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
Making a greener America
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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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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
electricity while emitting zero carbon w w w.c so ma ga z i n e. com
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LEARN MORE
OUR LONG-TERM PARTNERSHIP WITH MCDERMOTT Leeden NOX began working with McDermott, when McDermott first began their operations in Batam, Indonesia in the 1970s. Today, Leeden NOX is honoured to be the partner of choice for McDermott, for their gas, welding and safety requirements. Our gas division first began supporting McDermott in their gas requirements at their Singapore facilities in the early 1970s. We extended this collaboration to McDermott’s yard in Batam, Indonesia thereafter with gases initially being sent from Singapore until we established PT National Industrial Gases Indonesia (PT NIG). Today, we are a total gas solution partner to McDermott in Batam, where we supply a myriad of gases that caters to McDermott’s cutting needs (namely dissolved acetylene, compressed natural gas and oxygen) and stringent welding requirements (namely shielding gases like compressed carbon dioxide, liquid argon and compressed nitrogen). 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. PT NIG recently launched the San Arc™ welding shielding gas to increase welding productivity and deliver significant proven cost savings for mild steel, stainless steel, duplex stainless steel and titanium welding requirements. In areas where innovative welding solutions are needed, Leeden NOX is able to formulate unique San Arc™ gas mixtures for specific or special materials. Our wide range of industrial gases are often used in tandem with Leeden NOX’s welding filler metals, welding and cutting equipment, to deliver the best-in-class welding and cutting performance. As the choice provider of welding and cutting equipment to McDermott, McDermott recently invested in state-of-the-art Miller XMT 350 FieldPro™ & ArcReach SuitCase 12 wire feeders for their yard operations. When used together as a system, the Miller XMT 350 FieldPro™ & ArcReach SuitCase 12 wire
feeders delivers ArcReach Technology, that increases jobsite productivity and efficiency. This is achieved by eliminating the time spent tracing weld cables even at hundreds of feet back to the power source as weld operators are now able to make voltage adjustments at the ArcReach wire feeder.In addition, the Cable Length Compensation (CLC™) technology ensures that the voltage a weld operator sets is the voltage they get, by automatically adjusting voltage based on weld cable length. Coupled with the use of Hobart Fabshield 81N1 and Fabshield 81N2 flux-cored self-shielded wires, McDermott is able to conduct critical welding operations even in strong windy outdoor yard conditions. 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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PROFAB
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Learn more
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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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MIS S IO N : Delivering high-end filler metals, welding systems, heating systems, accessories and consumables that will increase our customers’ productivity. Be our customers’ preferred partner by providing complete welding solution. MARINE, OIL & GAS FABRICATORS OFFSHORE PIPE LAYING CONSTRUCTORS POWER PLANT AND PETROCHEMICAL CONSTRUCTION WIND TOWER FABRICATORS Building our brand to mean creativity, reliability, technical superiority, friendliness and honesty to all our customers, partners and stakeholders.
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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Š www.eocharging.com w w w.c so ma ga z i n e. com
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
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© 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
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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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PURPOSE LED, PERFORMANCE DRIVEN
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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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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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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.
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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
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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
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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
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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
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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
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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
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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
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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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“ 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
Supply Chain Efficiency Demands a World-Class Supplier.
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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
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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
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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
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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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LSG SKY CHEFS
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.
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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
w w w.c so ma ga z i n e. com
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.” 147
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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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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.” NOVEMBER 2019
153
AU$1.3bn Endowment
1946
Year founded
4,000
Approximate number of employees
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“ 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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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
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. “The traditional concept is to manage energy building by building, but when you’re operating a university campus you have enormous opportunities to get economies of scale by servicing multiple buildings or using the outputs from one building to serve another. w w w.c so ma ga z i n e. com
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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. NOVEMBER 2019
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“ 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
Empowering your people to engage
Unleash your people to connect, collaborate, and innovate to transform your workplace and business. Evergreen Workplace Services from Fujitsu. Find out more about Digital Workplace at www.fujitsu.com
Empowering Centrica’s frontline We live in a world that demands flexibility and convenience and having a single work location is no longer the world we live in. A fantastic employee experience is key to the success of the modern business, and to achieve this, Centrica partnered with Fujitsu to transform and deliver their Digital Workplace. 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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“ 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
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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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Accelerating a sustainability drive with Schur Flexibles Group WRITTEN BY
SEAN GALEA-PACE PRODUCED BY
CAITLYN COLE
NOVEMBER 2019
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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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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. “Since I joined, we’ve purchased two w w w.c so ma ga z i n e. com
SEWA
196
Digital disruption in the energy industry WRITTEN BY
AMBER DONOVAN-STEVENS PRODUCED BY
CAITLYN COLE
NOVEMBER 2019
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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. How does improved comfort, safety, performance and energy efficiency throughout the lifecycle of your project or building sound? We have the solution – design, HVAC maintenance and repair, retrofits, system integrations and even financing options – no matter the type, age or size of the facility.
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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.
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$2half $1 moreSAVES than building efficiency
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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. Retrofitting of cooling and building controls solutions in existing buildings offers significant opportunities for reducing energy consumption and greenhouse gas emissions.
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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. Please visit our website or call +971 4 309 9999. 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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“ 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.
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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
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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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