benchmark” reveals Fallon who believes ANU has been a pioneer in that space.

“We’re now seeing the industry and the investment houses moving to accommodate Environmental, Social and Governance (ESG) and socially responsible investment, it’s a muchimproved marketplace,” she notes.

“Aberdeen Standard Investment, for example, applies the same ESG standards found in equity portfolios to fixed interest portfolios.” That overlay excludes investment in companies that derive more than 20% of their NOVEMBER 2019

revenues from coal, gambling, tobacco or pornography.

Grange maintains the development of the Kambri Precinct on campus has been ANU’s biggest improvement in physical facilities in recent years. “It’s a question of how you create a precinct, not just a single building, but an operating precinct which is sustainable from the ground up,” he explains. “We were looking for a method to measure the long-term sustainability of the precinct, and that’s where we landed on the ‘one planet’ methodology, using it to measure all of the outputs of this group of seven buildings and outdoor spaces, designing a sustainable outcome.”

Alongside the emphasis on metering and monitoring, ANU encourages initiatives like the use of recycled materials and rainwater harvesting. Canberra, as a city, already draws around 90% of its power from green sources, and ANU is one of the two largest consumers of electricity in Canberra.

“The one planet methodology compares you to the sustainability of the planet in its natural state,” explains Grange. “One is neutral so if your score is higher you’re depleting the resources w w w.c so ma ga z i n e. com

161

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A U S T R A L I A N N AT I O N A L U N I V E R S I T Y

C O M PA N Y FACT S

• ANU ranked first in Australia and 29th in the QS World University Rankings • 25,500 students • 96% of research at ANU is rated above world standard • 15 individual subjects ranked in the world top 25, 13 are number one in Australia

164

• 5-star maximum rating in the Good Universities Guide 2019 • 5,000 students live on campus • Six Nobel Laureates among staff and alumni

NOVEMBER 2019

of the planet. Less than one, and you’re actually making a positive contribution back to the planet. In Kambri, we’ve achieved a score of 0.7. The challenge now is to apply those learnings progressively to the rest of the campus.”

Grange muses that in a city already green, the drive must be to become more efficient, reduce the amount of energy consumed and give back to the wider city.

The new Campus master plan’s key goals for ANU’s Acton campus include an energy management strategy with five main objectives to become: a leading energy efficient campus; a carbon positive community with 100% renewable energy; a technologically enabled infrastructure network; capable of independently certified excellence and a platform for infrastructure innovation. The most important innovation for Middleton is the creation of a number of central energy plants.

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A U S T R A L I A N N AT I O N A L U N I V E R S I T Y

For example, we have a supercomputer consuming around 25% of all electricity used by the entire campus. The by-product is the generation of an enormous amount of heat. We can capture that heat and reuse it in other buildings, to power hot water systems in student accommodation, for instance. Having already created two of these central energy plants, we’re now working on the concept for a third. The aim is to implement this process across the university and harvest the energy 166

efficiencies we get and share the benefits across facilities.”

“ Ultimately we’re aiming for smart buildings which are sensor filled and capable of actually adapting themselves and moderating their energy consumptions” — Nicki Middleton, Director, Facilities and Services, Australian National University

NOVEMBER 2019

The ‘energy trilemma’ ANU faces encapsulates the tensions between three distinct aims for future energy systems: maintaining a reliable and secure energy supply; ensuring long term affordability, and drastically reducing GHG emissions associated with energy supply. The ANU will need to roll out large scale, on campus, electricity storage based on batteries, to reduce the significant cost of peak charges, infrastructure upgrades, and reduce network stresses. New campus

167

buildings with PVs will also incorporate

outside Canberra where we can feed

battery storage. This can be via

that power into the university and

connection to a Hub facility, or local

beyond from 2021.”

storage within the building.

“Demonstrating our green power

With the energy Grange, Middleton, Fallon, Kayser and their colleagues are

commitment is important,” reasons

bringing to their task, the future looks

Grange. Si Kayser, Associate Director,

both smarter and greener for the ANU’s

Capital Financing says “We’re doing

campus and the wider community.

that with solar power roof installations but it doesn’t move the dial in terms of our total energy equation. That’s why we are working with a partner on a on the concept of a 5MW solar farm w w w.c so ma ga z i n e. com

Centrica: 168

digital transformation in the field WRITTEN BY

WILLIAM SMITH PRODUCED BY

LEWIS VAUGHAN

NOVEMBER 2019

169

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CENTRICA

Centrica’s Head of Mobile User Computing, Joanne Rose, discusses the technological and cultural measures supporting digital transformation for users in the field

B

ritish energy multinational Centrica operates brands such as British Gas in the UK, Bord Gáis in Ireland and Direct Energy

in the US and Canada. Befitting its history, which 170

stretches back over 200 years, the company still maintains all of London’s gas lamps. Its technological credentials, however, are proven by such facets as its smart home subsidiary Hive. Employing around 31,000 people, part of its work as an energy service and supplier involves sending engineers to perform duties such as boiler repair and servicing, and smart meter installation. Joanne Rose, Head of Mobile User Computing at Centrica, is responsible for fulfilling the technological needs of teams in the field. That work is continuous, necessarily moving with the pace of technological change, as Rose explains. “We’ve transformed our field workforce digitally over the last 20 years.

Currently, digital transformation for us is about continually making sure that our fieldworkers have got the most up-to-date technology and software.

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CENTRICA

“ Digital transformation for us is about continually making sure that our fieldworkers have got the most upto-date technology and software”

172

— Joanne Rose Head of Mobile User Computing, Centrica

What we’re doing is setting the scene for our field workforce to be on the latest products and for them to be kept up-to-date.”

To carry out that work, Rose has found the introduction of new IT systems invaluable. “We’ve rolled out Windows 10 right across the organisation. One of the reasons that Windows 10 has been so important is because we have the Evergreen solution behind it. We will never be too far behind the latest operating system version that Microsoft is providing.” That escape from incremental and periodic upgrades extends to Centrica’s embrace of cloud technologies such as Office 365. “We use OneDrive for file storage along with the Office 365 tools like Excel, Word, Teams and PowerPoint,” says Rose. “From a user experience point of view, that Office 365 rollout has really transformed Centrica. We have the full suite and we’re constantly adding new applications and features.”

Centrica’s field workers have benefited in numerous ways, starting from the implementation of Centrica’s Windows 10 systems. “We have around 8,000 field users, and they were on

NOVEMBER 2019

CLICK TO WATCH : ‘THE NATURE OF DIGITAL TRANSFORMATION AT CENTRICA’ 173 a mix of Windows 7 and Windows 8.1.

they’re geographically spread, they

Our largest workforce, our Service

suffer challenges in some remote parts

and Repair workforce, were on really

of the country where 4G is inacces-

old devices as well. The project was

sible. Those challenges all had to be

manifold because, concurrent with

taken into consideration.” Geographi-

the engineers’ laptops being replaced,

cal isolation brings challenges beyond

my team introduced a new operating

just connectivity, and technological

system alongside a brand new suite of

solutions are addressing these as well.

applications.” Compounding this chal-

“It’s very difficult to replace devices

lenging project was the nature of field

or enact a big IT upgrade because

work, with niche requirements in com-

our field workforce is truly field-based,

parison to desktop users. “They use

meaning they never come to a Centrica

a different VPN solution, and their con-

office and they don’t have regional de-

nectivity largely depends on the Voda-

pots. The technology they’re now using

fone network,” says Rose. “Because

means they can communicate with the w w w.c so ma ga z i n e. com

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The transformation embraced Windows

“The replacement of legacy devices was a crucial first step to enable employees to benefit from a new integrated, evergreen enduser service”

10, Azure, Office 365 and Fujitsu’s digital hybrid offering – on-premise and Cloud – for end user IT services, allowing 31,000 global

has provided Centrica’s employees with

employees, including 8,000 field engineers,

a new lease of flexible working, which in to-

to collaborate and be productive on a glob-

day’s ‘the workplace is everywhere’ is essen-

al scale. The result is that every employee,

tial for employee satisfaction and wellbeing

from office, home or field has equal access

– supporting all types of people in Centrica’s

to services. The new workplace is also

diverse workforce; with increased mobility

future proofed against the fast-moving pace

and effectiveness, while increasing employ-

of technology by being evergreen, so em-

ees’ ability to deliver great customer service.

ployees can always benefit from the latest

The replacement of the legacy devices

innovations and features.

Services are now available from any de-

was a crucial first step to enable employees to benefit from the new integrated, ever-

vice, increasing employee engagement, as

green end-user service, and by working

users are able to have the same, up-to-date

hand in hand with Centrica, and partnering

experience, in the office and field, as they

with Panasonic, Fujitsu procured, built and

do at home on their personal devices. This

led the deployment of 8,000 rugged and robust devices to Centrica’s team of field engineers so that they can now deliver an improved customer experience.

Alongside this, we have reduced the cost to serve, a key component of Centrica’s Digital Strategy. The outcome of the collaboration is a foundation for being able to add digital capabilities to improve engineers First Time Fix rates, resulting in great customer satisfaction and increased field productivity.

CENTRICA

CLICK TO WATCH : ‘CENTRICA: FIELD-SUITABLE HARDWARE FROM PANASONIC AND FUJITSU’ 176

whole of Centrica using Yammer,” says

amazing thing about the Microsoft tools

Rose. “Yammer is Microsoft’s enter-

that we’re using is accessibility. For

prise social media tool, and we have,

engineers or employees with disabili-

for instance, particular groups that

ties across Centrica, those Microsoft

relate to their laptops. My team moni-

tools provide a lot of extra functional-

tor the relevant groups and contact

ity. If you are dyslexic, for instance, you

the engineers to get more information

can change the setup to make it more

about trending problems.”

friendly to you. Subtitles are available

A critical partner of Centrica’s on-

for live meetings if you’re hard of hear-

going digital transformation has been

ing, and if you’re visually impaired you

Microsoft which, aside from the afore-

can change the technology to work

mentioned Windows 10, Office 365

better for you.” On the hardware side,

and Yammer, has also provided tools

Panasonic has been vital to field work

to ensure access to its services. “An

at Centrica, providing laptops and

NOVEMBER 2019

more. “Panasonic has been a Centrica technology partner for more than 20 years. I’ve worked with them practically all of that time, and they are an extremely supportive supplier. They have helped us to understand the technology that they’re introducing as they refresh their current models, particularly during our latest project where we rolled out about 6,000 Panasonic TOUGHBOOK G1 devices to the field.

We always work very closely with Panasonic when we’re doing our device selections.” Providing the tailored builds to operate successfully in the

“ Where we’re implementing new technology, we make sure that users are happy with it and really understand it before it gets deployed” — Joanne Rose Head of Mobile User Computing, Centrica

field was Fujitsu. “We worked closely

E XE CU T I VE PRO FI LE

Joanne Rose Joanne is Centrica’s Head of Mobile User Computing.

She’s passionate about supporting Centrica’s field-based employees. Joanne leads a high performing team that have ensured that the field-based employees have the best technology available to them.

She’s also an active campaigner for gender diversity in her organisation and an energetic member of the Centrica Women’s Network.

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CENTRICA

“ The most important 178

thing for us is to be able to keep our estate Evergreen” — Joanne Rose Head of Mobile User Computing, Centrica

NOVEMBER 2019

179

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CLICK TO WATCH : ‘CENTRICA: HOW THE CLOUD AIDS COMMUNICATION AND ACCESSIBILITY’ 181 with Fujitsu to make sure that the Win-

hugely important to him and his strat-

dows 10 build that we were deploying

egy, so in sponsorship terms there’s

to our field workforce was the best that

never been an issue.” Care was taken

it could be and met the different needs

to ensure the field workforce was on

of field users. That planning stage was

board and engaged with the introduc-

vital, and what they delivered really

tion of new technologies. “We made

worked for the field.”

sure there was a pilot group which was

With the change in technology there

able to trial devices and get first looks

was a parallel need to ensure that it

at the software,” says Rose. “Where

could be integrated culturally in different

we’re implementing new technology,

parts of Centrica. Rose found the ap-

we make sure that users are happy with

petite for digital transformation came

it and really understand it before it gets

from the highest levels. “The approval

deployed.” For the wider company,

came from the top and our CIO, Mike

programmes are in place to spread the

Young. Digital transformation has been

message and ensure understanding of w w w.c so ma ga z i n e. com

CENTRICA

new technologies. “One of the things that we’ve introduced at Centrica is a community called the Digital Champions Network, and we have 600 digital champions that help with the adoption of new Office 365 technology throughout the company.”

As much as it was important to ensure the right culture was in place to profit from digital transformation, Rose is passionate about the need for a culture shift surrounding issues of diversity.

“I’m a strong voice in Centrica when it 182

comes to talking about women and diversity issues. I am on the Centrica Women’s Network working group and I head up the local chapter here at the office. It’s a really exciting network and it’s grown significantly, particularly over the last year. We’re working a lot more closely with our Diversity and Inclusion team, so that the strategy of Centrica’s Women’s Network is supporting the strategy of our Diversity and Inclusion team. We have a committee and we organise events in our own location, whether it’s career development sessions or presentation skills courses. We celebrate International Women’s Day and we’ve done events NOVEMBER 2019

for that which have generated awareness around the issues that women face in the workplace. My chapter has set up a mentoring scheme for women.

We set it up around nine months ago, and we had a review session just a few months back. The impact that the mentoring scheme has had on the women participating has been astounding.

It’s not that we’re saying every woman should be promoted – it’s more that every woman should be the best that they can be, and the changes that we’ve seen in these women, and the changes and differences that they’re making to our local office, has been amazing. Those kinds of things have been extraordinary to see and they’re really making a difference.”

The perennial nature of digital transformation at Centrica sees a number of projects in the pipeline. “We’re speeding up how we deploy updates into our field workforce. There’s a project going on with Microsoft at the moment using the DevOps model and Microsoft Store for Business. We’re working with our local application teams so that, when fixes to current issues are identified, it’s days before w w w.c so ma ga z i n e. com

183

CENTRICA

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“ The changes that we’ve seen in these women, and the changes and differences that they’re making to our local office, has been amazing” — Joanne Rose Head of Mobile User Computing, Centrica

NOVEMBER 2019

they get out to the workforce rather than weeks. It’s vital to us that our engineers aren’t falling behind on patches and operating system updates – both for the sake of security and feature updates that they bring. We’re working with our partner Fujitsu to make sure that we can keep those devices and our workforce in that Evergreen state.

We’re looking at BT Pinhole technology where we will be using the BT wifi network as an alternative to the 4G network, and Fujitsu are on board and very supportive with this. The most important thing for us is to be able to keep our estate Evergreen.” With the digital innovations implemented by Rose and her team, Centrica’s field workers can perform their crucial role with confidence in the technology they use.

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186

Accelerating a sustainability drive with Schur Flexibles Group WRITTEN BY

SEAN GALEA-PACE PRODUCED BY

CAITLYN COLE

NOVEMBER 2019

187

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SCHUR FLEXIBLES

Martin Berlekamp, Head of Sustainability at Schur Flexibles Group, discusses the sustainability initiatives his firm is undertaking to help achieve a greener future

S

howcasing that actions speak louder than words, Schur Flexibles Group has proven how much of a priority sustainability is for

the firm. Having backed up claims that sustainability is at the forefront of decision-making following its recognition as the winner of FlexiClose’s 2018 German Packaging Award in Sustainability, Schur 188

Flexibles has established the 5R approach to a greener future: Recycling, Replace, Reduction, Renewal and Responsibility.

To help achieve this goal, Martin Berlekamp, Head of Sustainability at Schur Flexibles Group, believes his company’s determination to transform the handling of plastics has been key. “We see our current sustainability transformation as a challenge because society is keen to change the treatment of plastics,” says Berlekamp. “As packaging takes up a high percentage of plastics being produced, we have to find a responsible way to handle sustainability along the value chain. As Schur Flexibles is well prepared with its current and new product portfolio, we can help our customers fulfil their sustainability goals which are often much more demanding than the ones requested by the legislation.”

NOVEMBER 2019

“ We see our current sustainability transformation as a challenge because society is keen to change the treatment of plastics” — Martin Berlekamp, Head of Sustainability, Schur Flexibles Group

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189

SCHUR FLEXIBLES

“ In addition to our 2025 target, we also have one for 2020 — we want to provide a recyclable solution to all markets” 190

— Martin Berlekamp, Head of Sustainability, Schur Flexibles Group

Schur Flexibles aims to make the majority of its products recyclable before 2025 and already possesses an array of recyclable products in its portfolio, with the company looking to ensure its product materials are responsibly sourced. Schur Flexibles is considered the best in the market in raw material consumption along with producing primarily recyclable packaging. “Sustainability is a clear management target and the company provides the resources to follow up,” affirms Berlekamp. “In addition to our 2025 target, we also have one for 2020 — we want to provide a recyclable solution to all markets.

The aim now is to meet our short-term target and devise a strategy, project plan and ensure resources are in place for the 2025 one.” Although Martin Berlekamp admits that his firm’s 2025 sustainability targets are challenging, the firm is determined to align to the requirements of large supermarket chains. “There’s a lot of work to do.

If you look at Carrefour, Tesco, Aldi or Lidl, they have their own sustainability programmes,” he says. “These are the

NOVEMBER 2019

CLICK TO WATCH : ‘SCHUR - OUR MISSION’ 191 targets that customers would like to

– the proven concepts and estab-

see in their own shops. As a flexible

lished materials, the R&D pipeline,

film supplier, if you’re not capable of

management and entire staff of Schur

delivering recyclable solutions, then

Flexibles will lead us to being the

you won’t be in operation for very long.”

number one supplier of sustainable

Fritz Humer, Chief Sales Officer

packaging solutions. This is the most

(CSO) at Schur Flexibles Group, states

important part of the growth strategy

the company’s growth over the past

of the company.”

few years has been significant, and

“Everyone has become a lot more

the future is even more encouraging.

aware of what’s going on in the oceans,”

“We’re on an exciting journey with

says Berlekamp. “Since that time,

customers, markets and society having

customers are more sensitive about

a new way of looking at packaging

packaging materials, particularly

materials,” says Humer. “As a responsible

plastic ones. It’s become a key reason

company, sustainability is in our DNA

why the whole community is now w w w.c so ma ga z i n e. com

NIPPON GOHSEI offers eco-friendly and recyclable resins, SOARNOL™ (EVOH) and Nichigo G-POLYMER™ (BVOH), and provide a high level of technical support to create tailor-made product solutions. www.nippon-gohsei.com

We look forward to meeting you! Building 4.01

looking for sustainable alternatives.

With a clear idea of how to reduce

They’re coming into a circular economy

plastics consumption, Berlekamp

and it has been one of the biggest chal-

believes the best way to tackle

lenges because, in the past, the flexible

reduction is to utilise the thinnest

films industry was really developing

film to help reduce harmful emissions.

thin films using multiple polymers.

“The carbon footprint impact of packed

Recyclability is not a given if you have

foods is around 97%, with the addition-

different polymers, and this is why

al 3% coming from the packaging film,”

we’re trying to do more for less.”

says Berlekamp. “Nevertheless, we

NOVEMBER 2019

have to take care of that 3% because

companies and associations that

if we reduce that to the sustainable

represents the entire flexible packag-

and even recyclable possible solution,

ing supply chain. “CEFLEX is very

then it enables us to decrease the

important and has an influence on

carbon footprint in the easiest way.”

European legislation because people

As a member of the CEFLEX and

are now listening,” he says. “I believe

Save Food initiatives, Schur Flexibles

it’s good that we have something

is accelerating its sustainability drive

independent coming from the industry

through these organisations. CEFLEX

and the value chain of packaging to

is the collaborative initiative that

examine how we can change the future

features a consortium of European

of packaging.” With one third of all food

E XE CU T I VE PRO FI LE

193

Martin Berlekamp Berlekamp studied chemistry at the university of Münster Germany.

After finishing his doctoral thesis, he became a postdoctoral fellow to Finland. His first industry position was in a SME as “Head of Application Technology.” In 1999, he changed to a manufacturer of rigid films. During the following 12 years he had different roles in the company – always in the food packaging area.

As the company expanded, he was responsible for the integration of the sites for food packaging films in Finland. Further projects called for additional expat periods in Spain and Portugal. Berlekamp joined Schur Flexibles Group as the Head of Sustainability for the entire Group in 2018 and began the challenge of facing the new Plastics Packaging Waste Directive as well as the high awareness of customers and the society regarding plastic packaging.

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SCHUR FLEXIBLES

wasted or lost, Save Food exists to drive innovations, promote interdisciplinary conversations and generate solutions to debates across the supply chain. In a joint effort with industry members, politics and civil society, the organisation seeks to collaboratively solve food wastage. “We can help to reduce food waste by ensuring that food is packed with a suitable and recyclable packaging film because it will have a bigger impact on cutting our carbon footprint than just reducing 194

plastic use,” notes Berlekamp. In order to ensure that food is packed correctly,

€520mn Approximate revenue

2012 Year founded 1,750 Approximate number of employees

NOVEMBER 2019

Schur Flexibles has established a key partnership with Nippon Gohsei, a group company of Mitsubishi Chemicals and a producer of EVOH and PVOH providing an appropriate barrier between the product, oxygen and substances such as odd flavors that could contaminate the product. “You need a barrier against oxygen in order to protect valuable proteins like in fish, cheese and meat. We’re working closely with Nippon Gohsei - also a member of CEFLEX - in order to

“As a responsible company, sustainability is in our DNA” — Fritz Humer, Chief Sales Officer (CSO), Schur Flexibles Group

195

develop tailor-made barriers and

bigger companies and two smaller

integrate them into our films.”

ones. We’re ambitious — the target

With a drive to grow through acquisi-

is for Schur Flexibles to be among the

tion as well as promoting growth

top five players in Europe. We have

organically, Berlekamp affirms the

to try and balance our growth in packag-

company’s target is to become one

ing materials and look at how we can

of the biggest companies in its field

gain market share from the competition

in Europe. “We positioned ourselves

following the launch of new products

in the market environment with our

in the market.”

sustainable and recyclable solutions early and have become – we’re proud to say – the best-in-class,” he affirms.

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SEWA

196

Digital disruption in the energy industry WRITTEN BY

AMBER DONOVAN-STEVENS PRODUCED BY

CAITLYN COLE

NOVEMBER 2019

197

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S H A R J A H E L E C T R I C I T Y A N D W AT E R A U T H O R I T Y

Afra Alowais, the Chief Efficienology Officer of Sharjah Electricity and Water Authority, shares the company’s digital transformation driving enhanced sustainability

T

he government-owned Sharjah Electricity and Water Authority (SEWA) became a profitable organisation in 2015 and has

seen gradual expansion in conjunction with Sharjah 198

Emirate ever since. It has won several awards in the United Arab Emirates and across the globe, including the ‘Best Energy Efficiency Solution C&I’ at the Asian Utility Innovation Awards, Asian Utility Week 2018 in Thailand; the ‘UAE Energy Management Insight Award 2017’ from the Ministry of Energy and industry; and the ‘Sustainability Innovation Award 2017,’ awarded by Oracle. The role of Chief Efficienology Officer was explicitly created for Afra Alowais, who is responsible for driving the initiatives relating to efficiency and technology. Alowais joined SEWA having graduated as a Sustainable and Renewable Energy Engineer only six months prior. She became fluent in English – less than three years after joining SEWA – so that she could better represent the organisation as an official spokeswoman, speaking at global events not only NOVEMBER 2019

199

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S H A R J A H E L E C T R I C I T Y A N D W AT E R A U T H O R I T Y

on behalf of SEWA, but for Sharjah Emirate as a whole. Her diligence and dedication to sustainability in Sharjah earned her the autonomy to create her department: Energy Management and Audit. This department is charged with implementing a programme called ‘Energy Efficiency and retrofit’. Alowais shares that her team is a group of

“ Energy efficiency must be more 200 than a slogan” — Afra Alowais, Chief Efficienology Officer, Sharjah Electricity and Water Authority

female engineers who also share passion and motivation. “Efficiency and conservation are key components of energy sustainability: the concept that every generation should meet its energy needs without compromising the needs of future generations,” she says.

The Pareto principle is at the centre of her leadership ethos. She believes that a leader should be self-motivated to inspire those within the team to accomplish the strategy. “A team member believes in promoting environmental stewardship and green growth, and whole-heartedly contributes to the policy and research in energy efficiency,” says Alowais, “As Chief Efficienology Officer, I promote the use of new and renewable

NOVEMBER 2019

CLICK TO WATCH : ‘HIGHLIGHT ON 22ND JULY 2019 THE 11TH ANNUAL SUSTAINABLE DEVELOPMENT CONGRESS WEEK’ 201 energy sources and encourage sound

designed around knowledge manage-

environmental policies and practices.”

ment and aligned with the vision of the Ruler of Sharjah Emirate H.H.Dr.

THE PATH TO SUSTAINABLE ENERGY

Sheikh Sultan Al Qassimi for Sharjah to

“Sustainability is at the core of SEWA’s

become the UAE ‘City of Conservation’.

pathway,” says Alowais. “With the

“As a Government utility we have these

widespread support of the Paris

four stages: generation, transmission,

Agreement on climate change, we are

distribution of power, and electricity

finally seeing a great momentum

and gas. More importantly, we wish to

building up to tackle climate change.”

build a strong sense of trust with the

She says that SEWA plays a crucial

customer. We are beyond being a

role in decarbonising the UAE econo-

normal utility, so this is the transforma-

my by switching to cleaner fuels and

tion happening under our leadership.

adopting renewable energy. SEWA has

Most companies across all industries

a sustainability pathway which is

are moving to digitalise these services, w w w.c so ma ga z i n e. com

We’re creating a smart future for all kinds of facilities.

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The pace of digitalization in energy strengthens the relationship between all energy leaders, Electricity and Water Authorities across the Middle East & Africa and Johnson Controls (JCI) to drive a broad range of energy solutions including designs and implementation of energy savings projects includes retrofitting and energy conservation of existing buildings.

At all times, our innovations are focused on optimizing and reducing energy consumption that are striving to become more energy efficient, sustainable and healthful environment.

Developing countries can cut growth in energy demand invested in in avoided

$2half $1 moreSAVES than building efficiency

power generation costs.

Source: World Resources Institute - In partnership with Johnson Controls

Our digital technologies enable saving opportunities in all areas of the building. The cutting edge Central Plant Optimization solution takes in future weather data to maximize savings and performance. The Johnson Controls Enterprise Management System (JEMS) provides a holistic monitoring and control to provide actionable insight, that drive operational savings to the bottom line.

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Qanat Al Qasba

(*Left to right)

• • • •

Baseline Analysis Energy Audit Energy Modeling Bench Marking

Petrofac

Sharjah, UAE - The senior leadership of Sharjah Investment and Development Authority (Shurooq) and Johnson Controls International celebrated their partnership upon the successful completion of the Energy Efficient Retrofit for Central Chiller Plant serving Qanat Al Qasba, a landmark destination in Sharjah that is extremely popular with tourists and residents.

• • •

Energy Efficient Equipment Central Plant Optimization Measurement and Verification

Saving % 70.0%

55.2%

60.0% 50.0% 40.0% 30.0%

33.19%

20.0%

0.0%

0.0% 2009

• •

40.2%

44.2%

49.1%

17.4%

10.0%

•

33.8%

8.0%

2010

2011

2012

2013

2014

2015

Measurement and Verification Central Plant Optimization Insulation Improvement

2016

2017

• • • •

Johnson Controls partnered with Petrofac Sharjah, to save around 3,400 tons in annual greenhouse gas emissions, earning an energy management award. Reducing energy consumption by 55% over the 8 year program.

Thermal Imaging Energy Modeling Energy Audit Baseline Analysis

His Excellency Marwan bin Jassim Al Sarkal valued the lead taken by Johnson Controls in extending their global Energy Service (ESCO) Solutions expertise to Shurooq with the York and Metasys brand and in retrofitting with high efficiency systems for better energy performance. *Left to right: His Excellency Marwan bin Jassim Al Sarkal - Shurooq CEO, Claude Allain - Vice President and Managing Director - Johnson Controls Middle East & Africa, Marcus Schumacher - Vice Presidenct and General Manager GCC - Johnson Controls Middle East & Africa

For further advanced technologies, energy-efficient and sustainable equipment.

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Johnson Controls Middle East and Africa Headquarters P.O. Box 31065, 13th Floor, API Tower, Sheikh Zayed Road, Dubai, UAE middleeast.johnsoncontrols.com

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204

“ Efficiency and conservation are key components of energy sustainability” — Afra Alowais, Chief Efficienology Officer, Sharjah Electricity and Water Authority

so we are trying to leverage AI to streamline the energy sector to be more cost-effective and accessible in line with the growing expectations of customers.” One example she gives of this digitalisation is the app available to customers, enabling them to track their bills, usage, and carbon emissions.

This is part of the Green Billing Initiative that was launched in 2018 to combat paper waste. “Energy efficiency must be more than a slogan,” asserts Alowais.

NOVEMBER 2019

205

A large part of this programme is the drive to retrofit buildings across Sharjah. “Retrofitting buildings in Sharjah city will facilitate the reduction of consumption and will support our commitment as a utility to meet the

CO MPAN Y FACT S

• In 2017, SEWA reached 2.5mn people through various channel strategies consisting of social media, emails, SMS and training

demand. Experience from projects already done shows that we can easily save around 25-30% of the annual consumption in buildings, bringing significant cost savings.” The project was started in 2018 and covers two aspects: in-house facilities and w w w.c so ma ga z i n e. com

S H A R J A H E L E C T R I C I T Y A N D W AT E R A U T H O R I T Y

“ Sustainability is the core of SEWA’s Pathway” — Afra Alowais, Chief Efficienology Officer, Sharjah Electricity and Water Authority

206

during the past year, and reviewing how best to appeal to SEWA employees.” In addition to this, SEWA hosts an annual meeting for partners to attend to strengthen relationships. This event is open to various market players and includes stakeholders such as suppliers, contractors, customers, government authorities. SEWA makes

consumer’s facilities. It’s very impor-

its partners aware of its strategies,

tant to walk the talk and show consum-

plans, and goals and how it intends to

ers that we are committed to retrofit-

improve its sustainability performance.

ting our own facilities too. From the

“We place our stakeholders’ needs,

consumers side, the programme

expectations, and happiness at the

focuses on the greatest consumers in

core of our strategy, providing the

the city, ‘The Top 100’, which utilise

reliable electricity and water infrastruc-

most of the electricity and water in the

ture required to support Sharjah’s

SEWA’s network.”

economic growth.”

A vital component of the energy transformation is the Energy Manager

THE JOURNEY CONTINUES

Association. Last year, professors from

As SEWA moves forward with its

the UK visited SEWA’s Academy in the

energy transformation journey, it will

UAE to provide “intense training on

continue to support the optimisation of

energy” to the SEWA team, advising on

energy and water consumption at

energy management, energy auditing,

customer facilities with a goal of

efficiency, renewables, and behaviour-

eventually introducing and integrating

al change. “Last year, our team was

renewable power to the grid. Alowais

chosen as a core participant in this

believes that society is influenced by

programme, and now, one year on, we

being engaged and persuaded to

are carrying out a review of progress

understand the value of energy

NOVEMBER 2019

E XE CU T I VE PRO FI LE

Afra Alowais Afra Alowais leads the Energy Management and Audit Department of Sharjah Electricity and Water Authority (SEWA). She joined SEWA in 2016 after qualifying with a degree in Sustainable and Renewable Energy Engineering from University of Sharjah.

Afra was specially selected for her current role after distinguishing herself with strategic projects. She is passionate about environmental stewardship and promoting green growth; one of SEWA’s key goals. Performing as a Sustainable and Renewable Energy Engineer, Afra contributes to policy and research in energy efficiency. Her vision is to bring about a sustained change in consumer behaviour and energy efficiency practices.

Achieving the consequent reduction in resources used underpins everything that she does. She quickly recognises opportunities to translate strategy into action. To this end, she created the SEWA Sustainability Pathway as a permanent high-impact installation in the head office to illustrate the organisation’s vision.

This foresight also drove her to commission an innovation project to explore changing customer behaviour using the FORTH Innovation Method, which is new to the region. Most recently, Afra has championed a building retrofit programme targeting a reduction of 30% in each premises –­­­­ an initiative to advance the position of Sharjah as City of Conservation. The title of Chief Efficienology Officer was recently bestowed in recognition of her determination and commitment to develop Green Growth.

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S H A R J A H E L E C T R I C I T Y A N D W AT E R A U T H O R I T Y

900,000+ Sharjah’s population

1995

Year SEWA was founded

4,000

Approximate number of employees 208

NOVEMBER 2019

209

efficiency, not by being pushed by policy. “It’s about highlighting the gain value from SEWA to the customer, not only the other way around. Customer loyalty can be delivered through excellent service, and we intend to continue to deliver this.” She concludes: “SEWA’s goal is to bring about a sustained change in consumer behaviour and energy efficiency practices, and achieving the consequent reduction in resources used.”

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