Energy Digital Magazine - July 2018

J ULY 2 0 18

www.energydigital.com

AB InBev Sustainable for sourcing the world of tomorrow

PLAINS MIDSTREAM

Seeing the light

Inside a digital journey

Smart lighting for the smart city environment

NEW WORLD DEVELOPMENT Sustainable communities with wellness in mind

DNV THE CHANGING FACE OF ENERGY

American University of Beirut

TOP 10 Smart cities

FOREWORD

W

elcome to the July issue of Energy Digital magazine.

This month, DNV GL CEO Ditlev Engel discusses the company’s plans for the future, which will help reshape the energy industry.

We’re also looking at how smart lighting has emerged as a crucial component for smart buildings and cities alike.

Andy Heaton, CEO of enModus, tells us more.

We’ve also taken a look at the world’s top 10 smart cities, previously ranked by EasyPark. Analysing 19 factors which sets a smart city apart from others, from digitisation and sustainability, to cutting-edge transportation options and governmental services, we take a look at which cities made the list.

On top of this, we explore the biggest and best events and conferences around the world, celebrating all areas within the energy industry.

Enjoy this month’s issue of Energy Digital, and if you have any feedback or stories to share, head over to Twitter: @EnergyDigital

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03

CONTENTS

Sustainably sourcing for the

world of tomorrow

THE CHANGING FACE OF ENERGY

Energy 4.0

Smart Cities

Making light work

SMART CITIES

Events

MOCG-A10012-00-7600

When intelligent infrastructures don’t just react but anticipate, that’s ingenuity for life.

With a growing need for mobility, advanced software solutions help to meet the demand for increased availability, optimized throughput and enhanced passenger experience. With over 160 years of experience in passenger and freight transportation and our IT know-how, we are constantly developing new and intelligent mobility solutions to provide greater efficiency and safety. These include prescriptive monitoring systems, dynamic control systems, and electronic information and payment systems.

With innovative solutions driving us into the future, urban living becomes modern living.

siemens.com/mobility

Cypress Creek Renewables

American University of Beirut

New World Development

Plains Midstream Canada

Sustaina sourcing for

world of to

10

WRIT TEN BY

DALE BENTON PRODUCED BY

RICHARD DURRANT J U LY 2 0 1 8

ably r the

omorrow

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

11

ANHEUSER-BUSCH INBEV

AB InBev has launched its most ambitious sustainability goals in its 650-year history as it bids to create a better world today, and tomorrow B InBev is without a doubt the world’s largest brewer.

With an incredibly diverse global footprint, spanning the Americas, Europe, Africa and Asia Pacific, AB InBev produces the biggest brands in beer. Budweiser, Corona, Stella Artois, these are but a few of the biggest, and arguably most influential, beer brands in the world.

But being the number one brewer is not the only measure of success for the company. The company was founded with a dream, a dream of bringing people together for a better world.

It delivers on this vision by investing into every step of the value chain. From the farmers and the retailers, right through to entrepreneurs and commu-

A

12

J U LY 2 0 1 8

nities that the company serves, AB InBev well and truly goes above and beyond.

As a company that brews the best beers in the world, it needs to source the best ingredients in a safe and sustainable way and it does so through an unwavering commitment to sustainable best practice.

Overseeing the company’s sustainability and procurement drive throughout Europe is Richard White, Vice President of Procurement and Sustainability Europe.

Having worked with AB InBev for nearly 17 years, White has seen first-hand the company’s exceptional growth as well as

EUROPE

“ We cannot even begin to try and deliver these goals on our own,” he says. “We need to work with our suppliers, our private and public partners if we want to achieve them. They are extremely stretching goals and that collaboration is crucial” – Richard White, Vice President of Procurement and Sustainability (Europe)

more recently, the amplification of

an internal focus. Over the last six to 12

its sustainability agenda.

months we decided as a team to stretch those

“The bottom line is, we’re a

goals further and it comes down to one, clear

beer company and a brewer. We

vision. We want to continue operating as a

brew our beers using four key,

company for the next 100 years and beyond.”

natural ingredients from the land,

As part of this increased focus on sustain-

so there is an inherent link

ability, AB InBev created its “2025

between sustainability and sourc-

Sustainability Goals.” As White noted, AB

ing those ingredients,” he says.

InBev has always focused heavily on sustain-

“We’ve always had sustainability goals, but predominantly from

ability, but as a company that has successfully delivered on its sustainability w w w. e n e r g y d i g i t a l . c o m

13

Making an impact on recycling James Piper, managing director of recycling compliance scheme Ecosurety gives his thoughts about how brands can make a positive impact on recycling and explains why they are an essential partner to AB InBev.

In the UK we have compliance schemes to ensure that producers’ recycling responsibilities are met.

Brands often pay considerable amounts to offset their environmental obligations, but have no idea if (or how) this money is making a positive difference.

Ecosurety is a compliance scheme committed to making a positive and tangible change for UK recycling and the global environment. How? By capturing more materials from consumers and helping them to recycle more, as well as ensuring that materials are actually recycled at the end of the process.

Our work

Our partnership with AB InBev As a key partner of AB InBev, we ensure that they achieve their environment responsibilities and obligations in the UK. We have helped them focus on initiatives that increase material capture and routes for recycling, and are helping them on their journey to sustainability.

For instance we have run a series of school workshops with one of AB InBev’s metal can manufacturers in order to help educate the younger generation about the importance of recycling.

From creating high profile consumer awareness campaigns, to funding solutions to recycle the un-recyclable, we help major brands to comply with environmental legislation and align this regulatory need with the need for the UK to recycle more.

For example, in 2017 we launched our #BringBackHeavyMetal campaign with an environmental charity in order to encourage the nation to look at battery recycling in a new, fun way, achieving a 64% increase in battery recycling and changing consumer behaviour as a result.

In addition, we have also backed an industry led effort to increase plastic recycling, especially in regards to black plastic trays which cannot always be detected by optical sorting equipment at recycling facilities.

Over the next few years, we will also be looking to increase our focus to ensure that glass is captured and recycled, as well as build essential UK partnerships to collect and recycle more glass and metals. We believe that consumer brands like AB InBev can, and should play a decisive role in improving recycling rates in the UK and abroad.

To find out more about Ecosurety and the work that we do, visit our website: www.ecosurety.com

EUROPE

ambitions for more than a decade its new goals for 2025 has been dubbed the “most ambitious goals yet.”

The 2025 goals can be broken up into four key areas, Smart Agriculture, Water Stewardship, Circular Packaging and Climate Action. For White, the only way the company can even begin to achieve and actually deliver on these goals is by leveraging its brands and more importantly, leveraging its brand connection points with its consumers.

15

This is where procurement plays a key role.

“Historically, procurement has been seen as a cost-quality focused function,” he says. “But over the years, particularly here at AB InBev it’s definitely grown

supply chain function will have

and become much more of an

on delivering these goals.

innovation and sustainability function.”

As the main touch point

With a supplier base exceeding 10,000 suppliers and farmers across Europe alone, AB InBev will have to work much closer and

between the company and its

more collaboratively with these suppliers in

supply base, across its entire

order to truly achieve its goals.

global footprint, it becomes

White agrees as much, citing that with the

clear just how much of an inte-

most ambitious goals in the company’s his-

gral role the procurement and

tory, it cannot complete them alone. w w w. e n e r g y d i g i t a l . c o m

ANHEUSER-BUSCH INBEV

“We cannot even begin to try and deliver these goals on our own,” he says. “We need to work with our suppliers, our private and public partners if we want to achieve them. They are extremely stretching goals and collaboration is crucial.”

With an increasing responsibility on the touch points throughout the supply chain, AB InBev is mapping opportunities across its supplier network. This exercise represents a journey towards defining those key metrics it’ll use to allow its current suppliers, and poten16

tial future suppliers, to see that AB InBev walks the walk and invests in future growth.

AB InBev truly sees sustainability as

essence, the ultimate guiding principle

not simply related to its business, but as

while carefully described performance

its business. As was the case for the

indicators drive meaningful evaluation.

environmental goals to which AB InBev

“Inherently, as a brewer we need to

committed in the 2012-2017 period, all

make sure that what’s coming into the

its sustainability initiatives both inside

business is sourced sustainably,” he says.

and outside its walls will be comprehen-

“What goes in needs to be right and so

sively measured, tracked and

too does what goes out to our consumer.

benchmarked for improvement.

We set a number of targets and our sup-

White emphasises that the metrics

ply-relationship management programs

behind each initiative are designed

have and will continue to speak very

together with sustainable development

loudly to our commitment there.”

experts and results are audited externally for validation. Sustainability is, in J U LY 2 0 1 8

In any industry, the customer and the consumer are the real key driver and

EUROPE

“ Ultimately, our sustainability goals are but one step in a 100-plus year plan that will enable us to continue to excite our customers with amazing brands and do so in a sustainable way” – Richard White, Vice President of Procurement and Sustainability (Europe)

White believes that its not only the com- this changing consumer mindset and pany that has turned its attentions

White believes that this will prove king in

towards visibility and transparency

the delivery of the sustainability goals.

across the supply chain with regards to sustainability.

Consumers are changing and in this

“Our consumers connect with us through our brands and so we have a responsibility to utilise this touch point

modern world where more and more

and continue to innovate and push our

data is accessible in the palm of the

sustainability goals,” he says. “What we

hand, White feels that the consumers

as a business will continue to do in order

have become much more in tune

to achieve this is to activate and amplify

towards the sourcing of the ingredients

them through our consumer touch

or the raw materials in the products

points.”

they buy.

No more is this apparent than in the

To this end, AB InBev remains agile to “Buy a lady a drink” campaign, w w w. e n e r g y d i g i t a l . c o m

17

ANHEUSER-BUSCH INBEV

launched through the Stella Artois brand. The campaign? For every multipack of Stella sold,

AB IN

AB InBev and water.org will provide six months of clean water to people in developing countries, where often women need to walk up to 6 hours to get clean water for their family.

SMART AGRICULTURE

Another strong example of AB InBev inno-

100% of our direct farmers are skilled, connected and financially empowered

vating and amplifying its brand, albeit in the United States, is through a partnership with Enel Green Power, an Italian renewable energy corporation. The switch to renewables for AB InBev’s US breweries alone corresponds to taking 18

48,000 passenger cars off the road every year. Budweiser bottles will feature a 100% Renewable Electricity symbol. This is to highlight to the consumer that AB InBev now purchases 50% of its entire electricity for its US breweries from wind power, which amounts to more than the total electricity

CIRCULAR PACKAGING

required to brew Budweiser in the US.

100% of our products will be in packaging that is returnable or made from majority recycled content

“It’s about showing to our consumers the fantastic work that we are doing behind our brands and our innovations towards delivering on our sustainability agenda,” says White.

“We need to do so in an authentic, credible

think we can prove that.”

With a global footprint, selling

way. The consumer will want to know and

beer in more than 100 countries,

want to feel sure that this is an authentic

AB InBev not only has a respon-

approach to sustainability, and we’re not

sibility to define its own

just paying lip service to it, and I

sustainability agenda but it also

J U LY 2 0 1 8

EUROPE

NBEV 2025 SUSTAINABILITY GOALS

WATER STEWARDSHIP 100% of our communities in high stress areas have measurably improved water availability and quality

19 CLIMATE ACTION 100% of our purchased electricity comes from renewable sources & 25% reduction of carbon emissions across our value chain

has a responsibility to set a

materials that it sources to produce its beers,

standard of best practice that

AB InBev recognises that it can and will play

others can follow.

a huge role in creating a better world for

From the consumers that it

today and tomorrow.

interacts with, the people that

“We must work with our suppliers and

work for the company, to raw

partner with NGOs and government organiw w w. e n e r g y d i g i t a l . c o m

ANHEUSER-BUSCH INBEV

sations,” he says. “The work that we are doing and what we have achieved should be shared with other companies in the industry because ultimately, it’s for the greater good.”

That partnership and collaborative effort is fundamental. As White notes, these sustainability goals are intentionally challenging, pushing AB InBev and the wider industry to double up on its efforts in order to create a better world.

Sustainability in isolation is not the key message here.

“The creating a better world part of our motto is increasingly important to us and to 20

our consumer,” adds White. “To be a part of a company that not only values sustainability but sees procurement as the spearhead to driving sustainability and innovation,I’m incredibly proud.”

“Ultimately, the sustainability goals are but one step in a 100-plus year plan that will enable us to continue to excite our customers with amazing brands and do so in a sustainable way.”

J U LY 2 0 1 8

EUROPE

BIO

Richard White is Vice-President for Procurement & Sustainability (Europe) at AB InBev Europe, the world’s largest brewer.

Richard joined AB InBev in 2001 having previously worked in Sales & Account Management roles with PepsiCo & Bass Brewers in the UK. After leading the On-Premise Trade Marketing team in France, Richard moved into AB InBev’s Global Procurement function in 2006 & spent the next 10 years leading a variety of strategic sourcing initiatives in Marketing & Commercial spend categories such as Media & Advertising, before being appointed to his current role in October 2016.

Richard is a UK citizen, holds an honours degree in Business Studies & French from the University of Plymouth, U.K, and currently resides in Brussels.

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THE CHANGING FACE OF ENERGY

DNV GL - Energy CEO Ditlev Engel outlines how the company’s plans for the future will help reshape the energy industry WRIT TEN BY

MARK SPENCE

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ENERGY 4.0

24

T

here are few people

helping the business grow in

within the energy

terms of wind and solar energy,

industry as well placed

transmission and distribution

to discuss green initiatives or,

systems and energy efficiency.

more specifically, the integration

With all of this in mind, we sat

of renewable technologies into a

down with Engel to find out more

digitalised interconnected

about DNV GL’s current operations

energy system than DNV GL’s

and their plans for the future.

Ditlev Engel.

The Dane moved to DNV GL

RIGHT HERE, RIGHT NOW

back in 2016 he has been instru-

As global government agencies

mental in sharing his extensive

and utilities increasingly intro-

knowledge of the global energy

duce programmes to help

industry, developing value prop-

businesses and households use

ositions and services as well as

energy more efficiently, DNV GL’s

J U LY 2 0 1 8

ENERGY

25

“ The industry is now generating a significant amount of data, but they key question is this is it something people can use?”

— Ditlev Engel, CEO, DNV GL - Energy

objective is to help programme sponsors design, implement and track energy efficiency programmes on budget, with verifiable results while delivering high customer satisfaction.

With key services ranging from energy efficiency engineering and inspections through to audits, project modelling and much more besides, what has Engel noticed since joining the business and what are the key focus areas?

“We’re doing work on many w w w. e n e r g y d i g i t a l . c o m

ENERGY 4.0

different fronts,” he says, “but I think the key word for us at the moment is integration – essentially putting everything together.

What we’re seeing is the likes of wind becoming more digital, solar becoming more digital and so on. In order to improve operations we see systems being built in a new way. That’s one thing. I’d also say the industry is now gen-

—

erating a significant amount of

Ditlev Engel

data, and that’s fine, but the key 26

“ We believe in 2021 the cost of an EV will be lower than that of a combustion engine”

question is this – is it something people can use? Also, how do we work with it in a proactive way to ensure it provides value for our clients?” Engel asks.

So, what are some examples of the work DNV GL is currently undertaking? “We have over 2,400 people working in the energy business area developing multiple solutions within that space, but then within DNV general we also have a new business area which is called Digital Solutions. We’ve also launched a new open platform called Veracity.”

Veracity is a data platform J U LY 2 0 1 8

ENERGY

designed to help not just the energy industry, but the maritime industry improve its profitability and explore new business models through digitalisation.

Veracity will help companies improve data quality and manage the ownership, security, sharing and use of data.

SUSTAINABILITY

As energy companies are increasingly committed to the sustainability agenda and making a positive contribution to the environment, what has Engel noticed recently in terms of what the industry is doing to maintain these goals?

“What we tend to see is that a lot of B2C companies are becoming very engaged,” he tells us. “For example, the likes of major software or paper companies issuing their own PTAs and going out of their way to become directly involved in the industry.

So, that’s one way, people are managing their own carbon footprint in order to improve their w w w. e n e r g y d i g i t a l . c o m

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ENERGY 4.0

28

sustainability.” And it doesn’t end there: “I think there is a very clear consensus across industries that everybody has to work in this direction and it can be done multiple ways. Certainly, more than it was in the ‘old days’ when all they would have is a CSR report. Now, it’s really about how to embed this information in your day-to-day operations.”

Beyond the demands for the obvious requirements surround-

“ What we’re seeing is the likes of wind becoming more digital, solar becoming more digital and so on. In order to improve operations we see systems being built in a new way”

ing sustainability, Engel has also

—

picked up on the idea that busi-

Ditlev Engel

nesses are still trying to work out J U LY 2 0 1 8

ENERGY

in your value chain? Sustainability is becoming an environmental driver and a financial driver in terms of how people improve their operations.”

THE FUTURE

Beyond the immediate future of DNV GL, what other trends and forecasts does Engel foresee playing a pivotal role in the advance towards a greener future?

“If you look at the Energy Transition Outlook we launched last year (a global what it means to be ‘green’. “It’s

and regional forecast of the

quite interesting that, in my

energy transition to 2050),

experience, when people say

which we’ll update in Septem-

‘we gotta go green’, you some-

ber, it had some key

times wonder ‘what does that

takeaways,” he says. “One of

actually mean?’ It’s something

the things that people tend to

that people have very different

forget is the role of energy effi-

views on and the best way for me

ciency i.e. how much more

to explain it, in terms of sustaina-

efficient can we make our

bility, is to say ‘how do you create

operations? Basically, what

more, with less, continuously’,

we’ll see is energy efficiency

which is also a way to improve

through digitisation. The electri-

efficiency in operations. So how

fication of society will also grow

do you get more out of your

rapidly and wind and solar will

assets and consume less from

have large growth potential

whatever resources you’re using

across the globe.” w w w. e n e r g y d i g i t a l . c o m

29

ENERGY 4.0

Another aspect of these new

30

J U LY 2 0 1 8

do they not emit CO2, but they

dynamics will be the uptake of

will also become an active

EVs, something Engel feels has

player in the balancing of the

been vastly underrated. “We

grid which again means effi-

believe in 2021 the cost of an

ciency and higher

EV will be lower than that of a

sustainability. We are already

combustion engine,” he says.

seeing massive investment into

“You also have to remember

battery storage for EVs and we

that as we adopt EVs, not only

believe this will also have a

ENERGY

huge role to play. By 2025 we believe 50% of cars will either be EVs or hybrids.”

Clearly there’s good reason to believe that the energy industry is making strides in the right direction in terms of developing an effective environmentally-friendly approach. By way of conclusion, however, Engel suggests the way energy efficiency is viewed needs to change. “There’s a lot more going on than just some power being produced in a cable.”

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34

Making light work Efficient, environmentally-friendly and exceedingly cost-effective, smart lighting has emerged as a crucial component for smart buildings and cities alike. Andy Heaton, CEO of enModus, helps us see the light W RI T T E N BY

SAM ROWE

35

SMART CITIES

36

L

ighting accounts for an estimated

in agreement; dramatic growth is

15% of global energy consumption,

imminent. From carbon reduction

and more than 5% of greenhouse

to compliance with energy legis-

emissions. According the Carbon Trust, up to

lation, the nascent mainstream

40% of a building’s electricity use comes from

adoption of internet of things (IoT)

lights. However, in the case of both new-build

and big data technologies, or the

skyscrapers or century-old office blocks, a

gradual elimination of incandes-

light-based revolution is afoot.

cent lighting in favour of

Depending on which forecast you read, by

light-emitting diode (LED) bulbs –

2023 the global smart lighting market will be

the reasons for a forthcoming

worth anywhere from $20bn to $105bn. What-

boom are myriad. And yet, at the

ever the eventual figure, industry experts are

very core, lies a simple, incontro-

J U LY 2 0 1 8

ENERGY

37

“ enModus’ own smart lighting system is characterised

by Heaton as “a pivot point … a hugely important Trojan horse for the smart building” — Andy Heaton, CEO of enModus

vertible fact: smart lighting makes even smarter business sense.

“Adding smart lighting to a building is a very, very tangible payback on an investment – it pays for itself, and is measurable,” says Andy Heaton, CEO of enModus, a Welsh technology startup that vows to ‘make any building smart’.

He adds: “If you move from a building that has all kinds of incandescent or fluorescent lighting and put LED lighting with our control technology in there, you can get savings of up to 95%.”

It’s an impressive stat, and one made all the w w w. e n e r g y d i g i t a l . c o m

SMART CITIES

more spectacular when you consider a

a building’s existing cabling infrastruc-

recent enModus case study – in part-

ture to retrofit smart lighting control with

nership with Virgin Media – that

a cloud-based backend. The powerline

delivered a staggering 99% in energy

technology, Wattwave, is protected by a

cost savings. Heaton notes that while

host of global patents. So confident is

the majority of modern organisations

the company of its efficiency, it offers

“want to be seen to be green, for all the

prospective clients a timeline for when

right reasons,” the swift return on invest-

the system will begin paying for itself, as

ment is evidently a big factor.

well as a full guarantee.

“This is unique in the industry,” claims

TROJAN HORSE

Heaton. “The fact that we can supply our

Smart lighting techniques vary wildly. In

connectivity embedded in the lights, the

the consumer space, key players like Philips, Hive and Osram focus on smart38

phone control, scheduling and ambience creation, whereas the commercial Energy is naturally more concerned with compliance and optimum ROI – hence the proliferation of occupancy sensors, automatic dimming and daylight sensors – all of which conspire to drastically decrease carbon usage and cash spent. Heaton says: “You can see and efficiently measure the power consumption before, and see and efficiently measure the power consumption after.”

EnModus’s own smart lighting system is characterised by Heaton as “a pivot point … a hugely important Trojan horse for the smart building”, and utilises J U LY 2 0 1 8

“I think there’s definitely a parallel — what Alexa can do for smart homes, the LED can do for smart buildings” — Andy Heaton, CEO of enModus

ENERGY

customer only has to pay for it if it actually matches the criteria that we said it was going to match in the first place. We are that confident in our technology.�

THE AGE OF THE LED As is globally pervasive, enModus strips out the once- ubiquitous incandescent or fluorescent lighting to help usher in the age of the LED. As above, it is something of a no-brainer.

Though a seven-watt LED may cost up to $4 upfront – versus a $1 incandescent 60-watt

39

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SMART CITIES

40

‘While the majority of modern organisations “want to be seen to be green” the swift return on investment is evidently a big factor’

J U LY 2 0 1 8

ENERGY

bulb – the LED last some 20 years, with

bulbs therein, this much-touted revolu-

a 25,000-hour life span. Within that

tion of light is yet to fully spring into life.

same timeframe, a consumer will pur-

Adoption is steady, but slow. Heaton

chase an average of 21 incandescent

believes this is due to “the conservative

separate bulbs. As for electricity cost,

nature of the building industry” as,

LED triumphs again – with 25,000 hours

despite years of lip service, “there aren’t

costing $30, compared with $169 for

that many risk takers”. He remains opti-

incandescent.

mistic and believes 2018 to represent a

Such is the momentum behind LED,

defining year of change. This is, in part,

the three physicists responsible for cre-

due to a comparison he draws with

ating the blue LED were awarded the

smart home technology (which itself

2014 Nobel Prize in Physics. “Incandes-

has observed a whole host of stuttering

cent light bulbs lit the 20th century; the

false dawns).

41

21st century will be lit by LED lamps,”

“We don’t play in the smart home

read a statement on the Nobel Prize

space, but it actually took something

website. The following year, Clean

like Amazon’s Alexa to have that trigger

Energy Ministerial (CEM) launched its

point where it starts to become the

Global Lighting Challenge, which strives

norm to have smart home services. I

to deploy $10bn LED bulbs (or high-effi-

think the same kind of thing is happen-

ciency equivalents) as fast as possible.

ing in smart buildings, and I think the

Once more, the logic is palpable – doing

trigger point there is the realisation that

so would, in time, slash lighting’s contri-

LEDs themselves are very, very mature,

bution to global energy by more than

and it is very safe to convert your old

half; from 15% to eight.

lighting to LEDs.” Heaton foresees a bright future. He

ADOPTION

adds: “I think there’s definitely a parallel

Despite the worldwide acclaim for

– what Alexa can do for smart homes,

smart lighting systems, and the LED

the LED can do for smart buildings.”

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

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Business process outsourcing and the digital revolution

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CITY FOCUS

AUSTIN Top 10

Most expensive restaurants

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BREAKING THE MOLD OF I.T

Andres Cubero, the Jetro Restaurant Depot’s firstever CIO on recognizing the importance of digitization

T O P 10

SMART CITIES We take a close look at the world’s top 10 smartest cities as ranked by EasyPark EasyPark, an app designed to make urban 44

living easier by helping drivers find and pay for parking, is a self-professed lover of cities – especially those that are on the forefront of the “smart” movement. Starting with a list of 500 cities from across the globe, EasyPark analysed each for 19 factors that set a smart city apart from one that is not.

These factors ranged from the availability of digitalisation and sustainability to access to cutting-edge transportation options and governmental services. Each factor was given a score ranging from one to 10 with 10 being the highest score. Below, the top 10 smart cities are highlighted along with some of the programmemes, solutions or initiatives that helped them earn a spot on the list.

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T O P 10

09

Geneva, Switzerland www.unmultimedia.org

Geneva, Switzerland is already taking significant steps to meet the country’s goal to be 100% sustainable by the year 2050. One of the leading Swiss cities in terms of managing its water, electricity, public lighting, heating and other sources of energy consumption, Geneva earned the European Gold

46

10

Melbourne, Australia www.melbourne.vic.gov.au

EasyPark gave Melbourne, Australia high marks in its “citizen participation” category, and for good reason.

Located on the ground floor of the Melbourne Town Hall, CityLab is where ideas for a human-centric city design are prototyped and tested.

Already, Melbourne unveiled a programmeme using beacon technology to help blind, deaf and deaf-blind people navigate Campbell Arcade more easily with other initiatives on the way.

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Label for sustainable cities in 2010.

Lake Geneva, Western Europe’s largest lake, is used to both heat and cool about 400 buildings including the headquarters of the United Nations.

07

San Francisco, United States smartcitysf.com

San Francisco’s smart city plan aims to tackle the city’s transportation woes.

Though the government acknowledges that many people already use alternative methods of transportation including bikes, ride sharing, public

08

Amsterdam, Netherlands

transit and walking, the smart city plan is focused on making it easier for people to get to where they are going by implementing a system that uses less space while also being more efficient.

sustainableamsterdam.com

Amsterdam is a leading innovator of small initiatives. In fact, the city won the 2016 Capital of Innovation award from Europe. A key factor in the city’s long history of innovation is its reliance on fostering and experimenting with pilot programmes and incubators. By partnering citizens with governmental agencies and startups, programmes such as reducing the number of times garbage trucks have to go down narrow streets and differentiating between four different waste streams have been formed. w w w. e n e r g y d i g i t a l . c o m

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T O P 10

05

Boston, United States www.boston.gov/departments

One of only two entries from the United States in the EasyPark survey, Boston continues to be a trailblazer in terms of innovation. In 2010, it became one of the first cities to implement experimental smart initiatives, and it hasn’t slowed down since. The Boston Seaport is known as the city’s Innovation District and Boston has also introduced a slew of apps that encourage more involvement from

48

citizens in shaping their city.

06

Tokyo, Japan

http://www.metro.tokyo.jp

Japan, always a hotbed of technological advances, is the natural place for a smart city. In Tokyo, the city’s strategy includes the continued advancement of technology as well as a focus on improving energy efficiency and security. One of the ways it does so is with its adoption of green initiatives for building infrastructures.

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03

Stockholm, Sweden https://international.stockholm.se

Stockholm, Sweden is home to Spotify, an app that is adding so many users that it’s surpassed Apple and other leading brands in this benchmark. In addition, Spotify is second only to Netflix in the number of subscribers. Tech innovations aren’t

04

Zurich, Switzerland www.smartcity-suisse.ch/en/

Zurich, Switzerland received top

the only area where Stockholm leads other cities though. Hagadstaden, a neighbourhood on the Stockholm and Solna border, is to include specialised medical care facilities and world-class research facilities.

marks for smart buildings in the EasyPark survey but that’s only one aspect of the city’s appeal. In a partnership between the Swiss Federal Office of Energy and SwissEnergy for Municipalities, the city has established lofty goals for itself. Among the most ambitious is that it must become a “2,000-watt society” by 2050. By that year, each person can only consumer 2,000 watts of energy. Currently, the national average across Switzerland is about 5,000 watts so far-reaching efforts are being implemented. w w w. e n e r g y d i g i t a l . c o m

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T O P 10

50

02

Singapore

https://www.smartnation.sg

City state Singapore is taking a comprehensive approach in the goal of becoming the world’s first smart city that’s focused using the internet of things. Its Smart Nation programme involves the city becoming a living laboratory. Thousands of sensors have been installed across the city including places like the Yuhua estate and bus stops to help citizens and government officials monitor services, energy use and more.

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01

Copenhagen, Denmark

https://www.energycommunity.org/documents/copenhagen.pdf

Copenhagen, Denmark has numerous claims to fame when it comes to being a smart city. Not only did it secure the number one spot on the EasyPark list of such urban areas, Copenhagen has a thriving bike culture in which the number of two-wheeled vehicles outnumbers those with four or more wheels. A city that embraces parks and other green spaces, it’s a goal of Copenhagen to become the first capital that’s carbon neutral by 2025. w w w. e n e r g y d i g i t a l . c o m

VISIT OUR WEBSITE

R E A D T H E L AT E S T I S S U E

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

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

17—19 JULY

POWER-GEN & DistribuTECH Africa 54

10—12 JULY

Ees North America 2018

[ SANDTON CONVENTION CENTRE, JOHANNESBURG, SOUTH AFRICA ]

With 3,000 attendees,

[ MOSCONE CENTER, SAN FRANCISCO, CA, UNITED STATES ]

100-plus speakers and

Celebrating its 10th anniversary, Ees will welcome

70-plus exhibitors,

hundreds of 530 exhibitors and 15,000-plus trade visi-

POWER-GEN is Africa’s

tors. The conference features 40 sessions and 25

premier electricity industry

workshops with more than 200 speakers. With over 20

forum that brings together

years of experience, Intersolar brings together mem-

international business

bers of the solar industry from across the world’s most

leaders and technical

influential markets. Intersolar exhibitions and confer-

experts committed to

ences are also held in Munich, San Francisco,

powering up

Mumbai, Beijing and São Paulo.

a continent.

www.ees-northamerica.com

www.powergenafrica.com

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55

28—30 AUGUST

Intersolar South America 2018 [ EXPO CENTER NORTE, SÃO PAULO, BRAZIL ]

With 11,500-plus visitors, 1,500-plus conference attendees and 180 exhibitors, Intersolar has become the most important platform for manufacturers, suppliers, distributors, service providers, investors and partners of the solar industry. Intersolar South America takes place at the Expo Center Norte in São Paulo, Brazil, and has a focus on the areas of photovoltaics, PV production technologies, energy storage and solar thermal technologies. www.ees-northamerica.com

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

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

18—20 SEPTEMBER 56

13—14 SEPTEMBER

Offshore Wind Executive Summit

Asia Power Week

[ ICE, BSD CITY, JAKARTA, INDONESIA ]

2016 saw Asia Power Week take place outside of the ASEAN region, and also for the first time in South Korea, at KIN-

[ NORRIS CONFERENCE CENTERS, HOUSTON, TX, USA ]

TEX, Gyeonggi-do. For the second year

Bringing together decision makers from

were broken, with over 8,300 delegates

wind and offshore oil and gas, both

and visitors attending the three co-

from the US and Europe, the Offshore

located events. The event attendance

Wind Executive Summit provides the

record was then further broken in 2017

forum to establish new business rela-

in Thailand, for the ninth staging in

tionships. Discussion points include

Bangkok. This year, for the first time Asia

project development, important policy

Power Week will take place in Indonesia

issues and supply chain.

at ICE, in BSD City, Jakarta.

www.offshorewindsummit.com

www.asiapowerweek.com

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in succession event attendance records

27—28 SEPTEMBER

57

World Congress on Oil, Gas and Petroleum Refinery [ RADISSON BLU HOTEL, ABU DHABI, UAE]

Conference Series LLC welcomes you to attend the World Congress on Oil, Gas and Petroleum Refinery in September at Abu Dhabi, UAE. The event invites all the interested participants to sharing their knowledge, research and gaining the information in the arena of oil, gas, petroleum and its allied areas. Petroleum Refinery 2018 gives a platform for analyst scholars, researchers and academic people to share and globalise their research work while the participants from industry/business sectors can promote their products thus felicitating dissemination of knowledge. petroleumrefinery.conferenceseries.com/venue-hospitality.php w w w. e n e r g y d i g i t a l . c o m

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

11—15 DECEMBER

Intersolar India [ BOMBAY EXHIBITION CENTRE, MUMBAI ]

With events spanning four continents, Intersolar is

10—11 OCTOBER

the world’s leading exhibi-

[ EXPO CENTER NORTE, SÃO PAULO, BRAZIL ]

and its partners.

HORIZON18

Horizon18 is a global event-driven platform that har58

nesses the international movement towards a clean economy. The platform is the logical next step following the Paris Agreement, 2030 Sustainability Goals, We Are Still In, and America’s Pledge. The momentum to act on clean energy and solutions is rapidly accelerating, and Horizon18 will be the next landmark platform to uniquely offer deployable solutions to accelerate the clean economy and act on climate commitments. The time to act on clean economy solutions has never been more opportune, and there is no better place to meet than in Boston where the northeast US is already one of the world’s leading and fastest-growing clean energy clusters, with ideal access to Canadian and global markets. Horizon18’s platform creates the potential for solutions against the backdrop of Boston, a C40 city. horizon18.org

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tion for the solar industry ‘Our objective is to increase the share of solar power in the energy supply. By providing first-rate services, our exhibitions and international conferences bring businesses, technologies and people from the most important markets around the globe together. We have 25 years of experiences in opening up markets, providing specialist knowledge and creating links.’ www.offshorewindsummit.com

59

13—14 DECEMBER

SOLAR POWER, NEW YORK

[ NEW YORK MARRIOTT AT THE BROOKLYN BRIDGE, NY ]

Tapping into one of the top 10 solar markets, Solar Power New York is the event for solar policy updates and opportunities to network with regional companies for New York State. The 2017 event drew 400 attendees, over 25 exhibitors, and featured interactive education focused on the changing landscape, obstacles, and policies that are impacting the industry in New York. events.solar/newyork/

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

12 & 13

SEPT 2018

NEC BIRMINGHAM

THE UK’S LEADING EVENT FOR WATER & ENERGY EFFICIENCY INNOVATIVE SOLUTIONS AND REVOLUTIONARY TECHNOLOGY FOR BUSINESS SUSTAINABILITY

80

SPEAKERS

REGISTER FOR FREE TICKETS FUTURERESOURCEEXPO.COM

3000 VISITORS

200

EXHIBITORS

FUTURE RESOURCE THE NEW RENEWABLE ENERGY EXPO On the 12th & 13th of September, Future Resource will land and set up shop at Birmingham’s NEC, and registration is now open with tickets freely available for those who register! This year, the expo will be joining forces with the largest recycling and waste management event the UK, RWM, which will in turn drive the show’s focus onto the growing need for renewable and sustainable energy sources; as well as how to become more energy efficient.

for professionals working across numerous industries to attend, and in particular local authorities, which is due to increased need for development within our urban areas. As well as the authorities, educating large businesses on how altering and changing their energy usage could benefit the larger environment is an objective Future Resource will endeavour to achieve, as the show strives to create a positive, more environmentally friendly future for all.

Energy Association will be taking a deep look into the avenues Britain could explore in its quest to achieve the 2050 emissions targets.

Future Resource will boast marketleading exhibitors like Veolia, Orsted and Northern Gas & Power, as well as partnering with hugely influential groups like The Green Organisation, Sustainable Energy Association and the Major Energy Users Council.

Partnering with bodies like this shows the need for Future Resource and how there should be more of a focus on On top of market leading exhibitors that will be here to sell there innovative these similar sectors within the events Evolving from RWM’s Supply and products and services, there will be a industry.

Demand Zone, Future Resource is full roster of pioneering professionals, the latest edition to the growing Tickets for Future Resource are environmental portfolio at Prysm Media leading seminars on topics that directly affect the industry and its free and readily available from Group, and will run alongside RWM, future. Within three dedicated seminar futureresourceexpo.com.

Flood Expo and the Contamination theatres you will find Helen Troup from Series at the NEC. The crossover of these events and the industries they Carbon Smart, who will be distilling There are still exhibitor spaces represent will ensure attendees gain advice for businesses looking to invest available, to find out more about the most detailed outlook of all these in their own renewable energy source these get in contact with Nick sectors, in one place at one time. and will also talk attendees through Woore on some pitfalls to avoid in the process. nick.woore@prysmgroup.co.uk or Our event offers a major incentive Lesley Rudd from the Sustainable 0117 929 6083.

AMERICAN UNIVERSITY OF BEIRUT

American University of Beirut: a sustainable tomorrow

62

The American University of Beirut has a responsibility to build a greater, more sustainable future for the Middle East WRITTEN BY PRODUCED BY

J U LY 2 0 1 8

DALE BENTON JAMES PEPPER

MIDDLE EAST

63

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

AMERICAN UNIVERSITY OF BEIRUT

F

64

or AUB as one of the leading teaching-centred research universities in the Middle East, providing education and research opportunities to more than 8,000 students, the importance of creating a safe and healthy environment for the students cannot be underestimated.

For Farouk Merhebi, Director of Environmental Health, Safety, and Risk Management at the American University of Beirut (AUB), it is the very essence of his job to ensure that AUB not only complies with regulatory standards but exceeds them.

“The mission of my department is a simple one,” he says. “To minimize risk by providing and maintaining a safe and healthy environment for all our community and ultimately, our students, staff, and faculty members.”

Having previously graduated from AUB on three separate occasions, in chemistry, agriculture, and environmental engineering, Merhebi forged a career in environmental stewardship, ranging from wastewater design and environmental impact assessment to solid and hazardous waste management.

J U LY 2 0 1 8

When he returned to AUB, this time as Director, he brought with him a wealth of experience that could help drive forward a number of sustainable initiatives across the organization.

“Throughout my varied experience in the private and public sectors, I developed an understanding of working with complex projects and collaborating with a multitude of stakeholders and interested parties,” says Merhebi.

“For me, being an alumnus, it was AUB’s work both for students and beyond into the wider community on environmental concerns and issues that attracted me to this role and to take on this responsibility.”

As director, Merhebi oversees six key areas of operation: life and fire safety, environmental and chemical safety, biosafety and sanitation, radiation safety, occupational safety, and risk management.

The task at hand for each area is one of compliance with national and international environmental and safety regulation standards. But despite this being a core ambition, Merhebi is keen to stress that AUB will continue to go above and beyond simple

MIDDLE EAST

BIO

Farouk Merhebi is an AUB graduate with a BS degree in Chemistry in 1991, a BS degree in Agricultural Engineering in 1993 and a master’s degree in Water Resources and Environmental Engineering in 1995.

Mr. Merhebi joined AUB in 2012 with 18 years of solid work experience in environmental management and in implementing complex projects and programs with the public and private sectors and with a vast network of donor agencies. His experience extends to fields related to integrated solid waste management, water supply and wastewater management, industrial waste management, medical and hazardous waste management, environmental impact assessment, air quality management, risk and safety assessment, renewable energy, environmental legislation and environmental auditing.

Mr Merhebi currently supervises a team of 11 professionals.

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

65

AMERICAN UNIVERSITY OF BEIRUT

compliance and be a steward of best practice across the region.

“At AUB, we believe that we should be more than simply an institution that teaches and conducts research as a university,” he says. “We should expand our support to a wider platform with a number of activities where sustainable development and environmental stewardship is incorporated into campus management and operations, construction and renovation, purchasing, transport, and engagement with the wider

Chemical waste segregation in labs

community.

“It’s very important for us that we build a 66

sustainable future for AUB by conserving resources, polluting less, using more energy efficient equipment, and transforming our operations to become a sustainable institution, now, and in the future.”

In the quest to not only redefine AUB’s sustainable processes, but to also play an influential role in the region’s approach to sustainability, the first step was to recognize its own carbon footprint.

When Merhebi joined the university, a decision was made to establish a baseline that the university could use for benchmarking, as it continued to deliver initiatives in order to achieve greater sustainability.

To calculate the carbon footprint, all greenhouse gas emissions from campus J U LY 2 0 1 8

Red and Blue outdoor recycling bins

MIDDLE EAST

operations had to be taken into account, both direct emissions and indirect. Direct emissions include emissions from on-site electricity generators, steam-generating fuel boilers, and transport vehicles used on campus.

Indirect emissions include consumption of electricity provided by the government, students and employees’ commuting, staff business travel, paper usage, and disposal of solid waste.

AUB collated all of the data obtained and

“ In the absence of that legislation and infrastructure, we must work with other organisations and partners to become role models for future generations, that’s what we are trying to do, to influence the future generation and extrapolate our best practices beyond AUB and into the wider community” — Farouk Merhebi, Director – Environmental Health, Safety and Risk Management

established its carbon footprint, using it as a benchmark for future reference.

In 2013, AUB reported the emission of approximately 10.3 tonnes of CO2 per student. In the last recorded year, 2017, the figure has been brought down to 9.7 tonnes per student, which shows that progress has been made already.

“The majority of our greenhouse gas emissions comes from our electricity usage,” says Merhebi. “Since it represents the greatest percentage of carbon-emitting sources, we are going to be increasing our focusing on sustainable energy to track and reduce those emissions from electricity and bring our carbon footprint further down.”

Merhebi has overseen a number of sustainable initiatives that have proven key in reducing the university’s carbon footprint, w w w. e n e r g y d i g i t a l . c o m

67

AMERICAN UNIVERSITY OF BEIRUT

(Above images, left - right) The encapsulation process of asbestos waste in concrete and the final casting of the containment block

MAJZOUB ENGINEERING & CONTRACTING In 2002, Majzoub Engineering & Contracting launched its journey to meet with the international standards of contracting services to deliver challenging projects in the electro-mechanical industry teaming up with prestigious clients in the region such as AUB, Solidere and major Banks.

mec-leb.com info@mec-leb.com

MIDDLE EAST

and enhancing and refining its sustainable practices.

“In terms of reducing our carbon footprint from commuting and transport, we encourage the use of bicycles and carpooling as much as possible,” he says. “There are also five electric cars on campus, which is an upgrade from the two we had at the start of this journey.”

Another project that has completely revolutionized the recycling and waste management system of the university was the progressive installation of 17 “reverse vending machines,” designed to incentivize the very notion of

69

recycling.

Students and faculty members alike are encouraged to place their plastic bottles or soft drinks cans into the vending machines in return for points that can be redeemed as gifts through a catalogue on campus.

Naturally, this proved largely successful and since it came to fruition no more than three years ago, AUB has been able to record a recycling of around 750,000 bottles and cans.

AUB has also installed systems of battery collection and safe disposal, and is implementing environmentally responsible waste disposal from medical and laboratory facilities and other hazardous waste-disposal

Boomerang Reverse Vending Machine for recycling w w w. e n e r g y d i g i t a l . c o m

AMERICAN UNIVERSITY OF BEIRUT

systems. AUB won the Green Mind Award for its hazardous waste management program back in 2014.

But it’s not just recycling and waste management that AUB has introduced across the institution.

“We have embarked on a num-

Fluorescent Lamp crusher

ber of solar energy projects for water heating and for electricity generation and we are progressively replacing our lights into more efficient energy-saving 70

ones. We often buy energy-efficient equipment throughout the campus,” he says.

Sustainable design and construction has been at the core of our campus planning, design, and construction. “In the last few years we’ve constructed several new buildings for which we have strived to achieve LEED certification.

“Of those, we’ve achieved one LEED Gold certification and another is for LEED Platinum”, The campus also became a botanical garden in 2016, which makes it unique for an organisaJ U LY 2 0 1 8

Electric club cars on campus Battery collection points

MIDDLE EAST

“ In the absence of that legislation and infrastructure, we must work with other organisations and partners to become role models for future generations, that’s what we are trying to do, to influence the future generation and extrapolate our best practices beyond AUB and into the wider community” — Farouk Merhebi, Director – Environmental Health, Safety and Risk Management

future generations.

Sustainability and environmental best practice is a difficult beast in the Middle East and particularly in Lebanon, as historically there simply hasn’t been the necessary infrastructure and legislation in place to drive sustainable initiatives.

“The enforcement of legislation, particularly in environmental management, has always been pretty weak,” Merhebi says.

“And so, we as an institution have to depend on our own resources to preserve the quality of the environment that we are living in. That’s why we go above and beyond our responsibilities.”

It is this understanding of the role that AUB can and does play in reinvigorating the sustainability conversation that has seen AUB play an active role in guiding and supporting national organisations and municipalities.

tion of its kind. Merhebi explains

“In the absence of that legislation and

that AUB is committed to the

infrastructure, we must work with other

conservation of the living envi-

organisations and partners to become role

ronment that makes up a large

models for future generations,” says Mer-

proportion of its campus, and

hebi. “That’s what we are trying to do, to

seeks to educate members of

influence the future generation and extrapo-

the community, both within and

late our best practices beyond AUB and into

outside of AUB, about the natural

the wider community.”

environment with which we coexist and the importance of preserving this environment for

71

USA

Powering the US solar agenda WRITTEN BY

CATHERINE STURMAN PRODUCED BY

TOM VENTURO

THE DEMAND FOR SOLAR PROJECTS CONTINUES TO GROW APACE ACROSS THE UNITED STATES. JOE BROTHERTON, EXECUTIVE VICE PRESIDENT OF OPERATIONS AND MAINTENANCE, DISCUSSES HOW CYPRESS CREEK RENEWABLES DELIVERS A ONE-STOP-SHOP WITHIN THE UTILITYSCALE SOLAR INDUSTRY

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

CY P R E S S C R E E K R E N E WA B L E S

T

he solar energy market is booming across the United States. Americans are increasingly demanding access to cleaner sources of energy, driving utilities and large corporate electricity consumers to turn their attention towards renewable energy projects.

With such high demand, inte-

74

built,” explains Joe Brotherton, Executive Vice President of Operations and Maintenance.

“Because we have this integrated approach to project development, construction and operations, our Operations & Maintenance team is able to be involved in the upfront work, whereas a traditional operator would not be.”

Upgrading facilities In April, Cypress Creek opened its

grated utility-scale solar

national solar control center at its

developer Cypress Creek

flagship Research Triangle Park,

Renewables has been behind

North Carolina office. The new con-

the development, construction

trol center marks a significant

and operation of an array of pro-

milestone for Cypress Creek as the

jects across a dozen states,

company expands its operations

including North Carolina, New

and maintenance services for third-

York, and Oregon. The company

party customers and signals its

has placed focus on working

unique ability to operate secure

alongside community, utility and

solar sites and maximise produc-

commercial clients to undertake

tion.

all the required work.

The C4 is just one of a handful of

“Cypress Creek is unique.

North American Electric Reliability

While we find and develop land

Corporation (NERC) – Critical Infra-

for solar farms, we also have a

structure Protection (CIP) compliant

group that builds projects. I run

control centres in the country oper-

the operations team. Projects

ated by a solar-only company. The

are handed to us after they are

C4 was designed to meet North

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USA

“Cypress Creek is unique. While we find and develop land for solar farms, we also have a group that builds projects” — Joe Brotherton, Executive Vice President of Operations and Maintenance

75

American Electric Reliability Corporation’s (NERC’s) most stringent cyber security and reliability requirements. To meet the new compliance level, Cypress Creek hired 22 people over the past three months.

Partnering with Power Factors to implement a robust data collection system across its 230 operating power plants, data is now pulled from each plant and centralised into one core platform inside of Cypress Creek’s new control center.

Through this investment, the business has gained w w w. e n e r g y d i g i t a l . c o m

GridSME is a team of subject matter experts who work collaboratively with clients to reduce risk and adapt to an ever-changing power industry.

Think of us as your insurance policy for NERC, cyber security, engineering, and wholesale electricity markets.

LEARN MORE 1847 Iron Point Rd, Suite 140 Folsom, CA 95630 P: 916-800-4545 E: customerservice@gridsme.com

CONTACT US 6048 Enterprise Drive, Diamond Springs, CA 95619 T: (530) 621-1255 E: norcalcontrols@norcalcontrols.net www.norcalcontrols.net

FOLLOW US

USA

FACT

increased visibility across its entire portfolio. Additionally, it

CULTIVATING SMALL UTILITY SCALE, GROUND-MOUNTED SOLAR FARMS HAS ADHERED TO CYPRESS’ AMBITION TO SUPPORT COMMUNITIES WHEN DEVELOPING LAND

has allowed teams to gain direct access to a site to look at any potential issues.

“We want to undertake as

in the operation centre.

“When an alarm goes off, it generates a

much work ahead of time so that

work ticket which automatically goes to a

we can tell a technician where to

technician. As we have undertaken all this

go, take the required parts and

upfront work, the responsible technician will

relevant tools to undertake a

reach it in (almost) real time and fix the issue,”

specific repair,” says Brotherton.

he continues.

“Reducing plant or component

“We’ve automated our entire monitoring

downtime is our O&M team’s

process. From a data analysis standpoint,

main goal; to produce as much

we can get into granular detail around site

as we can so smart repairs and

performance.

efficiency all starts with my team

“With data analysis we can see that the w w w. e n e r g y d i g i t a l . c o m

77

“We have this integrated approach to project development, construction and operations, so our Operations & Maintenance team is able to be involved in the upfront work” — Joe Brotherton, Executive Vice President of Operations and Maintenance

78

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USA

Operations and Maintenance team member at Tracy solar farm in in Nash County, NC

79

FACT

CULTIVATING SMALL UTILITY SCALE, GROUND-MOUNTED SOLAR FARMS HAS ADHERED TO CYPRESS’ AMBITION TO SUPPORT COMMUNITIES WHEN DEVELOPING LAND

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

CY P R E S S C R E E K R E N E WA B L E S

Cypress Creek’s Control Center in its Research Triangle Park office

USA

plant is on, but it’s not performing

solar is popular and there are a lot of

as best that it could be. We can see

projects. Having qualified personnel

what we can gain by either fixing

allows us to build cheaper, quicker

something; being predictive in our

and more efficiently.

maintenance, analysing data and

“From construction jobs to the

seeing trends to resolve issues

operations side, we have licensed

before they happen.”

electricians, medium and high voltage experts, which all come with a

Enhancing opportunities for communities

level of training. We’re moving so

With extensive experience in both

can partner and build a curriculum

operations and maintenance (O&M)

to create more opportunities,” com-

and the semiconductor space,

ments Brotherton.

Brotherton is aware of how partner-

quickly and have looked at who we

“If we know labour is available,

ing with communities can benefit all

that’s great from a construction

parties.

standpoint. From the operation side,

“When we go into a new area, we

having people that know electrical

show the community how we’re

or solar-specific components bene-

going to build these projects and

fit my group specifically. We also

illustrate how a solar project will

have an internal training programme

benefit them,” he says.

where we can bring individuals up to

One of the ways that Cypress

speed,” he continues.

Creek shows its commitment to the community is through workforce

Supporting industry growth

development. The company has

By operating across the entire life

collaborated with five community

cycle, Cypress Creek offers excep-

and technical colleges across the

tional, seamless performance

country, including Cape Fear Com-

across its development, construc-

munity College in North Carolina to

tion and O&M capabilities. With all

train future solar workers.

three groups working in sync, any

“We’re doing this in areas where

issues can be mitigated or reduced, w w w. e n e r g y d i g i t a l . c o m

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CY P R E S S C R E E K R E N E WA B L E S

82

Cypress Creek’s Control Center in its Research Triangle Park office

FACT

• CYPRESS CREEK HAS PARTNERED WITH POWER FACTORS TO IMPLEMENT A ROBUST DATA COLLECTION SYSTEM ACROSS ITS 230 POWER PLANTS • CYPRESS CREEK HAS COLLABORATED WITH A NUMBER OF COLLEGES TO PROVIDE AN ARRAY OF PROGRAMS

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USA

Tracy solar farm in Nash County, NC

guaranteeing world-class results.

has now looks to incorporate differ-

“If a project is going to have high

ent initiatives at its solar farms.

operational costs or it’s in the terri-

“We now have our first project in

tory that we have some special

Maryland where we’re putting in

vegetation requirement, we can

pollinator habitats and beehives on

start those conversations at the

site as part of our pollinator pro-

front end,” adds Brotherton.

gram,” he concludes.

Such is the company’s success, it w w w. e n e r g y d i g i t a l . c o m

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NWD BUILDS ARTISANAL, SUSTAINABLE COMMUNITIES WITH WELLNESS AT THEIR CORE WRIT TEN BY

OLIVIA MINNOCK

PRODUCED BY

A L E X PA G E

N E W W O R L D D E V E L O P M E N T C O M PA N Y

WITH SUSTAINABILITY AT ITS CORE, NEW WORLD DEVELOPMENT FOCUSES ON GREEN, WELLNESS, SMART AND CARING FEATURES TO CURATE UNIQUE, ARTISANAL LIFESTYLE PLATFORMS. HEAD OF SUSTAINABILITY ELLIE TANG EXPLAINS THESE ARE MUCH MORE THAN JUST BUILDINGS

W 86

ith a sustainable future

services to create something

at its core, New World

new. This has been an opportu-

Development (NWD) is

nity to suggest a new approach

at the forefront of building communities in Asia. The

to sustainability for the company.”

Sustainability is more than an

corporation’s vision to build a

attractive add-on as other com-

better society through sustaina-

panies may view it: it is integral to

ble growth and a wellness focus

all aspects of the business.

is championed by The Artisanal

“With great support and guid-

Movement. As Ellie Tang, Head

ance from our Executive Vice

of Sustainability, explains: “This

Chairman and General Manager

brand personality values herit-

Mr. Adrian Cheng, along with the

age, nature and innovation at the

leadership team, we have the

same time. It is also about

opportunity to get involved in our

empowering each individual to

property projects in Hong Kong

craft something unique and

and China from design all the

make an impact. We also see the

way to customer experience,”

Group’s portfolio business as an

Tang says. “We have referenced

ecosystem with opportunities to

the United Nations Sustainable

connect talents, products and

Development Goals, stakeholder

J U LY 2 0 1 8

ASIA

BIO

Ellie Tang is currently Head of Sustainability at New World Group, where she leads the Group’s Environmental, Social and Governance (ESG) reporting, risk management, environmental management and green financing initiatives. Also serving as General Manager – Sustainability at K11 Group Limited, Ellie supports Hong Kong and Mainland China property projects from planning to customer experience design. Previously, Ellie was the Asia Pacific Coordinator of the ‘HSBC Water Programme’, a $100mn global partnership which invests in freshwater and sanitation projects to improve livelihoods. She also has experience in ESG strategy development and environmental management in the REIT sector.

Ellie graduated with a Master of Public Administration degree in Environmental Science and Policy from Columbia University. She has worked in environmental and health policy research and UNFCCC Clean Development Mechanism carbon credit project advisory in the US.

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88

ASIA

land China, NWD not only

“WE SEE BUILDINGS AS A LIFESTYLE PLATFORM: WE’RE CREATING A MODERN LIVING STRUCTURE WITH SUSTAINABILITY ELEMENTS” — Ellie Tang, Head of Sustainability, NWD

produces top-of-the-range green buildings but keeps community in mind. “Urbanisation is integral to what we do – we’re building communities,” says Tang. “This isn’t just a slogan; it’s exactly what governments around Asia are promoting among building developers and what our dense cities need to be sustainable.”

“In the past, the focus was on building specification and energy efficiency, but now governments are looking into a wiser, more

views and our business priorities

efficient way of planning and

to set the 2030 vision for the

allocating resources. They want

entire group.”

to see a holistic development

The company’s New World

blueprint with mixed-use facili-

Sustainability Vision 2030

ties outlining how we will boost

focuses on four pillars: Green,

the local economy, improve con-

Smart, Wellness and Caring.

nectivity through low-carbon

“We’re now setting policies and

transport, promote smart cities

targets to drive those down to

through technology adoption and

customer experience across our

include community-level green

groups’ businesses. It’s an excit-

features.” That’s exactly what

ing journey,” Tang adds.

NWD offers, and it’s vital given around 70% of the company’s

BUILDING COMMUNITIES With rapid urbanisation taking over both Hong Kong and main-

business is in mainland China.

In Hong Kong, where density and land scarcity is higher, NWD w w w. e n e r g y d i g i t a l . c o m

89

GZ K11 – Interior

GZ K11 – Exterior

90

J U LY 2 0 1 8

ASIA

has innovated new project

FROM VISION TO ACTION

designs and features that bring

NWD houses a diverse portfolio

its building users closer to nature,

ranging across property devel-

whether through a sky garden

opment, investment and

with renewable energy installa-

management; infrastructure and

tion at SKYPARK, a residential

transportation; telecom; hospi-

re-development in Mongkok; or

tality; healthcare; education and

a family-friendly sculpture park

retail. This diverse focus enabled

at Mount Pavilia, a multi-tower

the launch of the first ever Art

residential project in the suburbs

Mall in Hong Kong by the K11

of Clearwater Bay. Both of these

‘museum retail’ brand a decade

projects have been certified to

ago. Since then, the brand has

the US LEED (Leadership in

also added a workspace offer-

Energy and Environmental

ing: K11 Atelier. The K11 brand

Design) Building Standard Gold

integrates art into buildings,

level status.

offering a unique user experience, and was pioneered by Adrian Cheng who is a third-generation member of NWD. Tang explains that the Art Mall

K11 Atelier

was a novel concept when it opened in 2009. “Mr. Cheng is an international art collector and a cultural entrepreneur. His vision has always been ahead of our time. The ‘museum retail’ idea of K11 has been very successful as seen in the increasing focus of our peers on art and culture in their property projects.”

The mall was launched at a w w w. e n e r g y d i g i t a l . c o m

91

N E W W O R L D D E V E L O P M E N T C O M PA N Y

K11 Natural 92

time of increased consumer

“HAVING THAT BESPOKE, EXCLUSIVE CULTURAL EXPERIENCE IS A PROMINENT TREND FOR MILLENNIALS” — Ellie Tang, Head of Sustainability, NWD

spending power in the region, as social media promoted unique online personas and shoppers craved a selfie-worthy experience. “Having that bespoke, exclusive cultural experience is a prominent trend for millennials.

We keep pushing the K11 museum retail concept for that reason.”

“It’s not just about art and digital, but sustainable products at the core,” Tang adds. Often, small luxury or wellness companies have pop-up kiosks at K11

J U LY 2 0 1 8

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N E W W O R L D D E V E L O P M E N T C O M PA N Y

locations. “We’re seeing a rise in favour of wellness and greenthemed products. In 2016, we launched K11 Natural, an experimental merchandise zone in our Hong Kong Art Mall, to cater to this growing customer demand.”

A consumer market study shows a 40% increase in Chinese consumers’ preferences for anything branded with wellness or health between 2016 and 2017.”

Three years ago, NWD pioneered The Artisanal Movement, 94

favouring the human side of large-scale development. “We want our employees and external stakeholders to think of themselves as artisans: they can create something memorable, unique

Salisbury Garden - Green Wall

and lasting,” Tang continues.

“Every building we create has a unique design and we place ourselves at the cusp of heritage and modern. We aggressively adopt technologies while also preserving heritage and building human relationships in the communities we develop, with sustainability as the underlying spirit of everything we do.”

J U LY 2 0 1 8

Mount Pavilia Aerial View

ASIA

A LIFESTYLE PLATFORM NWD was the world’s first company to achieve the WELL Building Standard Pre-certificate on the King’s Road Commercial Re-development in Hong Kong.

The same building has achieved Video: The Pavilia Bay –

a LEED BEAM Plus green build-

Beyond the horizon

ing standards Platinum level at the pre-assessment stage. “This sets the tone for the future,” Tang says. “It’s not just ‘green’: we

GZ K11 Exterior

strive to build healthy buildings with the best air, natural light and water quality. Research shows healthy buildings result in a happier, healthier and more productive workforce. Caring about the individual is integral to The Artisanal Movement. We see buildings as a lifestyle platform: we’re creating a modern living culture with sustainability elements.”

The WELL standard, which advances health and wellbeing in buildings globally, ensures buildings are regularly re-certified. “We plan to build more certified green and healthy buildings,” says Tang, adding that while this comes at a cost, the w w w. e n e r g y d i g i t a l . c o m

95

N E W W O R L D D E V E L O P M E N T C O M PA N Y

“IT’S NOT JUST ‘GREEN’: WE STRIVE TO BUILD HEALTHY BUILDINGS WITH THE BEST AIR, NATURAL LIGHT AND WATER QUALITY. RESEARCH SHOWS HEALTHY BUILDINGS RESULT IN A HAPPIER, HEALTHIER AND MORE PRODUCTIVE WORKFORCE. CARING ABOUT THE INDIVIDUAL IS INTEGRAL TO THE ARTISANAL MOVEMENT” — Ellie Tang, Head of Sustainability, NWD 96

The Forest Interior (Urban Re-development Project) J U LY 2 0 1 8

ASIA

rewards are exponential and investors are supportive. The company recently raised Hong Kong’s first ever Green Loan for the King’s Road project. “The wellness proposition gets people more excited than raising awareness on climate change, but the building design and operation requirements are generally similar.”

Wellness isn’t just promoted within NWD’s buildings. “We established the first sports and wellness academy: the

Mount Pavilia Application of Renewable Energy in The Project

Hong Kong Golf and Tennis Academy,” says Tang. In addition, the Group’s flagship community programme, New World Springboard, offers seven years of professional sports training, mentoring support, and volunteering opportunities to underprivileged students, with an aim to promote whole person development and improve social mobility. NWD also sponsors the annual Harbour Race, a traditional swim across the iconic Victoria Harbour in Hong Kong.

VIRTUALLY PERFECT

Salisbury Garden – Facilities

With preservation of heritage at the core, NWD uses cutting-edge technology to create green buildings for the smart cities of the future. BIM (building w w w. e n e r g y d i g i t a l . c o m

97

N E W W O R L D D E V E L O P M E N T C O M PA N Y

information modelling) software enables planners and designers to virtually plan buildings by creating 3D models which can be visualized. “On the computer simulation, you can make many adjustments and play around with designs before the actual building process,” says Tang.

“This reduces abortive works.

It saves time; construction, environmental and health costs; occupational health and safety risks. Issues are flagged 98

promptly and the software identifies what needs to be fixed and how long it will take.” BIM also helps facilitate overall building management post-construction.

D‧PARK – Event

NWD also launched the first virtual reality (VR) apartment viewing app in Hong Kong last

as a community-centric living

year. While customers can still

culture curator? “Quality speaks

look at sales galleries and show

louder than anything else,” Tang

flats, the app allows users to

states. “Everything we introduce

check the layout of an apartment

from now on must live up to our

remotely, and VR helps buyers

vision. We will try to increase and

design their own interior.

strategise our communication both internally and externally.”

A SUSTAINABLE FUTURE How will NWD maintain its status J U LY 2 0 1 8

Adrian Cheng’s leadership of The Artisanal Movement is key to

K11 HK - Movie11 – Community Engagement Event

ASIA

99

Hong Kong Golf & Tennis Academy – ‘Future Stars Programme’

D‧PARK - M.I. Learning Zone

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

N E W W O R L D D E V E L O P M E N T C O M PA N Y

this internal development. “We offer extensive learning and development programmes for our employees and even their families. Across staff levels, there are opportunities to learn new skills, take ownership and collaborate with different departments and subsidiaries to tap into our internal strengths and create synergy,” says Tang. “We will continue to leverage our strengths as a group and put out quality products and services to achieve 100

our goals as a culture curator.”

Externally, the company will continue to build healthy relationships. Suppliers, including BCG Group Ltd and Kohler Asia, have more than just a one-way relationship with NWD. “Kohler, our washroom facilities supplier, is involved in a lot of our green, sustainable and WELL building projects,” Tang explains. “Now we have a clear vision, apart from just buying products and services we do share our future direction with suppliers to see if they have any innovative proposals, like J U LY 2 0 1 8

ASIA

special features or new products.”

Innovation is also encouraged inside NWD, with an annual Incubation Circle competition which not only takes employees’ ideas on board, but offers them a platform and encourages them to take ownership. “Employees are encouraged to pitch projects based on specific categories ranging from profits, innovations, health and safety and environmental protection to new business. We can identify opportunities within our business and suggest how we would do things better.”

“As we go along and develop more concrete targets and specific actions,” concludes Tang, “we want people to see that sustainability runs through the veins of New World products and services.”

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

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INSIDE THE DIGITAL JOURNEY OF PLAINS MIDSTREAM CANADA WRITTEN BY

LEILA HAWKINS PRODUCED BY

TOM VENTURO

Plains Midstream Canada (PMC) has an extensive network of pipeline transportation, terminals, storage and gathering assets strategically located in key crude oil and NGL producing basins, transportation corridors, and at major market hubs in Canada and the United States.

PMC has embarked on a digital transformation roadmap to help them prioritise new business capabilities and achieve operational excellence

PLAINS MIDSTREAM CANADA

F

104

ormed in 2001 with just 130

strategy team can look at the

employees, Plains Mid-

business holistically instead of

stream Canada (PMC) has

just focusing on a singular aspect,

grown to over 1,400 employees and

such as implementing new tech

provides oil and gas transport and

solutions. “Rather than having

storage solutions across Canada

that quite narrow tactical discus-

and the United States. The compa-

sion with the business around

ny’s network of pipelines along with

software for instance, we engage

a fleet of truck trailers and railcars

them in business terms, better

provide oil and gas producers with

understanding their needs and

flexibility for transporting crude oil

desired outcomes before analys-

and natural gas liquids products link-

ing how to positively affect a

ing petroleum producers with

change to support them. In effect

refiners and other customers.

we’re acting as that internal tech-

The organisation is currently in the

nology broker, working with the

midst of a five-year digital transfor-

business to address their prob-

mation plan to drive improvements

lems by creating new business

to business processes, improving

capabilities. Sometimes our aim

the use of its existing technology or

is merely digitally enabling what

introducing new digital technologies.

we have, but we are absolutely

To design and enact this, the com-

planning for digital optimisation

pany brought in Chris Leonard, a

and transformation.”

Senior Business Strategist who is

“Not everything on our road-

now their Director of Strategy and

map is about introducing

Digital Transformation. In his words,

technology,” Leonard continues.

he and his team “plan the right work

“Often we’ve discovered that a

at the right time.”

review and improvement of exist-

The roadmap to digitisation is underpinned by a triad of people, process and technology improvements which means the digital J U LY 2 0 1 8

ing business process is just as valuable.”

However, he adds that they are looking at planning initiatives to

CANADA

BIO

Chris Leonard immigrated to Canada with his family in 2012 after a very successful 20 year career as a commissioned Officer in the British Army. His aim was to join Corporate Calgary where he hoped to employ his previous strategic planning and operations experience. A brief spell working at the main Syncrude site in Alberta’s oil sands was a prelude to working for Brion Energy back in Calgary.

Leonard subsequently joined Plains Midstream Canada in the Summer of 2015 to lead the Strategy and Digital Transformation team within IS, working directly with the CIO. Over the past three years he and a growing team have helped establish a comprehensive Digital Transformation Roadmap which will lead Plains Midstream Canada into the Digital era. As he openly admits, he is not a technologist by background, but is finding the challenge of matching new technologies to business problems and a fascinating area of longterm interest.

“We partnered with leading industry experts from Sapient, Microsoft and IBM and to look at how best to plan our work, to realize our strategic goals and focus on business needs” — Chris Leonard Director of Strategy and Digital Transformation add new digital assets to the business in the long term. For instance, they are looking at combining technologies such as digital twins, augmented and mixed reality, and the internet of things (IoT). “Being responsible for both OT and IT enables us to look at the whole picture, applying an IoT lens to the SCADA world for instance,” says Leonard.

Leonard has also created a strong governance structure that uses analytics to support these strategic goals, which has led to a significant rise in capital investment for Information Services (IS) led programs. “It’s great having that long-term vision and roadmap, but unless you’ve got that governance to really help you prioritise what work you’re capable of doing first, it’s very difficult to see the wood for the trees,” Leonard says. w w w. e n e r g y d i g i t a l . c o m

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PLAINS MIDSTREAM CANADA

“There’s always more work than there are

provide assessments and analy-

means to complete it. We’ve got to ensure

sis on power consumption data at

we’re prioritising the right work at the right

PMC facilities and pump stations

time, and that’s inextricably linked to our dig-

which will reduce overall con-

ital transformation roadmap.”

sumption and improve utilities

He envisions that PMC’s digital transforma-

106

management – we’re really quite

tion and partnerships with strategic vendors

excited about that.” Through the

will result in significant cost savings. “We part-

work they have done with Sapient

nered with leading industry experts from

to introduce a comprehensive

Sapient, IBM and Microsoft to leverage global

Energy Trading and Risk Man-

expertise and capitalise on other industry

agement capability, they also

applicable use cases with a view to help

expect to pay significant divi-

accelerate the realisation of our IS strategic

dends. “Working with partners

goals to drive enduring business value. Our

such as Sapient allows us to lev-

Power Utilization adviser for instance, which

erage different industry expertise

we’re co-developing with IBM Watson, will

and apply it to our unique circum-

J U LY 2 0 1 8

CANADA

stances. It really does become a

environment in the communities where PMC

partnership where strategic ven-

operates, digitising safety plays a key role.

dors help us to address focused

Another key initial development with the IBM

business needs.”

Watson program is the production of a Safe

It is also going to be beneficial

Work advisor. PMC is now using data analyt-

for training staff on the systems

ics to assess and leverage as a tool for their

the company already uses.

safety teams to expand upon and help

“Process efficiencies go hand-in-

improve safety performance. PMC will be able

hand with introducing new digital

to move from descriptive analysis to predictive

technologies,” says Leonard.

analytics to better prevent potential incidents.

The company is also looking at future wear-

DIGITISING SAFETY

able technologies and how they could be

Safety is a core value at PMC,

used. Live information feeds could help on-

and as the organisation strives for

site workers by helping manage potential

protection, security and safety of

hazards through real time information sharing

employees, the public and the

without having to communicate via a radio.

1,400+ Approximate number of employees

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

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“ Advanced analytics might be able to provide greater business intelligence but existing business models and how people do business also need to change” 108

— Chris Leonard Director of Strategy and Digital Transformation

J U LY 2 0 1 8

CANADA

109

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

PLAINS MIDSTREAM CANADA

2001

Year founded

COMMODITIES At Sapient Consulting, we combine our business and digital transformation expertise with a deep understanding of how industries operate to drive innovative solutions for your business.

ISSUES LED. RESULTS DRIVEN.

DIGITAL TRANSFORMATION CONSUMER ENGAGEMENT REGULATORY REPORTING COMPLIANCE DATA MANAGEMENT ANALYTICS & VISUALIZATION

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LEARN HOW SAPIENT CAN HELP, VISIT: www.sapientconsulting.com

617-621-0200 info@sapientconsulting.com

CANADA

Leonard explains further: “We’re looking to

PMC is now working on a capa-

exploit existing technologies that can read the

bility called “Unified Stakeholder

environment an employee is in, whether they

Management” to pass crucial

have maybe been exposed to a particular

time-sensitive safety information

chemical, or whether an individual is showing

onto all stakeholders.

signs or symptoms related to abnormal stress by measuring heart rate or even if that individ-

ROADMAP TO THE FUTURE

ual is still upright or on the ground, which

Looking ahead, one of the main

might indicate a slip, trip or fall. The technol-

challenges for the industry will be

ogy is creating better situational awareness

adapting to change. “Nobody

without encumbering the individual to manu-

really likes change,” Leonard

ally provide regular updates and reports.”

says. “Advanced analytics might

PMC is also focused on stakeholders and is

be able to provide greater busi-

committed to maintaining strong relationships.

ness intelligence but existing

With operations that span across Canada and

business models and how people

the United States, the effective management,

do business also needs to

tracking and dissemination of information to

change in order to properly real-

their many stakeholders is vitally important.

ise the untapped value w w w. e n e r g y d i g i t a l . c o m

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PLAINS MIDSTREAM CANADA

“ It’s a great time to be part of that journey, strategising and planning the right work to effectively allow an organisation to take advantage of Industrial Revolution 4.0” 112

— Chris Leonard Director of Strategy and Digital Transformation

J U LY 2 0 1 8

CANADA

technology can provide. Just throwing smarter technology at problems does not in itself create digital transformation.”

Another challenge is the scarcity of skillsets, with a shortage of data scientists and digital security specialists in particular. However, Leonard believes this presents an opportunity for organisations to work more closely with academic institutions, helping them to tailor their programs to meet the emerging needs of businesses through the next industrial revolution.

The major disruption is yet to happen, as Leonard explains: “The big digital disruption in oil and gas will come when someone figures out how to monetise assets without actually owning them, in the same way Uber monetises the cab without owning it.”

He sees PMC as planning to take advantage of digital opportunities in the next decade. “I think our holistic digital transformation roadmap will ensure we’ve invested optimally in the right technology to effectively solve the right business problems and create new business capabilities. I also think we’ll be sufficiently mature in our digital strategy and planning to take advantage of future opportunities created by digital disruption in the midstream segment.”

On the whole it’s an exciting era for Plains Midstream Canada. “It’s a great time to be part of that journey, strategising and planning the right work to effectively allow an organisation to take advantage of Industrial Revolution 4.0. These opportunities don’t come around on a frequent basis.” w w w. e n e r g y d i g i t a l . c o m

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