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April 2015


The Price of SOLAR

TOP10 The

Big Energy Breakthroughs

Schneider Electric

Turning Today’s Risk Into Tomorrow’s Opportunity



“Our vision is to execute a vertically integrated “pit to plug” business with the coal from the proposed Carmichael Mine being transported by rail to the Port of Abbot Point for export to meet consumers’ demands in offshore markets” – Andy Dewis, Vice President of International Solutions, Schneider Electric W I T H O U T A D O U B T, O N E of the biggest

issues monopolizing headlines in 2014 was the energy “crisis:” who was to blame; who had the (right) solution; and, more importantly, who was doing what wrong at that particular moment. Pointing a finger is easy; offering a solution is not yet the company on our cover is doing just that. A leader in global solutions, Schneider Electric seeks to identify and solve energy and sustainability related challenges. Understanding that energy is a necessity—as is conservation— Schneider developed a model to help customers maintain best practices on both sides, balancing energy costs while maintaining production goals. This one is not to be missed. Find it on page 32 Also in this issue, we provide an in-depth look at London’s (literally) ground-breaking project, the Thames Tideway Tunnel, and highlight 10 companies with energy-based breakthroughs.

Enjoy the issue! Jennifer White Director of Content, WDM Group jennifer.white@wdmgroup.com 3





Thames Tideway Tunnel

32 Schneider Electric 54 KenGen



The True Cost of Solar Energy

22 TOP 10

Energy Breakthroughs 4

April 2015

Company Profiles EUROPE 32 Schneider Electric

AFRICA 48 Association: Integrating Renewables through Energy Storage 54 KenGen

CANADA 66 Association: Infrastructure Canada

80 ABEE贸lica

AUSTRALIA 72 Consolidated Power (CONPOWER)

BRAZIL 80 Association: ABEE贸lica


Integrating Renewables through Energy Storage

Infrastructure Canada



Consolidated Power (CONPOWER)



THAMES TIDEWAY TUNNEL London’s sewers are groaning under the strain, but by 2023 they will be the future thanks to a megaproject ready to start in 2016. W r i t t e n b y : J O H N O ’ H A N LO N


UTILITIES IT’S REMARKABLE THAT there are only two European projects in the recently released 2015 Strategic Top 100 Global Infrastructure Report, issued by CG-LA Infrastructure. These are not selected by size, complexity or spending, though most of them are big. The focus is on the relationship between governments, private investors and the public. Infrastructure is the internal framework for a country, allowing its economy and citizens to be productive and healthy. Infrastructure is a catalyst for progress and the compilers of this report believe that the right policies and projects create important opportunities for all. The three major criteria for project selection are that it needs to be well on the way through the approvals process, be a clear priority for a country’s growth prospects and reinforce a country’s clear, long-term vision. This vision must define how the infrastructure investment will create well-being by growing the economy or improving public health or overall commutes. It’s not hard to see why the Thames Tideway Tunnel (TTT) made the list this year. Like Crossrail, the other network currently moleing its way beneath the city, it will massively 8

April 2015

The map illustrates the proposed tunn improve Londoners’ lives. By 2031, 8.6 million people will live in London. An estimated 600,000 new homes will be needed to absorb the growth. The sewerage network, already under severe pressure, needs an upgrade. That’s an important part of the vision. The project will improve the public health, reputation and economy of London; not to mention the thousands of skilled jobs and hundreds of apprenticeships it will create.


nel route & key for the Thames Tideway Tunnel

‘By 2031, 8.6 million people will live in London. An estimated 600,000 new homes will be needed to absorb the growth. The sewerage network, already under severe pressure, needs an upgrade’

The TTT is very much a project with legs: three joint ventures have been selected as preferred bidders for the east, central and west contracts. BMB JV, a joint venture of BAM Nuttall Ltd., Morgan Sindall PLC and Balfour Beatty Group Ltd. has been named for the west contract; FLO JV brings together Ferrovial Agroman UK Ltd. and Laing O’Rourke Construction for the central contract; and CVB JV, made up of Costain, Vinci Construction 9


Caption to the image


Thames Tideway Tunnel - Our Plan

and Grands Projects Bachy Soletanche, has the east contract. The engineering marvel that is the TTT is 25 kilometres long, descends 30 metres at its western end and 66 metres at its eastern and is over seven metres in diameter. The TTT will be the biggest infrastructure project ever undertaken by the UK water industry. It will follow the route of the River Thames connecting to the combined sewer overflows located along the riverbanks. En route, it will travel underneath all other London

infrastructure and through a variety of different ground environments. It will be dug out by German-made, underground-conditioned, tunnel boring machines (TBMs). These extrude the excavated material, which is removed with a conveyor belt or, in wetter places, a slurry pipeline. As excavation advances, the tunnel is encased in a concrete shell using precast segments. The TBMs are introduced through a vertical shaft. Later, the existing overflow shafts will be connected to the great tunnel, 11

UTILITIES ensuring that the sewage is no longer able to pollute the Thames. The situation is worse now than before Sir Joseph Bazalgette constructed the interceptor sewers in the 1850s. These are still the backbone of London’s sewerage system. During severe storms, Bazalgette’s system was designed to overflow through discharge points on the riverbanks into the River Thames, rather than flooding streets and homes. When designed, this happened once or twice a year.

Today it happens weekly, on average. During its construction, between 2016 and 2023, the project will employ upward of 9,000 people at peak times. Given the continued national predominance of men over women in construction jobs, TTT’s CEO Andy Mitchell has set an interesting goal: achieve gender parity by 2023. While admitting that as a white, middleaged male he is part of the problem, Mitchell exhibits an enlightened attitude towards the issue.

‘The engineering marvel that is the TTT is 25 kilometres long, descends 30 metres at its western end and 66 metres at its eastern and is over seven metres in diameter’ The Lee Tunnel will connect with the Thames Tideway Tunnel


April 2015


Apprentices on the Thames Tideway Tunnel “This is not really a man’s world—we need women and we need diversity,” he says. “It’s a fact that a diverse workforce is a more productive one. If we are to deliver infrastructure that is of most use to society, we are more likely to achieve that with a team that is representative of that society.” It will be an uphill task. Over a six-month period at the start of 2014, only 21 percent of job applicants were female. “At the peak of construction, we’ll be creating more than 4,000 direct

jobs and another 5,000 indirect. We need to make sure that when we advertise those roles we’re getting a far better rate of female applicants than we are now,” Mitchell admits. “Gender parity is a bold statement, and maybe it is too ambitious, but I don’t see the point in striving for anything less. If we achieve this goal, I believe it will change the face of construction for future generations.” This policy may have been the deciding factor in securing the TTT a place in the Strategic Top 100. 13


The True Cost of

Solar Energy Solar energy may be good for the environment but will it ever be good for the wallet?


R E N E WA B L E S WHEN YOU’RE CEO and financial advisers question the true price of solar energy modifications to your enterprise, you might ask them to consider the cost of not having an off-the-grid capable power backup in these unsettling times. The shortest route to winning the battle against an energy deficit, even a temporary one, is developing solar energy applications set up for permanent use or for mobility that fit perfectly into your industrial and commercial needs. Your attention to finding ways to keep the industry running with quality and precision, even in emergency situations, unexpected disruptions or a terrorist event, could (or should) impact the government to broaden the alternative solar energy sector technologies. The government

City-based solar power site


April 2015

The Camp Roberts military facility in has a responsibility to negotiate through any growth barriers such as advanced quality standards, proper solar power-efficiency component designs, as well as off-the-grid energy production incentives. Innovations to Plague Traditional Solar Installation Models and Domestic Utilities The Department of Defense’s Strategic Environmental Research and Development program served as the umbrella agency for a Nanosolar, 1-megawatt solar ground-mount


California uses a similar solar array to produce 1-megawatts of power onsite

‘The government has a responsibility to negotiate through any growth barriers such as advanced quality standards, proper solar powerefficiency component designs, as well as off-the-grid energy production incentives’

array for Camp Roberts, the California National Guard facility. The project is about to be completed in mid-2015, in partnership with the Department of Energy and the EPA. Reduced costs of solar power through breakthroughs in solar technology and solar cell efficiency set a new trend in calculating overall costs and installed costs to reflect savings when compared to a similar traditional electricity-based system. This overall cost (including labor cost, installation and equipment costs) will serve as a new model for domestic 17

R E N E WA B L E S low-cost leaders of the renewable solar sector. This model covers the following innovations that addressed key solutions for reduced costs: • Pre-assembly of solar panels into cartridges • Cartridges are fitted into prepared piers • Methods to reduce the risks of breakage The above changes will plague solar corporations using the conventional

silicon solar cell model installations. Modified Siemens reactors are still the most commonly used processes for polysilicon production to supply the solar industry. However, FBR production is growing in market share every year. Lead Upstream Analyst Shyam Mehta, from the GMT Research Team recently reported, “We have a very positive outlook on the ‘fluidized bed reactor’ (FBR) technology which is expected to make up the larger portion of polysilicon production

The evolution of solar technology is driving down costs, making domestic use a viable option for many in the US


April 2015


(for crystalline PV modules).” GMT research is predicting that FBR capacities will double 2014 production of 26,000 metric tons to 46,000 metric tons this year. This trend will continue for the next two years. Solar energy should be as cheap as grid-supplied electric in just a couple of years. Large commercial facilities with flat roofs or unassigned acreage will save considerable costs. The DOE has passed its milestones while fully expecting to achieve their 2015 deadline for the Nanosolar facility model in California. SERDP is quoted as saying, “This model also demonstrates that U.S.manufactured solar technology and U.S.-generated solar power can provide energy, security and independence to the U.S. military. This range of power plant outputs could be readily constructed at DoD installations nationwide.” Polysilicon from 2015-2018 Supply, demand, cost and pricing expected during this period based on current annual production capacity is 70,000 metric tons coming online in 2015. Another 61,000 metric tons is scheduled to come online in 2016. This

will bring global polysilicon capacity to 437,000 metric tons. This is enough to support 85 GW of crystalline silicon for PV module production. The demand for polysilicon in 2016 is already set at 60 GW of PV. Fluidized bed reactor production costs have an ultimately lower cash floor than the Siemens process. While these prospects for FBR polysilicon are good, there is a lack of newly planned FBR plants set for scaling up and operating before 2018. GMT says this technology will only represent about 15 percent of the market by 2018. Predicted Strong Profits We know through popular solar watchdogs like industry-leading consulting firms that the battle for 19

R E N E WA B L E S local solar markets is in full force. The consulting firm specializing in everything solar power, ©PHOTON Consulting LLC, identifies the primary goal of the PV sector players as complete domination of local markets. For this reason, traditional utilities will strategically fight back with merciless tactics as they struggle under the loss of profits, volume and future revenue. The PV sector growth is forecasting that by 2015-2016, a supreme battle for the growing number of local markets is intent on development of solar monopolies. Strong profits in the financial and ownership sectors of solar systems are attracting fresh blood from the natural gas, mobile telecom, building securities and other sectors. Corporate forward thinkers are researching possible tactics for mitigating risks and unlocking new value capture. They are looking at projections through 2018 for pricing, supply chain, demand and cost as well. Efforts to Develop All U.S. Areas with Renewable Solar Power The United States Department of Energy’s program, the Sunshot Initiative, is a national collaborate 20

April 2015

effort that is succeeding to drive down soft-costs. Their efforts are presently driving innovations to reduce costs to make solar energy fully costcompetitive with American traditional energy sources before 2019. Sunshot, continuously working through the U. S. Department of Energy, is positioned to drive down the cost of solar energy to $0.06 per kilowatt-hour. Former Energy Secretary Steven Chu agrees that we have already achieved grid-parity in many areas where unsubsidized solar power is even with or cheaper than retail electrical prices. Chu believes that solar is very close to being as cheap as any power sources in the U.S. He said, “This is not something that’s going to happen all over

‘Traditional utilities will strategically fight back with merciless tactics as they struggle under the loss of profits, volume and future revenue’


Many manufacturing facilities use solar-diesel powered back up systems the U.S. in 20 or 30 years. This is spreading within this decade. Maybe even sooner!” Global Efforts Two corporations working out of Dubai, Adenium Energy Capital (present at last week’s International Renewable Energy Storage Conference, held in Düsseldorf, Germany) and Enerwhere are collaborating and ready to deploy their fleet of mobile, solar-powered systems around the Middle East. These mobile

systems will provide renewable solar power to industrial locations, worker accommodation facilities and construction sites on a rental or Power Purchase Agreement (PPA) basis. “This addition of solar power to our diesel-powered mini-grid will provide fuel plus emissions savings of up to 40 percent. There is no upfront investment for our customers,” said the Enerwhere rep. “The solardiesel hybrid solutions are providing 15-20 percent financial savings above their diesel only systems.” 21

TOP 10

Energy Breakthroughs Hoverboards aside, these 10 technologies debuted to save energy and the planet.


TOP 10 ENERGY HAS COME a long way over the years. We all rely on energy to use in our daily lives – while at home and when conducting business. Advancements within the energy sector make using energy even more convenient. Since innovations within the energy sector are ongoing, there are always breakthroughs being implemented to help energy work even more efficiently than it already does. Here is an overview of the latest top 10 energy breakthroughs.



In 2012, a professor at the Georgia Institute of Technology developed the first self-charging battery pack. Instead of requiring re-charging by plugging it into an electrical outlet, these special battery packs are able to charge by manipulating the lithum ions in the battery. Researchers at the institute have made recent advancements in their inventions, enabling the battery pack to charge even more efficiently. By using nanocomposite film in order to accomplish this goal, researchers were also able to increase the storage capacity of the batteries, as well. 24

April 2015




With more and more consumers seeking wearable electronic devices, these devices are becoming increasingly popular. However, a poor battery life is a common complaint among consumers. This is what prompted researchers at Korea Advanced Institute of Science to begin researching a way to remedy this problem. Through their extensive research, these researchers have discovered a way to keep these devices charged through the wearer’s body heat.



Businesses and homeowners are always looking for ways to save as much as possible on their energy costs. In an effort to fulfill this need, AutoGrid Systems, with the assistance of ARPA-E, has created cuttingedge software with the ability to monitor real-time energy usage. With the ability to keep track of exactly how much energy is being used in real-time, home and business owners can effectively limit their energy usage and save on their bills. 25

TOP 10



BMW’s i3, a super long-range electric vehicle, was recently introduced to the public. Previous electric vehicles required frequent recharging, but the i3 boasts the ability to operate for up to 100 miles before recharging is required. The battery of this BMW must simply be charged for 3 hours (as opposed to the traditional 12).


April 2015




Singapore scientists have developed an electrical circuit that works even more optimally than the current already efficient microprocessors. These newly-designed, ultra-fast electrical circuits can operate tens of thousands times faster than traditional processors. This is a major breakthrough that has the potential to modernize the use of high-speed electronics, improving consumers’ enjoyment of these items, in addition to the functioning of businesses.



A French airplane maker recently began testing out the prototype of an airplane that is completely powered by batteries. Once the airplane successfully passes the testing phase, creators intend to sell a two-seater plane, and eventually a four-seat choice.


TOP 10




A company called “The Finally Light Bulb Company” recently created a non-LED bulb that is 75 percent more energy efficient than traditional bulbs. The Acandescent bulb, which lasts up to 15 times longer than standard bulbs, is based on the induction technology. A copper coil is used to produce light, and users can expect the light to be the same as the light produced by traditional bulbs, only a great deal more energy efficient. 28

April 2015


Scientists in California, at the National Ignition Facility at Lawrence Livermore National Laboratory, have recently made an important breakthrough. While experimenting with high-powered lasers, these researchers were able to create fusion energy. While this can’t yet be relied on as an alternative form of energy, it is hoped that in the future scientists will find a way to utilize the sun and stars as a power source.




Despite the fact that the current hydrogen production is performed in a state-of-the-art manner, technology researchers at Glasgow have made a recent discovery that will improve the production even more. The Glasgow chemists have created a newer and more efficient hydrogen that is created 30 times faster than traditional types. This will help consumers save a great deal on their energy costs by using this cleaner, more efficient type of energy. 29

TOP 10



Technology researchers at UC San Diego recently introduced a new nanomaterial that has the potential to increase the production of solar energy derived from the sun. This might soon be possible because the nanomaterial will make it easier to absorb and convert solar energy. While the research is still being conducted, researchers are confident that this breakthrough will save homeowners and businesses millions each year.


April 2015



Schneider Electric Turning today’s risk into tomorrow’s opportunity Written by: Abigail Phillips Produced by: Richard Thomas



Providing global energy and sustainability to the world

Andy Dewis, vice president of international solutions EMEIA


April 2015


he industrial landscape today is plagued with complex energy management challenges. Businesses are under increasing pressure to meet tight production demands while delivering quality goods and services, at a lower cost, with minimum impact on the environment. Schneider Electric is a global specialist in energy management and offers its clients solutions and services from a device level all the way to an enterprise level. The company’s suite of solutions and team of experts can provide clients with real insight into energy consumption. Armed with this knowledge, their clients can identify possible savings - and with Schneider’s help - can balance their energy costs and production goals. Not only can Schneider help reduce costs by optimising its clients’ energy needs, but it can also improve the overall efficiency of individual enterprises. Schneider Electric is a global organisation, employing in excess of 170,000 individuals with an annual turnover of approximately €25 billion. The company is divided into five individual divisions, which are Industry, Buildings, IT, Technology and Governance. Schneider Electric’s Global Solutions department spans all five divisions to provide energy and sustainability services to its global client base. “Our mantra as an organisation is to help customers to identify processes and target strategies for addressing sustainability and energy challenges. We then help them deploy bespoke technology solutions in order to address those


challenges. In effect, we span the entire Schneider Group and help to deploy the resources across Schneider in the right way for the right type of company. That can be the PV division as part of a renewable energy strategy for a customer or any associated technology applications within that,” explains Andy Dewis, vice president of international solutions EMEIA. Schneider Electric as a group focuses predominantly on two business segments corporate clients and regions (governments, cities, districts and counties). In both instances the Global Solutions team helps identify energy and sustainability related challenges to deliver five to ten year plans for its clients. Alongside

“Our mantra as an organisation is to help customers to identify processes and target strategies for addressing sustainability and energy challenges” – Andy Dewis, vice president of international solutions EMEIA

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this the department also tracks major trends within the industry and feeds them back into its R&D and innovation team. In 2014 alone, the business invested €7.5 billion in research and tech development – a core focus of the business and one of its key differentiators. Schneider Electric is transitioning into a formidable technology company, with strategic focus on the Internet of Things (IoT), sustainability, and the knowledge economy through the convergence of information technology (IT) and operational technology (OT). Research, development and innovation This year, Schneider Electric is focusing on a number of major industry trends including digitisation, automation, building management and control systems. By developing state-ofthe-art software solutions the company is able to extract value and combine all the data that exists for renewable and solar installations, thus driving efficiency for its commercial and residential clients. “We are continually investing and innovating our tech solutions to drive more competition in the renewables, automation and energy sectors,” explains Dewis. “We are always reacting to customer needs and demands, while also looking to future demands and feeding that back to the huge R&D organisation that we have. We also keep a very close rein on our service organisation so we are continually changing, adapting and evaluating the types of services we offer. We constantly evaluate the type of people and resources we

€7.5m The amount invested in research & tech development

Research into renewables

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SCHNEIDER ELECTRIC As the UK’s number 1* business gas provider, we are proud to have worked with Schneider Electric for the last 17 years, supporting numerous organisation’s energy needs for both today and tomorrow. * by volume - Cornwall Energy - October 2014

totalgp.com 40 April 2015 Total Gas & Power limited



bring into the organisation for and on behalf of our customers,” he says. Developing world-class software solutions Schneider Electric has a technology platform within its organisation called Structureware, the whole theory behind it being that it will deliver value from the shop floor to the top floor. According to Dewis, the software being developed by the firm rivals the likes of IBM and Microsoft due to its targeted nature. “For example, we are working with a large brewing company at the moment to measure resource intensity per bottle of beer produced. Through our software the company is able to manage very specific components related to energy consumption such as financial control, waste and output efficiency. “We are also working


Managing output


Main text goes here and can be a block of copy - if there is no desire to indent the copy with headings. Main text goes here and can be a block of copy - if there is no desire to indent the copy with headings. If you need to create a new paragraph then just hit return and a separating rule appears for segregating the paragraphs. The text in this box aligns from the bottom up. Adjust the text box height of course, but leave the position of the box so that the bottom of the box has a y co-ordinate of 742pt. www.totalgp.com

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Want complete control over how you buy and use your energy? With our flexible contracts you can get a bespoke energy contract that can be as complex or as straightforward as you need. You choose the contract length, billing period and payment terms that are best for your business, even if you’re not a major energy user. 0845 873 2291



gazprom-energy.co.uk April 2015

Part of the world’s largest gas producer



with a data company to develop software that will manage and operate large data centres on their behalf. Our software is helping them optimise their energy efficiency and consumption across a global portfolio of hundreds of data centres,” says Dewis. The company even works with cities to optimise things like traffic light and security camera management through software and technology. The software has the ability to manage key metrics within a city. This could range from resource pressures or resource availability to commuter times. “Schneider Electric operates at the frontier of intelligent energy and urban efficiency. Our goal is to be the market leader in sustainability and efficiency software by leveraging the expertise of our 170,000 employees, to develop world-leading, bespoke solutions,” says Dewis.


Tomorrow’s opportunity


We realise energy isn’t always your first business priority and you need the little time you have to focus on the things that really matter so we provide hassle-free energy to small and medium businesses. This means we start by making it simple to switch to Gazprom Energy. In fact, our small and medium-sized customers are 85% satisfied with their overall switching experience.  You’ll also have 24/7 access to your account online so you can view invoices, submit meter readings and view historic consumption at a time that suits you. www.gazprom-energy.co.uk

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The number of employees that work for Schneider Electric

Industry expertise Schneider Electric attributes much of its success to its HR and social programs. “We have a number of initiatives relating to skills development,” he says. In the Global Solutions team alone, there are wide ranges of skills from energy consultants to risk managers, people who manage commodities and volatility, traders and market price experts, engineers and technologists, process managers, installers and more. “We believe in giving our employees the tools they need to develop both professionally and personally,” says Dewis. Furthermore, the business is looking to emerging markets to widen its global pool of talent. “We are

Hayley Covey and Charlotte Mawson I&C Team Leaders

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elpful Make the change to Haven Power. Our business was built around service, and this extends beyond you, the customer, to the consultants we work with on your behalf. We go the extra mile to ensure you have the best electricity product for your needs. We thrive on feedback and develop our products and services around you and your requirements – no matter how complex. Haven Power: The helpful approach to electricity.

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April 2015

Call our UK based experts on

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looking to our emerging markets and economies and have a program called BipBop (Business Innovation at the Bottom of the Pyramid). As an example, we are currently training around 30,000 individuals in India in a whole host of different skills. This grows the talent pool of our community, our partner community and our associated companies, but it also grows the talent pool of our future employees in our growth markets,� explains Dewis.

Pool of talent

Sustainable to its core Schneider Electric is ranked as the 9th Most Sustainable Company on the Planet, and its vision w w w. s c h n e i d e r- e l e c t r i c . c o . u k



Quality sustained

is to create a world where we can all do more while using less of our common planet. From a philanthropic viewpoint, the company is wholeheartedly dedicated to being sustainable in every way. It has targets surrounding gender balance, ethnical balance and charitable giving, for example it recently started a scheme to bring

“We are focused on helping organisations understand how the lack of resources can affect them and how the impact of major shifts such as climate change are going to affect their organisation” – Andy Dewis, vice president of international solutions EMEIA 46

April 2015


energy to the world. It also has a scheme called the energy university – an online service, which is free to organisations, regions and the general public. Looking to the future So what does the future hold for Schneider Electric? “We are looking at future trends and how we can move forward in a more digital and resource constrained world,” explains Dewis. “We have a big focus on helping our customer be more connected through technology and through our people and the skills and services we provide. “We then also have a challenge to try and address consumption in its most holistic form. We know that energy demand will come under constrain and we can see shifts in global population spending as middle incomes increase in the developing world – all these elements will effect where our resources go and that represents a challenges for our customers. “We are focused on helping organisations understand how the lack of resources can affect them and how the impact of major shifts such as climate change are going to affect their organisation. We want to educate them to recognise a risk today as a potential opportunity tomorrow,” he says. “Ultimately, we’re helping our customers do more with less - harming no one and benefitting everyone. We are trying to ensure we can sustain a level of quality, stability and sustainability in people’s lives and our customers’ organisations.” Dewis concludes.

Company Information INDUSTRY




170,000 REVENUE


Electricity Distribution

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Integrating Renewables Through Battery Energy Storage Written by: Cleverson S. Takiguchi

Mount Komekura Photovoltaic power plant



Energy storage system

E Energy storange systems address the challenges of renewable energy


April 2015

lectrical power utilities are working diligently to meet renewable energy mandates enacted by many governments around the world. This massive undertaking demands more widespread deployment of both grid-scale and distributed renewable resources. However, wind and solar energy generation poses significant integration challenges. Both resources can be intermittent and can cause serious power grid reliability and stability issues, while also impacting electric service quality for businesses and consumers. In Africa there is much potential for off-grid renewable generation, which has developed in response to the often poor coverage provided by national grids. It is here where intermittent generation can have the most far reaching


effects, since reverting back to the grid can often prove fruitless. In some cases connecting to weaker grids can also be problematic given the low inertia of this type of generation. Another concern that arises when generation surpasses demand is bi-directional power flow which can further impact grid stability and reliability. Today’s systems were built to handle a one-way flow of power from centralised generators, down transmission and distribution lines to loads. Distributed energy storage systems, particularly when located in close proximity to renewable resources, are well suited to address the key challenges associated with renewable energy supplies.

Key Personnel

Cleverson S. Takiguchi S&C Electric Company

A solar plant, Shams

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AFRICAN UTILITY WEEK Solar power station

In Africa there is much potential for off-grid renewable generation, which has developed in response to the often poor coverage provided by national grids


Variability in output from wind and solar energy generation can create rapid swings in local and feeder-level voltage, but distributed energy storage can provide fast response to help firm up voltage levels and effectively fill in gaps created by large voltage fluctuations. Co-locating storage and renewable energy resources gives utilities a particularly effective way of managing unwanted voltage changes, allowing them to maintain grid stability whilst meeting power quality requirements. Distributed energy storage systems also provide an easily deployed energy resource for utilities, allowing them to ensure renewable energy supplies are available to meet demand. Renewable energy generated when demand is low can then be stored to meet future demand. Energy storage can be deployed in smaller capacity sizes, which can help avoid establishing a completely new plant. Distributed energy storage also supports other useful grid functions. For example: peak shaving, which can provide further savings by reducing the need to maintain conventional generation, and maintaining grid capacity to meet peak demand. For more information on the latest battery storage technology, come to African Utility Week & Clean Power Conference. The Renewables: Wind & Solar track will have a dedicated session with presentations addressing uses for next generation energy storage on Wednesday 13 May 2015.

A Li-Ion battery being placed in an underground vault, beneath S&C’s PureWaveŽ CES unit.

Find out more at African Utility Week

w w w. a f r i c a n - u t i l i t y - w e e k . c o m



from Good to Great

Kenya Electricity Generating Company Limited (KenGen) is Kenya’s leading power generation company, producing some 80 percent of the country’s electricity, overwhelmingly from sustainable sources Written by: John O’Hanlon Produced by: Richard Deane 55



The 140MW Ngong’ wind farm near Nairobi

Aerial view of the geothermal spa, a KenGen innovation and the only natural spa in Africa


April 2015

hen it comes to sustainable power, meeting emission targets, and rolling back the advance of global warming it would be hard to beat Kenya which has no coal plants and very few diesel or heavy fuel oil (HFO) generating stations. The nation has no fewer than 14 hydroelectric schemes on which it has traditionally relied for most of its power. Kenya has an estimated hydropower potential of about 6,000MW as of December 2014 comprising large hydros (sites with capacity of more than 10MW) and small hydros. Potential for small hydros is over 3,000MW, of which about 25MW has been developed. However hydro power, like wind power, is a variable resource. Over the last three years or so both the long and the short rains across East Africa have been disappointing and consequently many dams have dried up or been depleted. Fortunately Kenya has another renewable resource, and one that is much more robust. Geothermal power generation has proven to be a highly effective technology in places, like the Great Rift Valley, where volcanic activity creates hotspots near the surface. In the decades since the inauguration of Olkaria I Power Station in 1981, the first geothermal power plant in Africa, Kenya has forged for itself a leadership position in this field. In Kenya more than 14 high temperature potential sites occur along the Rift Valley with an estimated potential of more than 10,000 MW. Other locations include


Chyulu, Homa Hills in Nyanza, Mwananyamala at the Coast and Nyambene Ridges. Geothermal now accounts for 51 percent of the national power generation mix and has averaged 41 percent over the last six months. This has resulted in a decline in reliance on hydro and thermal sources leading to a reduction in the cost of electricity by more than 30 percent and a more reliable base; at best hydroelectric stations can only run at around 70 percent efficiency whereas geothermal plants typically achieve over 90 percent. KenGen is not resting on its laurels; by 2018 a further 460 MW of geothermal may be developed. If this is achieved, the amount of electricity generated by hydro power could be reduced to 28 percent of the total mix.

“Our strategy now is to push forward with the projects that we have lined up, and in the next year or two we hope to bring in additional capacity of up to 385 MW, all from geothermal” – Albert Mugo, Chief Executive Officer

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You Demand, We Supply Kenya Koch Light Industries Limited is a Kenyan Company that partnered with international companies in supply of drilling rigs, equipment and services in the geothermal sector in Kenya.

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POWER TO KENYA Thank you, KenGen, for the opportunity to help you realize your vision—to be the market leader in the provision of reliable, safe, quality and competitively priced electric energy in the Eastern Africa region.

With offices in Kenya and South Africa, POWER Engineers looks forward to providing consulting and design services to Africa’s future transmission and power generation needs.

. Transmission & Distribution . Geothermal . Wind . Solar . Coal-Fired . Gas-Fired . Hydro

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Decreasing the country’s reliance on hydro power would likely be beneficial, because lower rain levels have decreased hydro power output. Drought can be a big problem when it occurs because river flows often reduce to a trickle. Climate change is believed by some to intensify droughts so shifting away from hydro power is probably a good decision. Albert Mugo was appointed as Managing Director and CEO of KenGen in January 2014, having previously served for close to six years as its Business Development and Strategy Director. His first task was to complete development of 280MW of geothermal power plants in order to help the country reduce reliance on expensive thermal power and weather dependent hydropower generation. A year into his job he had grounds for considerable satisfaction when on 19 February, Olkaria I units four and five were inaugurated by Paul Kagame, President of Rwanda, accompanied by his Kenyan counterpart Uhuru Kenyatta. The inauguration of the two units marked the final phase of the 280MW geothermal power project at Olkaria. Mugo estimates that Olkaria now saves the country $273 million (about Sh24 billion) a year compared with the cost of thermal generation. But Mugo’s task is far from done. He now aims to increase the installed capacity from the current 2,000MW to 5,000MW over the next three years. “Our strategy now is to push forward with the projects that we have lined up, and in the

Side view of the 140MW Ikaria IV power plant

The 140MW Olkaria IV power plant commissioned in October 2014 by president Uhuru Kenyatta

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April 2015


next year or two we hope to bring in additional capacity of up to 385 MW, all from geothermal.” Geothermal sites need to be determined with care, he explains. “We have been fortunate in the Olkaria area, where we’ve identified potentially 1,000 MW. So far we have only developed 440 MW there, so we still have a lot more to do.” The future is geothermal, he firmly believes, but he is far from presiding over a one-resource policy. Hydropower will always be an important part of the mix and he keeps an eye on the natural gas reserves lately discovered in Northern Kenya, near Garissa, and at the coast. Additionally, KenGen has a wind farm generating 25 MW very close to Nairobi, and plans to develop another 100MW of wind power by 2018. In addition private companies are interested in creating up to 500MW. “We see a lot of potential in wind power” said Mugo. “Wind looks like becoming a big thing in Kenya, and we are part of a group of businesses developing wind power in the country.” Coal is another possibility, as Kenya contemplates becoming a coal producing nation. According to the Ministry of Energy, the Mui Basin

“We are looking at how the company may best provide leadership in the geothermal space regionally”

A section of the 140MW Olkaria 1 power plant

Olkaria 1 power plant

– Albert Mugo, CEO w w w. k e n g e n . c o . k e



A section of the Olkaria 1 project

180 kilometres to the east of Nairobi could yield an estimated one billion tonnes of coal, valued at $75 billion, and could produce 5,000MW of electricity if a thermal generating station could be built close by. The government is currently looking for mining companies to exploit the coal, so that project is some way down the line. For the time being the most promising area remains geothermal technology and KenGen has unique expertise. “We are expanding quite rapidly” said Mugo, “and looking at the company to provide leadership in the geothermal area. We have been cooperating with countries round the region in terms of providing expertise and

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have been called in as a consultant in Rwanda, the Comoros, Zambia, and Sudan. Uganda also has shown interest in asking our people to go and help them develop geothermal capacity.” He is also looking at innovative means of financing new geothermal projects. “So far we have always developed our power plants through debt finance, with KenGen providing some equity: now we are looking at going into joint ventures, with private companies joining with KenGen in a public/private partnership (PPP) and developing that project together. That is what we are trying to do with Olkaria VI.” The first step, he explained, is to invite an expressions of interest (EoI) from potential bidders, then to issue a request for proposal (RfP) to those that offer best value.” EoIs have already been issued for

Aerial photo of the 140MW Olkaria 1 project which was commissioned by president Kagame of the Republic of Rwanda

Olkaria 1 power plant

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A side view of the Olkaria 1 power plant

“We are getting a consultant to look at the Olkaria area to see where we could establish industrial parks, what infrastructure would be required and which industries would benefit most” – Albert Mugo, CEO


April 2015

the next phase of Olkaria, Olkaria VI, which will be the first test for the PPP model, he stated. The land holding at Olkaria is very large compared with the footprint of the installed plant and the drilling locations. This means potential for industrial development right above the geothermal resource. Factories on the site would benefit from inexpensive and dependable power, and in addition a source of steam which many industries require. “This idea has attracted quite a lot of interest, and we are getting a consultant to look at the Olkaria area to see where we could establish these industrial parks, what infrastructure would be required and which industries would


benefit most. The government is very keen to see this happen” The income from leasing out the land for industrial development and more importantly the sale of both electricity and steam, would go straight to KenGen’s bottom line. Mugo has recently meeting at which he shared his 2014 financial results with his shareholders. It was an agreeable occasion for all: geothermal has really impacted the top line, with revenue to December 2014 up 37 percent on the previous half year. Revenue from electricity sales jumped by a third to Ksh11.6 billion from Ksh8.4 billion in December 2013. Profit before tax showed a 100 percent improvement. The shareholders, including the Kenyan government which holds a 70 percent stake, are very much behind KenGen since it cleared with no problem a $300 million loan from the French Development Agency to fund Olkaria development back in 2009. Not surprisingly they are extremely keen to support future development, he says. “We are also looking at restructuring our balance sheet to give us more headroom for debt: so we are planning a rights issue and asking investors to put Ksh 30 billion into the company.” Mugo also said the firm is in discussions with the government to convert up to KSHs 20 billion of loans to KenGen into equity during the rights issue. If this can all happen by September this year as planned the company will be in excellent shape to meet its future obligation to catalyse Kenya’s growing prosperity.

Company Information INDUSTRY


Nairobi, Kenya FOUNDED




Electricity generation

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Infrastructure Canada Investments in Public infrastructure Support a Strong, Competitive and Sustainable Canada Our Commitment to infrastructure in Canada



Public infrastructure is the backbone of our nation’s economic prosperity and social development. Investments in modern and efficient public infrastructure help create jobs and promote economic growth and productivity. From large-scale construction projects to smaller-scale, community-based investments, infrastructure has the power to revitalize, strengthen, and improve the everyday lives of all Canadians. Over the next 10 years, our Government will invest $75 billion in infrastructure that delivers results for Canadians – a stronger economy, a cleaner environment and better 68

April 2015

communities. These investments will provide stable, predictable funding for projects that enhance economic growth, job creation and productivity and will help maintain Canada’s economic position amongst the strongest of the G7 countries. In fact, Canada has consistently ranked atop the G7 countries in total investments in infrastructure as a percentage of GDP since our Conservative Government took office in 2006. No other federal government in our nation’s history has demonstrated this commitment and has made these levels of investment. Our partners play a crucial role in


supporting investments in Canada’s infrastructure. At 95%, the vast majority of all public infrastructure assets in this country are owned by provinces, territories and municipalities. Our Government is committed to working with all levels of government, as well as with the private sector, to ensure that our investments support the priorities of all Canadians. Our infrastructure programs have been designed to meet the needs of our citizens, while achieving the best value for taxpayers’ dollars. Projects are cost-shared to maximize federal investments while leveraging greater funding from other sources. Through cost-sharing, we are able to increase the number of federally funded projects and address the needs of more Canadians across our great country.   Unprecedented Federal Infrastructure Investments As part of our Government’s historic investments, the $53-billion New Building Canada Plan, the largest and longest federal infrastructure plan in our nation’s history, provides funding in several different ways:

the renewed federal Gas Tax Fund is available directly to municipalities to address their local needs, the National Infrastructure Component provides funding for projects of national significance, that contribute to long-term economic growth and prosperity and the ProvincialTerritorial Infrastructure Component supports projects of national, regional and local significance while contributing to economic growth, a cleaner environment, and stronger communities. This approach was taken to offer a flexible approach to infrastructure financing and supports investments that address priorities under a wide range of eligible categories. Infrastructure Investments Support Sustainable Communities Investments in public infrastructure can improve the quality of the environment and lead to a more sustainable economy over the long term. Since 2006, federal contributions to infrastructure have supported improvements in the areas of solid waste management, renewable energy, and wastewater – resulting in cleaner air and water. Protecting and enhancing the w w w. i n f r a s t r u c t u re . g c . c a



quality of Canada’s freshwater resources supports recreation, tourism, and fisheries, and is an important contributor to the manufacturing, resource and agricultural sectors of the economy. In recognition of the importance of clean water, our Government has made significant investments in wastewater infrastructure. Over the past 9 years, the federal government has committed over $2.08 billion to wastewater infrastructure projects across Canada through a number of its programs. In addition, since 2006, municipalities have invested almost $811 million of the Gas Tax Fund in wastewater projects. Wastewater Investments in Canada’s Great Lakes and St. Lawrence River 70

April 2015

Recognizing the challenges that wastewater effluent can pose, Canada and the United States first signed the Canada-U.S. Great Lakes Water Quality Agreement (GLWQA) in 1972, and renewed it most recently in 2012. The agreement commits both countries to support the environmental health of the Great Lakes. Since 2006, our Government has invested approximately $643 million in direct funding toward municipal wastewater infrastructure projects in the Great Lakes Basin alone, projects that have helped restore some of the region’s most vulnerable areas. Improvements to the Halton Region Wastewater Treatment Plant also serve as a prime example of cooperation between municipal, provincial and federal governments


toward meeting domestic and international commitments to protect our water resources. In November 2009, we were proud to announce our support for the expansion of Halton’s Skyway Wastewater Treatment Plant. Expansion and enhancements to the plant are helping to improve the quality of treated wastewater discharged into the Hamilton Harbour. Moving Forward Our Government will continue to support projects that will improve the quality of the environment and lead to a more sustainable economy over the long term. As was the case under past federal infrastructure programs, important environmentally-focused categories such as water and wastewater treatment are eligible categories for funding under the New Building Canada Plan. As we move forward with our infrastructure investments, we do so in tandem with our partners to provide meaningful and lasting benefits for our communities across Canada. I am very proud that our Government has delivered a New Building Canada Plan to help finance the construction, rehabilitation and enhancement of infrastructure across Canada. The Honourable Denis Lebel Minister of Infrastructure, Communities and Intergovernmental Affairs and Minister of the Economic Development Agency of Canada for the Regions of

Company Information Infrastructure Canada leads federal efforts to ensure that Canadians benefit from worldclass, modern public infrastructure. We achieve this by making investments, building partnerships, developing policies, delivering programs, and fostering knowledge. The department is a key funding partner, working with provinces, territories, municipalities, the private sector and nonprofit organizations, along with other federal departments and agencies to help build and revitalize the infrastructure Canadians need and use every day.

Quebec w w w. i n f r a s t r u c t u re . g c . c a


Consolidated Power Projects (CPP): Operates with Over 250 Projects’ Worth of Experie

CPP delivers turnkey solutions that adopt full responsibil projects for comprehensive success. Written by: Andrew Rossillo Produced by: Wayne Masciotro


lity of entire


C O N S O L I D AT E D P O W E R P R O J E C T S ( C P P )

North of Adelaide, South Australia


onsolidated Power Projects (CPP) is an Australian electrical engineering company that specialises in providing project engineering and construction services for Electrical Infrastructure from Medium Voltage (MV) through to Extra High Voltage (EHV) installations throughout Australia. CPP’s high voltage electrical infrastructure services include project scoping, 74

April 2015

preliminary and concept design, cost estimation, detail design, procurement, construction, test and commissioning and switching. CPP is a company focused on delivering projects, requiring the design and construction of bulk power transmission and distribution assets and associated requirements in its target market sectors. In operation since 1996, the company has successfully


completed over 250 projects throughout Australia by means of complete turnkey solutions. These turnkey solutions include conceptual design to final commissioning through the critical orchestration of experienced engineers, designers, project managers and construction personnel. It is in this way that CPP takes full responsibility for the entire project, allowing their clients to optimise their operations

and focus on their highest incomeproducing activities. CPP’s clients are able to dominate their own individual markets by taking advantage of the company’s extensive experience and expertise in delivering projects that range from traditional electrical infrastructure for power utilities, industry and mining through to the latest electrical infrastructure requirements for the renewable energy sector. w w w. c o n p o w e r. c o m . a u


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C O N S O L I D AT E D P O W E R P R O J E C T S ( C P P ) This comprehensive range of strong capabilities has allowed CPP to deliver successful projects to major clients that include: ElectraNet, TransGrid, Powerlink, AGL, Essential Energy, Pacific Hydro, Roaring 40s, Senvion (formerly REPower/ Suzlon), Goldwind, Leighton, ABB, Siemens, Tenix, Country Energy, Jemena and CitiPower. Specific major projects that CPP has made possible include: the Clements Gap Wind Farm, the Portland Wind Energy Project, the Snowtown Grid Connection, the Redhill Grid Connection, the Mokota Switching Station, the Cherry Gardens Substation re-build, the Tungkillo Switching Station, Macarthur Wind Farm Design and the Hallett Hill Wind Farm. Among the critical factors that have helped CPP to complete such a diverse range of projects for such a wide variety of clients is their vendor neutrality. This neutrality continues to grant the company a significant degree of flexibility, which in turn promotes cost-effective operations. CPP applies these cost savings towards a combination of reinvesting back within itself, as well

as towards providing budget-friendly projects for its clients. Furthermore, the companyâ&#x20AC;&#x2122;s vendor neutrality continues to promote the highest quality in design and construction services as an integrated single source solution. CPP is focused on and committed to delivering quality projects on time to an agreed budgetâ&#x20AC;&#x201D;their track record of almost 20 years provides substantial evidence of this. In order to get the most out of its vendor relationships and optimise on all of its deliverables, Consolidated Power Projects retains specialist skills in project management and delivery, design, procurement, construction and installation and testing and commissioning in its specialist area of high voltage substations and overhead lines. The delivery of any works or assignments is through an internal project delivery methodology and process which allocates resources, responsibilities and accountabilities clearly, resulting in timely, cost effective and quality controlled outputs for customers. In addition, CPP maintains strategic links with highly skilled w w w. c o n p o w e r. c o m . a u


C O N S O L I D AT E D P O W E R P R O J E C T S ( C P P )

consultants and technical experts, both local and international, who work on projects as required. Furthermore, the company is fully committed to maintaining the highest degree of both internal and external communication. This continuous focus on communication serves to promote significant flexibility in regards to changing client needs, helping their clients adapt to changing business environments and shifting project priorities. Similarly, CPPâ&#x20AC;&#x2122;s dedication to communication continues to help ensure that 78

April 2015

the company is able provide its employees with the resources and help they need to best address their daily and long-term responsibilities. Each project is allocated to a project manager who takes responsibility for implementing the companyâ&#x20AC;&#x2122;s project delivery process. Clients are consulted to define and implement the agreed quality standards, project design management plans, the organisational structure, communication channels, review points and project delivery plan. During this process, design reviews


and ongoing consultation with the client to determine best fit solutions are carried out in conjunction with the design team. Additionally, CPP conducts site visits to carry out site surveys, assess site constraints and soil conditions required for the design of a project. With all the valuable resources the company has access to, it is their people that CPP holds as their most important asset. CPP strives to attract and retain the best by creating and continually improving its work environment to make it safe, exciting and flexible while at the same time striving to fulfill the individual career objectives of personnel. Aligning these talented and motivated people with CPP’s purpose, goals and company culture is a key factor contributing to their long running, successful track record. CPP treats its employees with respect and empathy and encourages supportive relationships both in the workplace as well as personal environments. Maintaining a solid work-life balance and the personal wellbeing of each employee has always been a key objective of the company, and it continues to bolster CPP’s success throughout all of its efforts. Furthermore, CPP also encourages training and continuous self improvement to develop individuals and enhance the company’s overall professional image. While CPP works hard and is serious about delivering a prompt and professional service, they also strive to enjoy their work experience.

Company Information INDUSTRY


Regents Park Estate, Regents Park NSW FOUNDED



$170 Million PRODUCTS/ SERVICES Consolidated Power Projects (CPP) is an Australian electrical engineering company that specialises in providing project engineering and construction services for Electrical Infrastructure from Medium Voltage (MV) through to Extra High Voltage (EHV) installations throughout Australia. In operation since 1996, the company has successfully completed over 250 projects throughout Australia through complete turnkey solutions. These turnkey solutions include conceptual design through to final commissioning through the critical orchestration of experienced engineers, designers, project managers and construction personnel. It is in this way that CPP takes full responsibility for the entire project, allowing their clients to optimise their operations and focus on their highest income producing activities.

w w w. c o n p o w e r. c o m . a u



Brazilian Wind Energy Association Written by: Elbia Silva Gannoum | Produced by: Danilo Stefanelli




epresenting companies in the supply chain of the wind industry, ABEE贸lica, a private non-profit institution, effectively contributes, since its foundation, to the development and recognition of wind energy as a clean, renewable source, of low environmental impact, strategic and competitive for the composition of the national energy matrix. To advocates and promote the deployment and production of wind power in the energy matrix, the ABEE贸lica has worked continuosly and strategically, representing its members, at different institutions. The Association has ongoing relationships with key government agencies active in matters relating to energy, environment and sustainability, market regulation, among others. Simultaneously, ABEE贸lica organizes events that promote the relationship and businesses among its members, such as Business Meetings, Breakfast with Associates, workshops on regulation, courses and also the biggest event on wind energy in the Southern Hemisphere: the

Brazil WindPower 2014


April 2015


Key People

Chief Executive

Bons Ventos Wind Farm, Rio Grande do Norte

Conference and the Tradeshow Brazil Windpower. Moreover, ABEEólica is constantly present in major national and international events of the wind industry, as well as events in the national power sector, with the mission to share information about wind power and its exponential growth trajectory in Brazil. Mission: Insert and sustain the production of wind energy as a source of national energy matrix, promoting competitiveness, consolidation and sustainability of the wind energy industry. Vision: To be recognized as the association that represents the supply chain industry in a legitimate, ethical and transparent manner. Values: • Quality, ethics and compliance with legislation • Social and environmental responsibility • Sustainability

Elbia Silva Gannoum Technical Director Sandro Yamamoto Chair of Board of Directors Márcio Severi Vice Chair of Board of Directors Carlos Mathias Aloysius Becker Neto Laura Fonseca Porto Lauro Fiuza Júnior Adelson Gomes Ferraz Paulo Celso Guerra Lage Pedro Figueiredo Cavalcanti Roberto Miranda

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Wind Farm

• Transparency • Cooperation with all members of the supply chain Structure / People Based on the concept of professional management, ABEEólica’s governance format consists of a chief executive, in the figure of Elbia Gannoum Silva, a Board of Directors that consists of 25 members and 84

April 2015


chaired by Marcio Severi, currently, and an Audit Committee, all counselors come from associated companies. The directors have a fundamental and strategic role in a decisionmaking of the Association. Among the tasks are the establishment of forms of action of ABEE贸lica before its stakeholders; definition of policies, plans, goals, strategies and performance guidelines of the institution and demonstration on matters of interest of industry and wind energy market in w w w. a b e e o l i c a . o r g . b r



Brazil WindPower 2014

Brazil WindPower 2014


April 2015


the country and abroad. In addition, ABEE贸lica has a team dedicated entirely to the Association and its members led by Elbia and by the Technical Director, Sandro Yamamoto. They are, in all, four areas in workforce: Technical Coordination, Regulation and Infrastructure; Relationship coordination with Associates; Financial Administrative Coordination; and Executive Secretary. Sector Wind energy, energy source generated from wind is one of the called non-conventional renewable energies because of its merits. It is clean, socially just and with a very low environmental impact, wind power is a real option for composition of various global electrical grids to generate energy without polluting, without the use of water for cooling or its process cleaning and harmonious coexistence of economic activities already carried out in the production environment. In Brazil, wind power is a key part of the energy matrix, representing in the end of 2014 over 4% of this matrix with a total of about installed capacity of 6GW. This source has brought to the country an economic and sustainable option to achieve the level of second most competitive market source. The exponential growth of wind power in Brazil is positively estimated by 2050 scenarios, with 80GW of installed wind capacity, and will represent 15% to 20% of the matrix.

Association Information NAME

ABEE贸lica - Brazilian Wind Energy Association INDUSTRY


S茫o Paulo, SP - Brazil E S TA B L I S H E D



w w w. a b e e o l i c a . o r g . b r


Profile for Energy Digital

Energy Digital - April 2015  

Without a doubt, one of the biggest issues monopolizing headlines in 2014 was the energy “crisis:” who was to blame; who had the (right) sol...

Energy Digital - April 2015  

Without a doubt, one of the biggest issues monopolizing headlines in 2014 was the energy “crisis:” who was to blame; who had the (right) sol...

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