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December 2014

Hybrid & Electric Vehicle Preview 2015

Ingersoll Rand: busts sustainability myths TOP10: World’s Clean Tech Innovators


e d i t o r ’ s c o mm e n t

Ah, cars. W h o d o e s n ’ t l o v e t h e smell of gasoline? The

primal hum of the engine? That feeling you get when you step on the gas and leave your mark on the road beneath? What if you could get all that and be environmentally friendly too? This month, we feature the 5 most important electric and hybrid vehicles—from the deceptively humble Toyota Prius to the hyper-cool BMW i8. These 5 cars have carved out a place in the EV and hybrid market for a reason, and we’ll tell you why. Also this month, we spoke with Executive Director of the Center for Energy Efficiency & Sustainability at Ingersoll Rand Scott Tew about myths surrounding sustainability in business. He believes there needs to be a mindset shift in the way companies approach sustainable business practices. Finally, we look at the top 10 countries with clean tech innovation potential—and the top spot might surprise you. As always, thanks for reading, and let’s hit the road!

Kevin Smead Editor kevin.smead@wdmgroup.com

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Big landscapes Inspire big thinking

THERE’S NOTHING LIKE AUSTRALIA FOR YOUR NEXT BUSINESS EVENT. This year we chose Australia for our global congress. It was an easy choice, as Australia’s proximity to Asia gave us the opportunity to attract many new delegates. The program was one of the best in years. New Australian developments in our field attracted a lot of interest and strong international research partnerships were established. Australia is on everyone’s list to visit, and it lured our highest number of delegates yet. There’s no doubt they’ll be talking about this convention for years to come. Dr Louise Wong, International Board Member

visit australia.com/businessevents/associations for everything you need to plan your australian event.


Contents

Features

8

UTILITIES Ingersoll-Rand busts energy myths

GREEN TECH Hybrid and

Electric Vehicle Preview 2015

14

Top 10

Countries with CleanTech Innovators

22

5


Contents

30

Corporación San Diego

48

42

Company Profiles

Kokish Hydroelectric Project

America Latina

56 70

PPP Canada

30 Corporación San Diego

Planview Utility

CANADA 42 PPP Canada 48 K  okish Hydroelectric Project

Delta Energy Systems

56 Planview Utility 64 K-Line Group

Australia

90

70 Delta Energy Systems

Alpine

BraZil 78 CAIUÁ, CANTAREIRA, IMTE 90 APINE 98 UNICA: The Brazilian Sugarcane Industry Association

Caiuá, Cantareira, Imte

78

EUROPE 106 IDEXX Water 120 Dalkia Polska 7


Utilities

Ingersoll-Rand busts energy myths Writ ten by Kevin Smead

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November 2014


Scott Tew, executive director for the Center for Energy Efficiency and Sustainability at Ingersoll-Rand, speaks with us about 3 myths surrounding energy that are just that—myths.

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U T I L I T I ES Ingersoll Rand is a company that knows sustainability. The company, which is comprised of several different arms including small-wheel electric vehicle Club Car, HVAC systems company Trane, and industrial refrigeration company Thermo King, has made great efforts to be a greener, leaner business. In 2010, it launched the Center for Energy Efficiency and Sustainability (CEES) in order to make its operations more sustainable across the board. The center also focuses on outreach and education, ensuring Ingersoll Rand’s employees and the communities it serves understand the value and importance of sustainability. CEES’ executive director Scott Tew believes a more sustainable

CEES’ executive director Scott Tew

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December 2014

business is more than a smart business decision: it’s necessary. “This is the trend, no matter the business, small or large: expectations related to sustainability are rising, and they’re rising across the entire value chain,” he said. While this is the case, there are several myths surrounding sustainable operations that Tew believes are just that: myths. Myth #1: Simply performing an energy audit will make your business more energy efficient. “Many people think that energy audits are the best way to become more energy efficient,” Tew explained. “Everyone runs out and does an energy audit, whether it’s at the home or office. Some companies hire others to go out and do an energy audit. I think that energy audits can be very valuable, but they really have to be connected to an overall objective that’s clear from the beginning.” Tew likens the notion to going to a restaurant, intending to eat, and leaving with only a menu—never ordering any food. “That doesn’t really help fill you up, nor does it help satisfy you,” he said. That’s sort of


Some believe that doing an energy audit by itself it the answer to becoming more energy efficient what people have done with energy audits. People do them and they’re left with a big list of to-dos and possibilities, but in the end, sometimes it’s almost too many options. It could be anything from lighting, to adjusting how people behave, to figuring out what to do with window tinting; it’s just a variety of options that are there. Unless you’re clear about what you’re after up front— sometimes it’s that your employees need to be more productive—it changes the things that are audited.”

Establishing these upfront objectives, Tew said, is vital to using an energy audit for actual forward progress within an organization. Objectives allow for targeted change and steer the audit toward the expected goal. “If the objective is to save money, it changes the audit somewhat. If the objective is to get what you can get with a two-year payback, it will change how the audit is conducted. It’s really important you’re clear about the objective up front. 11


U T I L I T I ES Myth #2: Energy efficiency does not mean using less energy. “Many people think that using less energy is the same as being energy efficient and I would say that’s necessarily the case,” Tew said. A major focus for Ingersoll Rand as a company is quality of life and it firmly believes comfort is king—and they shouldn’t have to give anything up to achieve it. “People that believe energy efficiency is about giving something up and that’s not the way we understand energy efficiency,” he said. “What we want is we

Being energy efficient doesn’t necessarily mean using less energy

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want our energy use to be more productive, meaning that we get more from what’s used, not that we have to give up something.” Tew said that giving up something for so-called energy efficiency is akin to turning down the heat and putting on a sweater sitting in the dark in order to save energy. “I don’t think we’re asking anyone to sit in the dark or be uncomfortable,” he said. “I believe we can have comfort and good lighting and we can still be energy efficient, meaning we can do some things to make the energy that we are using be more productive


I n g e r s o l l - Ra n d busts e n e r g y m y t h s

and still use the same or less than we’ve used in the past. We don’t believe you have to compromise quality of life or comfort to achieve with that there all the time.” Myth #3: Energy efficiency is expensive. “This is probably the biggest myth that’s out there,” Tew said. “When you ask your neighbor or someone on the street why they haven’t done more, they typically say, ‘Oh, it’s too expensive’ or ‘It’s not for me.’” Tew said that of the three, this one is the purest myth, because “never before have we seen the parity that we see now with efficiency and everything else.” He also explained that the differences between short and long term costs are factors that not everyone understands, but awareness is certainly growing. “I think LED lighting has helped homeowners and consumers begin to think about even long term cost of a bulb versus the short term cost of incandescent,” he said. “At least we’re all learning that. That goes for any scale, such as a commercial scale or at an industrial facility where you’re

“The answer is, if you’re thinking long term—because efficiency is a long term asset— improvements and efficiencies pay back over the long term” – Scott Tew, Executive Director for the Center for Energy Efficiency and Sustainability at Ingersoll-Rand

trying to decide whether or not you should invest in it. The answer is, if you’re thinking long term—because efficiency is a long term asset— improvements and efficiencies pay back over the long term.” Tew makes it clear that sometimes sustainability means playing the long game. “These are not only next-day pay backs,” he noted. “These are not only next month pay backs. We’re seeing more and more people understand that and when you understand that, the myth that efficiency is expensive goes away.” 13


Green Tech

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Hybrid and Electric Vehicle Preview 2015 We looked at the 5 most important electric and hybrid vehicles on the market today and what makes them leaders in their industry. Writ ten by Kevin Smead

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G R EEN TE C H There’s something about the hum of an old-school muscle car engine that is just undeniably cool. Maybe it’s the images conjured of classic cars and the untouchably cool people driving them (see: Bruce Willis in the Gorillaz “Stylo” video), but there’s something that’s made their appeal evergreen. With the recent surge in the retro stylings of these cars, one might expect them to be the talk of the auto market. That topic, however, is reserved for electric and hybrid vehicles. So, what are the hottest cars hitting the market and which should you be watching out for? VIDEO: Bruce Willis in the Gorillaz’ “Stylo”

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December 2014


Hybrid and Electric Vehicle Preview 2015

Tesla Model S: $69,000 There isn’t a single car that’s captured the global car market’s attention like the Model S. It’s beautiful, it’s clean, it’s luxurious, and it’s undeniably cool. Plus, it’s fast—really fast. The Model S can hit 0-60 in just 5.6 seconds and tops out around 125 mph, which is nothing to sneeze at. It’s also purely electric, running on Tesla’s impressive lithium battery. It has a range of about

300 miles on a single charge, which is not designed for long road trips. If you have one of these though, that’s not what you’re using it for. Also, don’t let that base price fool you: the Model S generally costs around $100,000 or so when properly equipped. Still, considering what you’re getting, the price is very much justified. teslamotors.com

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G R EEN TE C H

Nissan Leaf: $29,860 The Leaf is quietly brilliant. The first mass-produced fully electric vehicle, it runs on a lithium ion battery, not dissimilar to the Model S. However, the Leaf is much more affordable. The Leaf also benefits from clean design, as the car itself is quite attractive in its hatchback form. Nissan touts the car’s zippiness, claiming it doesn’t lose and power or reactive feel from being electric, a concern some have voiced in the past. “Upon its arrival in 2011, the Leaf garnered much praise but also a few complaints that were mostly 18

December 2014

to do with charging times and a high sticker cost,” AutoTrader.com writes. “Since we know how rumors can persist, we are happy to say that the 2015 Leaf no longer suffers from any of these flaws. A revised 6.6-kilowatt on-board charger lets the Leaf recharge in half the time that it took the 2012 model to recharge. The entry-level S resolves the pricing problem, while numerous upgrades to the upper trims make the Leaf feel more like any other gasoline car.” The leaf also coordinates with a smartphone app that lets you manage the car in the palm of your hand. nissanusa.com/electric-cars


Hybrid and Electric Vehicle Preview 2015

Ford Focus Electric: $29,995 The Focus Electric is getting a price drop—a hefty one at that. The 2015 model is down $6,000 from its previous price in hopes to get more people to shell out the cash for the car. Other than that, though, the 2015 model isn’t very different from the previous years, though the differences between the regular Focus and EV version are even less noticeable. “The exterior visual distinctions between the ICE and EV are minimal, and basically nonexistent from the A-pillar to the rear,” Sebastian Blaco, writing for AutoBlog, said. “Up front, you can see the charge port, of

course, but the front fascia has also undergone a bit of an adjustment. The front doesn’t have the ICE version’s flattened grille and the EV’s Ford logo creates a bump in the hood line where none exists on the ICE. The 2015’s grille is also different than the one on the 2014 Focus Electric, being slightly smaller (you can see this better if you compare pictures in our new gallery above to these of the 2011 Focus Electric and these of the gas-powered 2015 Focus).” There’s also a slight difference in the 2015 intertior, but it’s minimal. So, if it’s all the same as a gas-powered version, why not just go electric? ford.com/cars/focus/trim/electric


G R EEN TE C H

BMW i8: $136,625 While the Model S is certainly a luxury vehicle, the i8 takes it a whole different level. While BMW is already known for its incredible craftsmanship and attention to detail, the i8 is the next evolution of what is already seen as close to automobile perfection. A plug-in hybrid, the i8 screams from 0-60 in a mere 3.8 seconds. It’s an incredible automobile that’s both fun and functional, as it offers several different driving modes based on the situation. Car and Driver gave the i8 a coveted 5-star rating, struggling to find anything wrong with it outside of several small nit-picks. They compare 20

December 2014

the i8 to the iconic DeLorean DMC-12, earning its place among the immortal ranks of “Hollywood car-porn stars.” Getting your hands on one of these things is a bit tricky, though. “Regrettably, it’s too low volume (fewer than 500 will be made per year) and arguably too expensive to wreak havoc in the traditional sports-car ranks,” Car and Driver’s Don Sherman writes. “No, its playground is elsewhere. Remember that, globally, the number of city centers shunning CO2 emitters is rising. That means BMW i8 owners will enjoy exclusive access to at least a few areas denied to ordinary sports cars. Back to the future indeed.” bmw.com/com/en/newvehicles/i/i8/


Hybrid and Electric Vehicle Preview 2015

Toyota Prius: $24,200 “The hybrid that started it all.” That’s the tagline for the 2015 Toyota Prius, and in all fairness, they’re kind of right. While the Prius was almost a joke for many years due its odd shape and “high-brow” associations, Toyota is having the last laugh, seeing as how it consistently makes the best-seller lists each year. As of September 2014, the company surpassed the mark of 7 billion hybrids sold globally. While it’s not the Model S or the i8, the Prius is still a reliable

car that makes for an easy point of entry for non-hybrid owners. “We’ll wait to see whether Toyota can meet all its goals, but the current 2015 Prius Liftback and Plug-In remain the most economical gasoline cars sold in the U.S.—as they have been since their launch for 2010,” The Car Connection’s John Voelcker writes. “Only electric cars are more efficient, and other makers have had six years to try to beat the Prius in fuel-economy ratings. None have succeeded.” toyota.com/prius

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TOP 1 0


Countries with CleanTech Innovators Each year, the Cleantech Group, the World Wildlife Foundation, and the The Swedish Agency for Economic and Regional Growth (or Tillväxtverket) release their Global Cleantech Innovation Index, in which 40 countries are examined for their potential for entrepreneurial clean tech startups. The report takes a 10-year look down the line and ranks each country on a basis of 15 different indicators. While the top 10 haven’t changed since last year, the outlook certainly has. Written by: Kevin Smead

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top 10

10. Ireland Ireland is a strong contender in the cleantech field, with a lot of its efforts concentrated on tidal and wave energy, as well as wind. There is also a strong innovating force in the country, with support from prominent institutions in science and engineering. It’s anticipated that clean jobs in Ireland will grow to around 80,000 by 2020 and with projects such as the 138 MW Jeffrey’s Bay wind farm on the horizon, that number could get even bigger.

09. Germany Germany remains a leader in the renewable energy market and operates one-third of the world’s installed solar capacity, despite its often cloudy climate. Earlier this year, Germany outlined its plans to reduce carbon emissions by 80 to 95 percent—a rather aggressive target. The report warns that this could lead to a lack of funds in the short term and potential governmental tension with the cleantech industry. Still, the country has a huge amount of 24

December 2014

With its vast amounts of idyllic coastli Ireland is a leader in tidal and wave en


ine, nergy

C o u n t r i e s w i t h C l e a n T e c h I n n o vat o r s

cleantech funds floating around and will likely continue driving innovation in the next ten years.

08. Switzerland Despite current weak financial support, Switzerland has extremely high innovation inputs. The cleantech industry is also driven by Switzerland’s high output of environmental patents and highly-supportive governmental policies. Innovation in Switzerland and similar countries, the report notes, is driven by pure entrepreneurial spirit rather than motives born from necessity. The above-average energy and transportation infrastructure in the country are also innovation drives. The only downside for the country is its lack of attractiveness for renewable energy deployments and below-average commercialized cleantech.

07. Canada Not much has changed for Canada’s cleantech industry in the last year. It’s still currently average, though many innovating 25


top 10

factors are in their early stages, meaning the country could see a big payoff in several years. While there are plenty willing to innovate in the country, they could be held back by lack of funding and governmental support. With those things in place, Canada could become a powerhouse in cleantech innovation.

06. UK The UK has strong access to cleantech financing and a high

innovation input, making it a strong contender in the green tech innovation field. There is a lack of policy certainty after 2020, which could be a potential detriment to driving innovation, but that can still be addressed. The UK also needs a greater commercialization of cleantech innovation. Where the country truly excels, however, is in the wind sector. The report points to CyberHawk Innovations, a new innovator in the wind sector that provides aerial infrastructure

The UK remains a leader in wind energy and innovation.

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Relative to the size of its economy, Denmark invests more in cleantech than any other country.

inspection services as exactly the kind of drive the country needs. The UK also has the largest offshore wind market in the world.

05. DENMARK When it comes to wind, Denmark’s the top dog. Still, Denmark has one of the two highest cleantech budgets on this list, with the other country being Finland. Relative to the size of its economy, Denmark overwhelmingly

invests in cleantech—now more so than any other country. It’s also looking internationally for partnerships in places such as China. This is attracting investors both locally and abroad, making Denmark’s future a green one.

04. SWEDEN For general innovation drivers, Sweden still tops the list, for the country has high innovation inputs and estrong entrepreneurial 27


top 10

attitudes. It is also home to quite a few high-impact cleantech startups. It is also a major consumer of renewable energy. There is still a large gap between innovation and commercialization, however. This is a positive, really, as it spells out a large potential for Sweden’s immediate future.

03. USA Not surprisingly, the US is still noted for its thriving private

cleantech sector. Startups are the biggest driving factor, attracting investments both in the country and internationally. However, with the lack of clarity from the federal government regarding energy policy, the future remains somewhat uncertain. There are still quite a few strong green initiatives, such as the reduction of carbon emissions 30 percent by 3030 and the raising of fuel emission standards to make the country’s outlook a positive one. The U.S. also announced it would increase the FY14 budget for clean energy research and development 30 percent to $7.9 billion, showing it’s absolutely serious about clean energy innovation.

02. FINLAND

Known for its thriving private cleantech sector, areas such as San Francisco and Silicon Valley in the US are major innovation drivers.

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Several factors have made Finland a cleantech powerhouse, such as its lack of fossil fuels and harsh climate. There is an immediate need to innovate, and plenty of Finnish companies are up to the task as it has the second highest emerging clean tech industry. The wind sector has stepped up big


C o u n t r i e s w i t h C l e a n T e c h I n n o vat o r s

Israel is the overwhelming leader in cleantech innovation and will remain so for the next decade.

time, as it’s one of the largest in the world. Cleantech in Finland currently employs 50,000 people, and the report projects that number will nearly double by 2020.

01. ISRAEL Israel is considered the definitive “cleantech innovation archetype for both embedding entrepreneurial spirit into its educational system and into its society’s everyday norms as well as for predisposing its

start-ups to resource innovation— as a survival mechanism to overcome resource constraints and energy dependency.” Given the size of its economy, Israel has a large amount of cleantech companies and is still growing. Over the past two years, Israel has had an incredible amount of startups voted into the Global Cleantech 100 There is overwhelming evidence that it will remain a leader in the cleantech industry in the next decade. 29


A Sustainable &

Self-sufficient Sugar Mill:

Renewing the Guatemalan sugar-cane industry with substantial energy and operations

Written by: Rebecca Castrejon Interview by: Taybele Piven Interviewee: Fraterno Vila, CEO of Corporacion San Diego


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Corporacion San Diego A Family Business United by Sugar

C Corporacion San Diego and the communities of Guatemala

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orporacion San Diego is a sugar-cane production company based in Guatemala. Its history goes back to the 1940s when Faterno Vila Betoret, business executive and founder of Ingenio San Diego, opened this sugar mill as part of his corporate vision of elevating the country’s agribusiness. During the first harvest, San Diego produced around 300,000 tons of sugar. By 1960, Vila Betoret decided to open a new mill with an installed capacity of 60 thousand tons of sugar production per year. With the company’s growth, a second generation of entrepreneurs joined San Diego in the 1980s. Among them was the current CEO of the company, Fraterno Vila Giron, along with family members Alfredo Vila (brother), Luis and Víctor (brother-in-law), who soon enough was involved in the administrative business-family sphere. His first major accomplishment was the acquisition of a small sugar mill with a great strategic location: Ingenio Trinidad. The new acquisition provided competitive advantages to the Corporacion because of its proximity to the port and by producing 72,000 tons of sugar cane per harvest. “We are a family business which was originally directed by my father. He established the foundation of this company,” says Vila Giron. In 2009, the original sugar mill “San Diego” was


l at i n am e r i c a

closed in order to consolidate all operations into one venue. The company chose Ingenio Trinidad because of its location, logistics, security, and production capabilities for the future. A third generation of young executives joined San Diego in 2012. Additionally, the Corporacion hired external talent and corporate consultants to mediate operations. “Since the founding of the company we have tried to keep certain parameters, certain lines according to our code of ethics and what defines us in values and principles. We follow five fundamental standards, which are: integrity, respect, work, unity, and sustainability,� said the CEO.

Aerial view of Ingenio Trinidad

Suppliers with Value CorporaciĂłn San Diego has maintained the same company ethics with all business partners,

Machinery imported from India, Japan and England

w w w. s a n d i e g o . c o m . g t

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Corporacion San Diego

l at i n am e r i c a

including suppliers. Many of their raw material is essential in the daily life of the sugar factory, from cane (its primary input during a harvest cycle of six months) to international equipment. “Our suppliers have been very efficient and serviceable with us. In some cases, they have sacrificed part of their utility sales to meet our demands,� he said. Additionally, the machinery that the company requires for daily activities, such as boilers, power generation equipment and milling material, has been imported from India, Japan, and England as a result of collaboration with foreign suppliers.

Energy production, an added business of San Diego

Energy Self-sufficiency The family business experienced substantial growth after introducing a new business model:

supplier profile

ISGEC

Isgec Heavy Engineering Ltd., a multi-product, multi-location public company, based in India, has been providing engineering solutions to customers across 83 countries over the past 80 years. With a diversified portfolio of products that includes, Boilers, EPC Power Plants, Sugar Plants & Machinery, Process Equipment, Presses, Castings, Air Pollution Control Equipment, Metal Cutting Machinery and Contract Manufacturing, Isgec boasts of an impressive track record that includes the setting up of over 100 Sugar Projects, 650 Boilers, and 40 Power Plants. In fact, as many as 35 of these projects are across 21 Countries in the Western Hemisphere (Central & South America, USA, Canada).

Website: www.isgec.com

w w w. s a n d i e g o . c o m . g t

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IN SHELL LUBRICANTS, WE ARE COMMITED TO PROVIDE HIGH QUALITY SERVICE TO THE INDUSTRY

With a great product and services portfolio for each challenge.

www.horcalsa.com


Corporacion San Diego

l at i n am e r i c a

the cogeneration of energy (CHP). Around 30 percent of this resource is used for the plant’s self-consumption while the rest is used for external sales. Since early 2013, Corporación San Diego has commercialized their energy produced in the sugar factory in addition to resources purchased from generators. As a result, both the Corporacion and the generating company have increased profits thanks to the large amount of sales in Central America. San Diego has strengthened operations and reformed its international strategies with the opening of commercial branches in El Salvador with the opening of this new business in the

This year, they produced more than 161 thousand tons of sugar

Sustainable and dry processes to save resources w w w. s a n d i e g o . c o m . g t

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mayafertventas@unisourceholding.com


Corporacion San Diego

l at i n am e r i c a

energy sector, As for their exports, the Corporacion is conducting thorough market research in Mexico and Central America—where it expects to invest in the next couple of years. “Approximately 10 years ago, we started to sell energy. Last year, we sold more than 18 megawatts per hour and in the next two years we expect to sell 85 megawatts per hour,” says Vila Giron. A Responsible Sugar-Cane Mill Guatemala holds a great importance for the family business, Therefore, its procedures are friendly to the environment and it supports the community with socially-responsible programs to improve their quality of life. “We want our partners, employees, suppliers, and even the government—but specially the surrounding communities— to perceive us as an efficient, highly responsible, and sustainable business,” he says.

“This month we exported more than 30 percent of the energy produced in Central America” – Fraterno Vila, CEO of Corporacion San Diego

Ingenio Trinidad Production Goals In 1980, the company produced 72 thousand tons of sugar. Now it produces more than 161 thousand tons of sugar cane during the harvest. “We hope to produce between 245 and 250 thousand tons of sugar in the next two years,” says Vila Giron.

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Corporacion San Diego

The growth of a family business

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Commercial and Organic Expansion In the past three years the company has been reaching positive numbers with the introduction of new businesses and their development in foreign markets. They are hoping to complete this expansion in 2016, begin the path of consolidation, and add new units or added value products such as alcohol and refined sugar. “We are convinced that a productive and efficient company can contribute to the welfare of its members, associates, and the community. In addition to this, we want to assist both the country and people with improvements,” says Vila Giron.

Company Information Industry

Production and commercialization of sugar and energy headquarters

City of Guatemala, C.A., Guatemala founded

1963 employees

“We are convinced that a productive and efficient company can contribute to the welfare of its members, associates, and the community. In addition to this, we want to assist both the country and people with improvements”

2,500 – 4,500 revenue

USD +$200 million website

www.sandiego.com.gt

– Fraterno Vila, CEO of Corporacion San Diego

w w w. s a n d i e g o . c o m . g t

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PPP Canada

P3 Knowledge, Leadership and Expertise Written by: Michelle Coates

Produced by: Mike Magno


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PPP C a n a d a

Kokish River Hydroelectric Project(Port McNeill BC

T

he need for infrastructure renewal is real and governments across Canada have recognized that investing in public infrastructure is an effective way of boosting the economy while delivering tangible results Canadian can see and use every day. Public-private partnerships (P3s) have proven their ability to deliver value. Governments have seen this model work for projects across the country, with early adopters like Alberta, British Columbia and Ontario leading the way. When done well and for the right reasons. P3s can be a useful 44

December 2014

procurement tool for governments. P3s engage the expertise of the private sector and the discipline of capital markets to deliver ontime, on-budget, whole life-cycle solutions to delivering the public infrastructure Canadians need. Recognizing the growing attraction to P3s, in 2008, the Government of Canada saw an opportunity to leverage its role to enable the consideration of P3s through the creation of PPP Canada, a federal Crown corporation. Effecting change PPP Canada strives to deliver value


CANADA

SRO Dowtown Eastside Vancouver_BC Housing

to Canadians through the effective use of P3s. We are doing this by working with all levels of government to share P3 knowledge and build best practices to change the way people think about procuring public infrastructure. Whether the goal is to procure a wastewater treatment plant for a small municipality or an international airport for a growing territory, value for Canadians is our over-riding focus. That is why we recommend a P3 approach based on a detailed and systematic assessment of value for money. The federal government has significant direct responsibility

for the provision of national public infrastructure assets and has mandated that all large federal projects with capital costs of more than $100 million be assessed for P3 suitability. PPP Canada is here to provide our federal clients with reliable advice and expertise to help identify P3 viability, perform a thorough procurement options analysis and advise on the procurement of the project. Our most visible federal advisory engagement to date is the New Bridge for the St. Lawrence project. Our team has been working with Infrastructure Canada to complete a w w w. p 3 c a n a d a . c a

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PPP C a n a d a

Evan-Thomas Water and Wastewater Treatment Facility project Kananaskis Country, Alberta

study to support their procurement process. PPP Canada is similarly involved with Transport Canada and Windsor-Detroit Bridge Authority in the development of the Detroit River International Crossing. We also work with other levels of government to advise and evaluate P3 potential for projects submitted through the P3 Canada Fund. With the first 5-year, $1.2B tranche of the P3 Canada Fund now complete, we are in a position to look back on our successes and the impact the Fund has had on the Canadian P3 market to date. Between 2008 and 2013, the market has expanded significantly. Since the launch of the 46

December 2014

P3 Canada Fund, the number of P3s entering procurement has more than doubled. Between 2009 and 2014, the $1.2B Fund provided up to 25% support to 24 projects, leveraging more than $6B in P3 infrastructure across Canada. The estimated incremental value of these projects compared to traditional procurement exceeds $800 million. The Fund, combined with our considerable outreach and education activities has had a huge impact in attracting new players to the market – most significantly municipalities. Since launching the P3 Canada Fund, we have confirmed investments


CANADA

to 14 municipalities, which make up 68% of the Fund’s overall portfolio. Most notably, 12 of these municipalities were first-time entrants into the P3 market. The entry of municipalities into the P3 market has created demand for a wider range of assets, including water and wastewater treatment facilities, public transit projects, and solid waste management assets.

Company Information Industry

Federal Crown corporation headquarters

The way forward The ongoing success of the Canadian market has been recognized internationally. With strong capital markets, legal frameworks, private sector experience and capacity we expect the Canadian P3 market to remain resilient. In the 2013 Economic Action Plan, the federal government renewed the P3 Canada Fund with $1.2B over the next 5 years. It went further announcing that all applications to the New Building Canada Fund will be subject to a P3 screen if eligible costs are estimated at $100 million or more. These announcements underscore the federal government’s commitment to ensuring maximum value through the effective use of P3s and will no doubt have an impact on the number of projects brought to the market moving forward. PPP Canada remains in a unique position to help formalize best practices and push for greater transparency with respect to P3 projects and the Value for Money they generate so we can continue to lead by example.

Ottawa, Ontario, Canada founded

2008

w w w. p 3 c a n a d a . c a

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Kwagis Power Limited Partnership

Environmentally Conscious Energy

The Kokish River run-of-river hydroelectric project is more than just a renewable power source as it goes to extra lengths to protect the environment. Written by: Kevin Smead

Produced by: Michael Magno


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c o m pa n y n a m e

Powerhouse just downstream of the Kokish River

F

or the ‘Namgis First Nation, respect for the environment is a core value. This allencompassing belief is focused on the protection and enhancement of the key watersheds in its ancestral lands on northeastern Vancouver Island. The Kokish River watershed is an important one of these. The river has been home to a number of industrial operations over the years, but none has brought benefits like the Kokish River project. This run-of-the-river operation has an installed capacity of 45 megawatts and generates clean, 50

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sustainable energy while enhancing the fish populations in the river. The project is owned and operated by a partnership between Brookfield Renewable Energy Partners and the ‘Namgis First Nation, called Kwagis Power. For the ‘Namgis, it’s a requirement that the project’s impact on the river’s community and aquatic life must be a positive one. “In all of the projects and activities that we do, our key goals are respect for the environment, sound management, self-sufficiency, and sustainable prosperity for our


sector

members,” Chief Debra Hanuse said: “These are the values that led us to take on the Kokish project. We are quite proud of our efforts together with our partner Brookfield Renewable. Our project won praise for exceeding environmental requirements and great care was taken not only to protect but also to enhance fish habitat and fisheries resources in the Kokish watershed. If all goes according to plan, the project will improve fish populations in the river through stream fertilization.” Consideration for Aquatic Life

Great care was taken to ensure that protection of the river’s aquatic life was at the forefront of the project. Planning of the project began in 2004 and was followed by years of studying the river system, gathering data, and preparing environmental plans. The result met all the requirements of the ‘Namgis First Nation and of regulators. In late 2011 and early 2012, the project received its environmental certificate and water licence approvals. Now, the operation is implementing its detailed

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Ecofish Research Ltd. - We are a leading environmental consulting firm in renewable energy, passionate to take on your toughest regulatory challenges. When the Kwagis Power Limited Partnership needed expert help to permit the Kokish Hydroelectric Project, they turned to Ecofish for our reputation as problem solvers. Our innovative mitigation and study designs were key in advancing the project through all phases of development. We continue to support Kwagis during operations, helping them deliver the promise of clean energy.


Kokish Hydroelectric environmental monitoring and compensation programs, and using innovative technology to protect the river’s fish populations. “For example, a feature of this facility is what is called a Coanda screen” Hanuse explained. “The Coanda screen ensures that juvenile salmon and steelhead can safely migrate out to sea.” The Coanda screen covers the intake weir and prevents the river’s young fish and diverse aquatic life from being drawn into the penstock and turbines. These screens have been successful on other rivers in ensuring that juvenile salmonids

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travel down the river with a high rate of survival. The extensive care paid to environmental concerns isn’t the only thing that makes this project unique, however. A Unique Partnership Part of what makes the Kokish River run-of-river project special is the partnership between a First Nation and a major energy company. Also, for the first time in Canada, a First Nation is benefiting from the model of funding used for projects developed jointly by the public and private sectors.

supplier profile

ECOFISH

Ecofish Research Ltd. are experts in environmental impact assessment, mitigation, compensation, and monitoring. Established in 2000 we have decades of experience in solving the tough problems that regulators and industry face when evaluating and permitting developments. With a team of experienced, skilled professionals, including biologists, hydrologists, chemists, and environmental technicians, we offer a broad range of environmental services including study design, data collection and analysis, reporting, training, strategic advice, agency liaison, environmental management planning, mitigation and compensation planning, and environmental monitoring. Website: www.ecofishresearch.com

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Kokish Hydroelectric The ‘Namgis First Nation received $7.2 million in funding from PPP Canada. This agency manages public–private partnerships (P3s), which are an approach to developing public infrastructure that allows governments to hold the private sector accountable for a project’s success over its lifespan. The idea behind the P3s is to transfer to the private sector a major share of the risk associated with infrastructure development, such as cost overruns, schedule delays, unexpected maintenance, or latent defects. Essentially, a P3 project ensures that there aren’t any surprises for taxpayers and the private sector is engaged via a contract for the life of the asset. “Once the construction phase is done, all the high standards are met, and all of the risk of any delay is avoided, that’s the point where the P3 funding kicks in,” Hanuse explained. “That’s significant for us because P3 funding basically provided us with the means to stand on our own in terms of securing financing to participate in this project from a source other than our partner. It also will provide us with 54

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early benefits, so after repaying our loan, there will still be profits that are available for our community. That’s really important because one of our major goals is to become self-sufficient. The early profits from this project will provide us with the resources that we need to stimulate economic growth in our community and build a better future for our children.” The Long Term When looking at the life span of the asset, it’s important to take a long term view. “Our initial contract to supply power to BC Hydro is for an initial period of 40 years, so we have guaranteed income for 40 years,” Hanuse said. “It’s a stable and steady revenue stream. But the Kokish facility can have a lifespan of 100 years with good maintenance, so it could provide benefits for generations.” While the power agreements are important, the long-term environmental impact is still crucial to the ‘Namgis. “Throughout the lifespan of the project there will be environmental monitoring to ensure that the project continues to meet


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safety and environmental standards,” Hanuse said. “Over time, the environmental monitoring will create opportunities for the members of our nation to become involved in technical support aspects.” This helps accelerate the First Nation’s progress toward self-sufficiency. Achieving this will require the ability to create and fund projects such as the Kokish River,run-of-river project which can be challenging. “Access to capital is a challenge that many First Nations governments face because reserve lands can’t be mortgaged, and therefore unless a First Nation has a lot of other assets it can offer for security, it’s difficult for many Nations to secure financing for economic projects,” Hanuse explained. “An initial loan from our partner Brookfield Renewable opened the door for ‘Namgis participation in the Kokish project. The loan from P3 Canada has helped us open the door further. By securing a P3 loan on completion of construction, we’re able to repay our loan to Brookfield and stand as our own as a partner in the Kokish project. The low-interest loan from P3 Canada will allow us to build equity in a green energy project within our core territory and realize benefits much sooner than we would have otherwise.” Overall, the project is not only a model of how sustainability, energy, and environmental concern can come together, it is also of how the public and private sectors can work together to improve energy infrastructure.

Company Information Industry

Construction headquarters

Quebec, Canada founded

2004 employees

15

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Planview Uti

A Triple

The utility services company offers three diverse area to provide world-class Written by: Kevin Smead

P


ility Services

e Threat

as of service and intelligently utilizes them in harmony s services to its clients.

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Planview Utility Services

Integrated Approach

P

lanview Utility Services is a diverse company offering utility engineering, GIS data management services, and subsurface utility engineering. Using a synergistic approach, Planview provides utilities with value added services for each of its three areas of operation. The company’s diverse engineering team is equipped to take on a wide range of projects and is able to see them through from concept to completion. This unique blend of services sets Planview apart from the competition. Planview is able to provide value added services 58

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throughout the asset lifecycle—from planning and design to construction and ongoing maintenance. “We never miss an opportunity to collect data,” Director of GIS Services, Kris Philpott said. “Once an asset is exposed we collect and deliver the data back to you in GIS format. This ensures a commitment to continual data improvement and reduces risk and truck rolls all while focusing on damage prevention, employee safety and public safety.” A Triple Threat Planview employs this level of commitment and attention to detail


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across all of its diverse service areas. “Our diverse team brings understanding to every aspect of our clients—who are mainly Utilities (Telecommunication, Electric, Gas and Water/Municipal). Our focus is to provide small firm attention to the industry and to give partner level attention to all projects,” said Bob Irwin, president of Planview Utility Services. The company prides itself on not only its diverse service range, but also its flexibility. When it comes to project management, it’s important to Planview to not only focus on the details, but the bigger picture as well. With 90 years combined experience in its Partner Team, Planview is able to tackle projects across its three services areas as cohesive unit, utilizing its ability to manage both big and little aspects.

“Our team strives to maintain strong relationships with our clients built on trust.” – Bob Irwin, President

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BUSINESS VALUE THROUGH RAPID RESULTS.

Visualizing Data At Your Fingertıps

GeoDash

TM

web + mobile

Project X Ltd. collaboratively works with clients

• Data and Analytics Consulting

enabling them to effectively make informed

• Systems Integration & Support Firm

decisions with real-time data visualization using dashboards, reports, maps and alerts, built on your data and driven by their needs. As a result our clients are able to; unearth new revenue opportunities, increase operational efficiency, align to corporate goals, and manage business performance across your organization.

• MicroStrategy® Partner • GeoDash Map-based Visualizations + GeoDash Mobile Application TM

TM

location intelligence seamlessly integrated geospatial functions into MicroStrategy® web and mobile

• MicroStrategy® Solution-based Widgets

unlimited data analysis and data mining, high performance analytics, executive rapid reports and dashboards, business opportunity predictions, and operations management at low cost of ownership

• Intellisite - Map-based Dashboard Visualizations Contact us today to see how we can help you!

map-based dashboard visualizations driven right to your site below the Google Map, showing in-building or site-based visualizations of performance inside your facility

25 Rumsey Road | Toronto, On | M4G 1N7 | 416.422.8900 | sales@pxltd.ca | www.pxltd.ca


Planview Utility Services “A SUE project brings opportunities to a utility to improve GIS data as well as provide detailed information to complete efficient engineering design,” Philpott explained. “An engineering project ultimately leads to construction of new assets which leads to GIS updates. The cycle continues as future SUE projects are more efficient with accurate GIS data.” Working Together The strong relationship Planview maintains with those it works with is a key factor in its success. “Our vision as a growing company is to continue to provide partner level attention to our clients,” Irwin said. “Our team strives to maintain strong relationships with our clients built on trust.” One particular partner of note is Project X, the provider of the geo-dash software and applications for Planview. “Together with Project X, we developed a Damage Prevention solution that allows infrastructure owners to be proactive by analyzing the associated risks of Underground Locates,” Philpott explained. “The solution is built on MicroStrategies

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and GeoDash. The tool is called: DPRAT—Damage Prevention Risk Analysis Tool.” Philpott explained that the tool was developed for Bell Canada, Union Gas and Enbridge and currently has 80 users across the three organizations. “We have developed a risk algorithm which analysis each Locate and assigns risk based on proximity to underground infrastructure, digging methods, depth and even who is doing the excavating,” he added. “Infrastructure owners can identify where the high risk excavating is going to occur and choose to be on-site during the excavation or complete a quality check on the Locate.” The Power of Data Planview also believes that companies are now seeing the value of maintaining accurate mapping and GIS data, as it helps improve operational efficiencies. Recently, at the Canadian Common Grounds Alliance, Philpott presented on how crowdsourcing and swam theory concepts can transform a utility and adopt methods used by Google w w w. p l a n v i e w. c a

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Maps to have an organic GIS maintained by the entire company. “This is a shift from the current paradigm of a single GIS or Records department that is responsible for the accuracy of mapping data,” he said. “Planview is actively working on a project, with a utility in Ontario, which is code named Mapping Utopia. This project aims to validate and improve existing GIS data and to implement the required processes to ensure the data remains valid. Working on a specific pilot area, our client hopes to measure the operational efficiencies of a near perfect GIS dataset.” Benefits of this technology include an increased number of locate clears, which will reduce the number of truck rolls to complete field locates. While this is something Planview will continue to work on, it also aims to improve in the more general sense as well. Using their diverse range of experience and services offered it hopes to provide support for its existing clients—all while growing a new client base.

Company Information Industry

Utility Services headquarters

Markham, Ontario, Canada founded

2011 employees

80

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K-Line

Two Trucks and a Vision Though it came from humble beginnings, K-Line has quickly become one of the most sought-after industrial maintenance contractors in Canada. Written by: Kevin Smead

Produced by: Michael Magno


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K-Line

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rothers Alan and Mark Kellett have been leading K-Line Group, a utility services provider, for more than 25 years. Though, as they put it, they’re just “looking after it.” K-Line was founded by their father, Glenn, in 1967. Armed with years of experience at Ontario’s Hydro One and a strategic eye for business,

he sold one of his properties in order to purchase two trucks— both of which are still owned by the company today—and began running operations out of the basement at his Scarborough home. Glenn saw an opportunity to provide service at a time when utilities began outsourcing work to third-parties. What began as K-Line w w w. k - l i n e . c a

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Since inception in 2002 PMA has provided Engineering & Design/ drafting services. Our major Clients include: • RCM Technologies • Black & Macdonald • BECMA • Kinectrics/Brampton Hydro

In 2007 we added the fabrication and supply of Steel for High Mast Lighting Towers and Transmission and station structures to our services. Our Client list includes: • K-line • Black & Mcdonald • Burlington Hydro • Primary Power • Eaton Electric

Killarney Constructors Inc. is proud of the solid relationships we’ve built with our clients, consultants and owners. From bid to completion, we work as a team with uncompromising integrity, honesty, safety and quality to deliver successful projects.

Toronto Office 10 Sonata Crescent Toronto, Ontario M3B2C4

416.471.7748 | fax: 416.449.8752 | www.pmaeng.com

494 Massey Road, Unit C | Guelph, ON, N1K 1B4 | 905-586-2429 www.killarneyconstructors.com

vision as wide as the land. “Since we implemented Mobilizz’s Telematics Fleet Management tool, our driving safety has improved, fuel costs are down, maintenance costs are down and I have greater control of our field assets and their utilization. Effortless management of key performance metrics.” - JB – Operations Manager – 600 vehicle Utility Fleet

Whether you are looking to purchase, lease, build or manage properties in Southern Alberta, PanTerra Properties has the experience and expertise to accommodate your unique real estate needs.

403.984.0557 | email: don.lee@panterraproperties.ca www.panterraproperties.ca industrial & commercial development | property management

Mobilizz Inc. offers the latest technology in GPS Telematics and reporting software that is customer driven by some of the largest fleets in North America.

1.888.686.7882 | info@mobilizz.com | www.mobilizz.com


K-Line Maintenance and Construction is now part of a larger group, which includes operations in several countries across the globe. Still, it was Glenn’s initial efforts put the company on the path to where it is today. “K-line didn’t just fall out of the sky,” Mark said, “but started with a person with a vision who came from Mendon, Ontario.” There are several key aspects that have afforded K-Line its current and continued success. Perhaps the most important is its retention of its family culture across the years. Though the company has grown, it still operates like a small, personal family business. K-Line’s emphasis on safety has also been a may factor in its success. The company goes to great lengths to train its employees on safety protocols on a routine basis, ensuring everyone gets home in as good as shape as they showed up. Finally, the K-Line is committed to always providing high-quality work, on-time and on budget. The company believes in honest operations and building relationships with its partners. Next month, we’ll dive deeper into K-Line’s successes. Stay tuned!

Ca n ada

Company Information Industry

Energy & Utilities headquarters

Ontariao, Canada founded

1967 employees

500+ revenue

$80-100 million

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Delta Energy Solut

Leading The Industry With E

Delta Energy Systems is driving technology to be a solutions provider for its customers. Written by: Laura Close Produced by: Wayne Masciotro


ions:

Energy Solutions

ecome more energy efficient and

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D E LTA E N E R G Y S O L U T I O N S

Delta EV Charging

D

elta Energy Systems is not just a global leader in power and thermal management solutions—it is the leader. The company, with facilities throughout Asia Pacific, the US and Europe, has been the recipient of several global awards in categories such as business, technology and corporate social responsibility. Since 2010, Delta has received 72

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over 40 international design awards including the iF, Reddot, CES Innovation, Computex Best Choice and Taiwan Excellence awards. And 2012 marked the second consecutive year the thermal management solutions company was chosen for two prestigious Dow Jones Sustainability Indexes—the DJSI World Index and the DJSI Asia/ Pacific Index.


ENERGY

Delta MCIS Products

The company was founded by Bruce C.H. Cheng in 1971, and has recently transformed from a product provider toward a solution provider mission. Its expertise includes power electronics, energy management and smart green life. Delta Energy Systems puts a lot of their man power into research and development, and is devoted to innovation and developing

new products and technologies that focus specifically on high efficiency and energy savings. Delta Energy Systems’ mission statement “To provide innovative, clean and energy-efficient solutions for a better tomorrow,” and brand promise “Smarter. Greener. Together.” combined showcase a company dedicated to key environmental issues

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Delta LED lighting

and the development and broad application of smart, energyefficient solutions. Continuous Improvement Being a leader in the power and thermal management solutions industry means that Delta Energy Systems is constantly striving to improve its products and lessen the company’s impact on the planet. 74

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With 54 research and development sites globally and 7,500 engineers who continue adding to the company’s close to 5,000 registered patents, Delta Energy Systems invests 5 to 6 percent of the group’s annual sales revenue to research and development. At the Delta Power Electronics Laboratory in North Carolina, US, researchers and engineers


“Delta Energy Systems is devoted to innovation and developing new products and technologies that focus specifically on high efficiency and energy savings.

develop high-efficiency and high-density power conversion products. Another lab in the same locale, the Delta Networks R&D Laboratory, develops networking products. Soest, Germany’s research and development team, channels its energy into developing key power supply products and technologies for applications like hybrid vehicles, super computers,

high-end server storage, telecommunications, data centres and wind power converters. A majority of Delta Energy Systems’ research and development locations are in China: 23 in total. The Delta Pwoer Electronics Center (DPEC) in Pudong, Shanghai develops energy-saving technologies. There are also CNAS (China

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National Accreditation Service for Conformity Assessment) laboratories in Shanghai, Guangdon and Jiangsu, and postPh.D. innovation stations in the research and development centres in Shanghai and Jiangsu. The Asia Pacific has been especially productive and successful in regards to research and development, garnering many of Delta Energy Systems’ recent awards. In 2008 and again in 2012, the company won the Taiwan 76

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National Industry Innovation Award, and has been a repeat winner of the Thailand Prime Minister’s Industry Award (in 1995, 2010, 2011 and 2012). The Asia Pacific has thriving research and development programmes in universities, which cultivate future talent for the company and the industry. Taiwan’s National Cheng-Kung University, as well as its National Central University and National Taiwan University support Delta


D E LTA E N E R G Y S O L U T I O N S Energy Systems programmes. US universities like MIT, Virginia Polytech and Case Western Reserve University have similar opportunities for interested students.

ENERGY

Company Information INDUSTRY

Technology Delta Energy Systems’ drive for efficiency means the company is on the cutting edge of technology. This push on technology is allowing Delta Energy Systems to rapidly and successfully expand into several businesses related to power management, including power systems for data centres, cooling fans and thermal solutions, industrial automation systems, power trains and key components for EVs/HEVs, high-end projection systems, LED lighting and renewable energy. Another accomplishment to add to its world leader title, Delta successfully developed the world’s first titanium-grade server power supply with a high-efficiency rating of 96 percent. Other technological contributions in recent years include the development and research of medium voltage drives, converters for wind turbines and green buildings.With high-density and high-efficiency products the goal, Delta Energy Systems continues to lead the global industry, pushing the boundaries of technology and making their business practices as green as possible.

Energy HEADQUARTERS

Tambon Prakasa, Thailand FOUNDED

1971 EMPLOYEES

85 REVENUE

$150 Million PRODUCTS/ SERVICES With research and development, sales and manufacturing locations all over the world, Delta Energy Systems has become a global leader in the power and thermal management solutions industry. The company develops, manufactures and markets innovative supplies for medical applications, office automation, the computer industry, telecommunication, industrial applications and renewable energy. Delta Group was found in 1971 by Bruce C.H. Cheng, and has grown to have locations in Taiwan, China, Thailand, Mexico, India, Europe and the US.

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Energy Source:

CAIUĂ , IMTE and CANTAREIRA The successful set of three electricity transmission companies, with high standards of quality and security, and commitment to ethics and socio-environmental issues Written by: Flavia Brancato | Produced by: Danilo Stefaneli

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C AIU Á , IMTE a n d C ANTAREIRA

W

ith the mission of transmitting electricity, increasing the National Interconnected System (SIN) reliability and promoting the sustainable development of the infrastructure of the states where it operates, the Group comprised of the SPEs (Specific Purpose Companies) CAIUÁ, IMTE and CANTAREIRA focuses on constructing, operating and maintaining the enterprises for the concession periods. The electricity transmission companies come from auctions held by the Brazilian Electricity Regulatory Agency (ANEEL), the shareholders of which are Elecnor Transmissão de Energia S.A., holding 51 percent of interest - deemed as one of the most prominent Spanish business groups in the sector of infrastructures, renewable energies and new technologies, and Copel Geração e Transmissão S.A., holding 49 percent of interest, a company accounting for the production of 4 percent of all the electricity consumed in Brazil. By means of investments in the electricity infrastructure of the country, the company has built a strong foundation in the sector, bringing comfort to the population and users in general, through higher quality, reliability and

SE Santa Quitéria 230kV – Curitiba/PR 80

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brazil

Management CAIUá, IMTE and CANTAREIRA

Açailândia - reactors Leonardo Castro

availability of delivered electricity.

President

SUCCESSFUL PARTNERSHIPS The trend is the growth and strengthening of the partnership between the shareholders Copel and Elecnor, which has worked very well, with new investments in the coming years, thereby increasing the portfolio of projects that are managed by our team… this is how the executives Leonardo Castro and José Caetano de Mattos refer to an important partnership that has only increased the reliability and favorable development of the companies, and add that such corporate arrangement allowed an extraordinary synergy, a perfect match among technical excellence, financial resources and high executive capacity.

Caetano Mattos Technical Director

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C AIU Á , IMTE a n d C ANTAREIRA

Cascavel Norte 230kV in construction, Cascavel/PR

“The trend is the partnership growth and strengthening, which has worked very well, with good expectations in the short run, which will increase the portfolio of projects that are managed by our team” – President, Leonardo Castro 82

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One example of such success is referred to CAIUÁ positioning, which started its commercial operations within the term of the agreement with ANEEL, when the overall expectation, according to the Agency itself, is that the enterprises delay for over one year. “73 percent of the enterprises delay for at least 12 months,” says Castro. CAIUÁ is in charge of constructing, operating and maintaining the substations of Santa Quitéria-SF6, Cascavel Norte, and also the


brazil

Umuarama Electricity Transmission Lines – Guaíra, which is 105 Km long, and Cascavel Norte - Cascavel Oeste, 31 Km long, in the Southern region, in the state of Paraná. The investments in all the segments are another proof that the company is following the right path. Through this date, the group has in its portfolio projects in the amount of USD 576 million, and according to the partnership between Elecnor and Copel GeT, the growth trend is inevitable. “Today the group sales revenue with the 3 electricity transmission companies, the RAP, by the time all the enterprises are in operation, will be higher than USD 50 million per annum,” said President Castro. w w w. c a i u a t e s a . c o m . b r

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Cascavel Norte 230kV – Cascavel PR


brazil

VALUES, TRENDS AND CHALLENGES The commitment, monitored by means of clear goals and missions, as well as communication and planning, are decisive during the whole operating process of the electricity transmission companies, especially where it is necessary to digress from common adversities of the sector in order to timely place the infrastructure enterprise into commercial operation. The Group CTO, JosĂŠ Caetano de Mattos, discloses that all those elements are of essence to achieving the best results. “What defines our group is the excellent work environment, with a strong sense of purpose of the team, the managing board and the shareholders, who keep the focus on the goal, even though incredible adversities inherent to our sector have to be faced. Our differential is the commitment, promptness in making decisions, as well as the eagerness of our team to make it happen,â€? he

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C AIU Ă , IMTE a n d C ANTAREIRA

SF6 GIS, 230kV e 138kV

says. From the business point of view, the trends in the sector are basically referred to the major institutions of the electricity sector, such as the EPE (Energy Research Company), ONS (National Electric System Operator), and ANEEL itself, which are responsible for enlarging the national interconnected system by means of frequent energy auctions. Moreover, the electricity industry has been leaning towards the GIS (Gas Insulated Switchgear) system through armored, SF6-insulated substations. The land and environment issues, in their turn, are major challenges in the sector. Embargos and lawsuits are customary and may become frequent to the extent of harming and delaying the entire project implementation. Therefore, it is crucial that these obstacles are approached properly. 86

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“The technical ability of the team, the way of addressing those issues, negotiating in a productive manner, and how fast the board makes its decisions, can make a difference as to whether or not the enterprise will be completed within deadline,” states Mattos. The same applies to the environmental proceedings, requirements, restrictions and licensing, which need intensive management so that delays do not affect the work schedule. SOCIO-ENVIRONMENTAL PROGRAMS With the vision that sustainable development is the basis for the sound growth of a company, the group values social and environmental standards by trying to follow the environmental and the civil laws, as well as the laws applicable to the energy sector. Castro further reinforces: “we are aware of our socio-environmental responsibilities and of the need for development of the country. We develop our actions of bringing the construction,

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C AIU Ă , IMTE a n d C ANTAREIRA

Miranda II

operating and maintenance procedures of the enterprise in line with the physical, biotic and social agents, in order to mitigate occasional socioenvironmental impacts derived from setting up the enterprise.� The safety of all the collaborators, both working for the company and outsourced, is an issue the company monitors closely. One way to avoid accidents is to demand the use of IPE – Individual Protection Equipment by all employees, as well as to adopt the most modern, global safety procedures. With the purpose of minimizing any negative actions while maximizing the positive ones, the company develops programs that provide an understanding of the implementation region to identify those activities. Among many others, the noteworthy ones are: Forest Restoration Program, Crosswalk Surveillance Program, Program for Information and 88

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Company Information name

Caiuá Transmissora de Energia S.A.; Integração Maranhense Transmissora de Energia S.A; Cantareira Transmissora de Energia S.A. Industry

Infrastructure/Energy Transmission headquarters

Rio de Janeiro, RJ Brazil

Relationship with the Community, Program for Social Responsibility with the indigenous people, and the Program for Archeological Monitoring and Heritage Education. Staying humble, the group maintains the same quality and security standards, and the expectation for a continuous growth is evident. “The trend is the partnership growth and strengthening, which has worked very well, with good expectations in the short run, which will increase the portfolio of projects that are managed by our team,” completes President Leonardo Castro.

employees

5000 e s ta b l i s h e d

2011 Revenue

US$ 50 million products/ services

Electric Energy Transmission

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APINE:

Brazilian Independent Power Producers Association Written by: Capitare Assessoria de Imprensa (Public relations) Produced by: Danilo Stefanelli


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APINE

A

Luiz Fernando Leone Vianna - President

Biomass - Tractebel

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pine - Associação Brasileira dos Produtores Independentes de Energia ElÊtrica (Brazilian Independent Power Producers Association) promotes sustainable development in the Brazilian Electric Sector since 1995, particularly in the context energy generation. The entity brings together independent producers of energy and companies interested in the same activity. Apine gathers small, medium and large private and public generators, who build and maintain plants in Brazil and in the world, and include companies such areas as: engineering consulting, coal mining, law firms, construction companies and manufacturers.


B R A ZIL

Hydropower - AES

Those associated with Apine produce energy through various energy sources: hydropower, thermal (gas, mineral coal or oil), biomass, wind and solar. The association has an objective to promote the union of companies interested in independent production, defending their rights and interests before public powers and national and international institutions, as well as cooperating with them, acting as a technical and consulting organ in studying and finding solutions to issues related to the activities and their associates. w w w. a p i n e . c o m . b r

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Solar - MPX


APINE

B R A ZIL

Thermal - Endesa Fortaleza

ATTRIBUTES As an entity that represents independent producers, Apine interacts with executive and legislative powers, with other organs involved with the Brazilian electric sector and those that are influential (environmental, water resource management), and with the media and its sister associations. When necessary, it also acts on an international range. It also devises, when necessary, the participation of the technicians of associated companies and/or contracted consulting agencies, and also provides studies and technical grades on themes related to the sector. w w w. a p i n e . c o m . b r

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APINE

PCH - UHE Suiรงa

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December 2014


B R A ZIL

DEFINITION Brazilian Law N° 9.074, of 07 July, 1995, defines an independent energy producer (IPE) as a legal entity, which receives concessions or authorization from the granting authorities to produce electric energy designated for the trade of all or part of the energy produced, on its own account and risk. Independent production allows for the new independent investors to take part in the purchase and sale of electric energy, competitively and with flexibility in fulfilling the consumer demands, thus, consolidating their strategies. Among the Apine members, there are also state public generators, who, due to the market demands, participate with equity interest in private ventures of electric energy generation. Their association with Apine allows for defending the interests of these companies, in addition to offering a larger critical mass to the Association, broadening its representative sector. OUR MEMBERS Apine gathers 65 members, and continues to grow. They represent the experience of more than 360,000 MW of installed capacity worldwide, the equivalent of almost 3 times of all the electric energy produced in Brazil. There are more than 59,000 MW in Brazil that correspond to approximately 44% of the installed capacity in the country.

Company Information Industry

Energy headquarters

BrasĂ­lia - Brazil e s ta b l i s h e d

1995 number of members

65 key people

President: Luiz Fernando Leone Vianna Vice-president: Guilherme Jorge Velho Executive Director: RĂŠgis Augusto Vieira Martins

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UNICA:

The Brazilian Sugarcane Industry Association

The largest organization in Brazil representing sugar, ethanol and bioelectricity producers Written by: UNICA | Produced by: Danilo Stefanelli

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he Brazilian Sugarcane Industry Association (UNICA) is the largest organization in Brazil representing sugar, ethanol and bioelectricity producers. It was created in 1997, following a consolidation process involving regional organizations in the State of S達o Paulo after government deregulation of the sugar and ethanol sectors. UNICA members answer for more than 50% of all ethanol produced in Brazil and 60% of overall sugar production. The organization is run by a Board of Directors composed of representatives of its member companies, and a full-time group of experienced executives, specialists and technical consultants whose expertise covers relevant areas such as the environment, technology, energy, international trade, corporate social responsibility, legislation, economics and communications. In late 2007, UNICA launched its first international office in Washington D.C. That was followed by the opening of its European office in Brussels.

Sugarcane bagasse is used in the process of bioelectricity

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B r a z i l i a n S u g a r c a n e I n dust r y A ss o c i at i o n

Elizabeth Farina, President of UNICA

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c o m pa n y n a m e

Sucroenergética

UNICA’s expanding foreign presence is an integral part of its strategy to provide consumers, government officials, NGOs, the business community and the news media with up-to-date, detailed information on vital social, economic and environmental contributions of Brazil’s sugar, ethanol and bioelectricity sectors. Mission UNICA’s mission is to play a leading role in the consolidation of the Brazilian 102

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sugarcane industry as a modern agroindustrial complex equipped to compete sustainably, in Brazil and around the world, as suppliers of ethanol, sugar and bioelectricity. Priorities • Consolidate ethanol as a globally traded commodity; • Promote demand of ethanol as a clean, renewable transport fuel; • Expand use of ethanol to other relevant sectors; w w w. u n i c a . c o m . b r

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UNI C A

Elizabeth Farina, President of Unica in the opening ceremony of Ethanol Summit 2013

Sugarcane mechanized harvesting

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• Foment large-scale production of bioelectricity for Brazil’s domestic market; • Assist member companies in becoming sustainability benchmarks; • Disseminate solid, credible scientific data about the competitiveness and sustainability of sugarcane ethanol. Key Strategies • Support best practices in the sugarcane industry, in a competitive, free market environment; • Promote the global expansion of ethanol production and use; • Encourage the continuous advancement of sustainability throughout the sugarcane industry; • Play a leading role in negotiations to eliminate trade-distorting barriers against sugar and ethanol; • Promote bioelectricity as a reliable alternative to fossil fuels; • Support research into new technologies and uses for ethanol, particularly biorrefineries; • Become a global reference for solid, reliable analysis and data about the sugarcane industry.

Company Information Industry

Energy Headquarters

São Paulo / Brazil e s ta b l i s h e d

1997 number of members

130 management

CEO: Elizabeth Farina Executive Director: Eduardo Leão de Sousa Technical Director: Antonio de Padua Rodrigues Legal Director: Francesco Giannetti

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Protecting water supplies for future generations Written by: Tom Wadlow Produced by: James Pepper


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I D E X X W at e r | C o l i l e r t -18 速

Knowledge of exactly what is in a water network is crucial to its healthy existence

Easy to read results with Colilert-18 allows prompt and accurate quantification of coliforms and E.coli

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ailure to spot microbial contamination and thus having to take reputationdamaging follow up action can be extremely costly; likewise false alarms can waste valuable time and resources. Recently we asked Professor Colin Fricker to shed light on how operators could be unaware of the hidden dangers spreading undetected in their networks.

Eradicating inaccuracies Accurate testing will drastically help companies to maintain a clean network. Lack of knowledge about the presence of coliforms can lead to the emergence


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of undetected biofilm in the water supply which has the potential to spread far and wide, possibly resulting in extremely expensive clean-up operations both in terms of finance and public reputation. Not to mention the threat to public health. According to Professor Fricker, “Once established, biofilm can be incredibly difficult to eradicate, even with high levels of chlorine and can become a permanent feature.” Boil water notices and having to flush out systems are actions seen by customers as a sign of mismanagement and wastefulness, making the ability to spot contaminants early of paramount importance. Professor Colin Fricker, highly regarded around the world and a thought leader in water microbiology warns that it is extremely important not to miss early signs of contamination in the water system. Independent studies have shown that some techniques which are widely used for detection of coliforms and E.coli have been shown to miss these vital early signs. He said: “Any methodology with a 10 percent false negative rate translates to one in 10 coliforms not being picked up. It is vital to detect coliforms because they are indicators of potential ingress into the water system and signs of contamination by more serious pathogens which are damaging to public health”.

Colilert-18 presence/ absence samples

2 billion Number of people protected worldwide by Colilert-18

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I D E X X W at e r | C o l i l e r t -18 ®

ABOUT

Colin Fricker PhD FRSPH FSB

Colin Fricker is Adjunct Professor of Environmental Studies at Queen’s University, Kingston, Ontario and has a long and distinguished career involved in water microbiology. He has published more than seventy peer reviewed papers, edited five books and presented over 200 papers at international conferences. He is also consultant to water utilities as far away as New Zealand, where he is on call to troubleshoot and give advice at a moment’s notice. 110

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Another costly consequence of inaccurate testing comes in the form of false positives, which, with some methodologies, can be as high as 20 percent. “False positive results, even at a level of five percent can lead to unnecessary inconvenience and expensive re-sampling of consumer taps and other points in the network thus creating an air of uncertainty,” Professor Fricker added. Ensuring reliability Sensitivity and specificity are also important considerations when screening for microbiological contamination. Greater sensitivity leads to faster detection and facilitates a more timely response by water utility operators. High specificity eliminates the need to carry out time consuming, labour intensive Early detection is vital because the findings can be indicators of contamination by more serious pathogens


europe Distribution System

River

Reservoir

Ground Water

Treatment Works & Chlorine Injection

Service Reservoirs

confirmation steps using oxidase testing and gram staining. “Some microbes that behave like coliforms on certain culture media, can be tricky and labour intensive to identify accurately, leading to further uncertainty,” said Fricker. Long term use Delivering precise results rapidly has long term value for water network operators. The ability to detect coliforms quickly and accurately reduces the prospect of sporadic contamination events caused by the undetected spread of biofilm through systems. “Published data shows that long-term adoption of detection methods with high sensitivity and appropriate follow-up action can result in an 80 percent reduction in

Accurate testing ensures the long term cleanliness of drinking water supplies

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Source: Drinking Water Inspectorate Annual Reports

I D E X X W at e r | C o l i l e r t -18 ®

Reduction in Coliform contamination events from 1997-2012 using Colilert-18

“Published data shows that longterm adoption of detection methods with high sensitivity and appropriate follow-up action can result in an 80 percent reduction in coliform contamination events at the tap and at service reservoirs” – Professor Colin Fricker

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coliform contamination events at the tap and at service reservoirs,” said Fricker. “Early detection is vital because the findings can be indicators of contamination by more serious pathogens including Cryptosporidium, Giardia, Campylobacter, Salmonella, Shigella and viruses. Failure to detect coliform ingress into a distribution network can result in contamination of entire systems.” Cost and time implications can be extremely serious, especially if remedies such as hyperchlorination of distribution systems, cleaning up biofilm, flushing and even replacing


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pipes are forced upon network operators. Colilert-18 Colilert-18 is a wide-reaching testing platform for drinking water, sewage discharge, raw water and bio-solids, with numerous independent tests placing it at the forefront of contamination detection and confirming its ability to enhance long term performance across networks. It is a fast, easy-to-use solution which delivers results in 18 hours. No other test offers these levels of speed and flexibility. The process itself also saves time in the lab, for it takes less than one minute of hands-on time per sample and detects coliforms and E-coli simultaneously. Colilert is a global solution manufactured by IDEXX Laboratories and one which is now protecting two billion people worldwide

Adding Colilert-18 reagent to water samples

State-of-the-art pharmaceutical grade manufacturing facilities

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I D E X X W at e r | C o l i l e r t -18 速

Colilert-18: 6 easy steps 1

Preparation:

To begin the process, add reagent to water sample

2 Cap vessel and shake to dissolve

3 Pour sample into Quanti-Tray速

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4 Seal using an IDEXX Quanti-Tray Sealer

5

Quantification:

Incubate for 18 hours at 36°C ± 2°C

6 Read results. Yellow wells = total coliforms. Refer to MPN table

Yellow/Fluorescent wells = E.coli. Refer to MPN table

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I D E X X W at e r | C o l i l e r t -18 ®

‘The IDEXX Hoofddorp Distribution Centre near Amsterdam holds a substantial inventory of Colilert-18, made by possible by the fact the product is a compressed powder with a shelf life of up to 15 months’

Hoofddorp Distribution Centre

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from coliforms such as E.coli having been approved in more than 40 countries. In 2012, the IDEXX Colilert®-18/Quanti-Tray® test became the new International Organization for Standardization (ISO) worldwide standard for detecting total coliforms and E. coli in water. ISO 9308-2:2012. Colilert-18 spots contamination early, meaning remediation work can be carried out quickly before coliforms spread and create unnecessary time and cost consequences. Rapid Response Apart from its proven accuracy, ease of use and quick results delivery, Colilert-18 has a long shelf life and is readily available


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for worldwide distribution thanks to its associated supply chain operation. The IDEXX Hoofddorp Distribution Centre near Amsterdam holds a substantial inventory of Colilert-18, made possible by the fact the product is a compressed powder with a shelf life of up to 15 months. The fact the product does not have to come fresh from a lab allows for quick overnight delivery across Europe, supplemented by a dedicated customer service team. The Hoofddorp Distribution Centre picks, packs and ships 16,000 orders each month and delivers to more than 130 countries with a warehouse accuracy of 99.8 percent. The IDEXX Culture Colilert-18 is a flagship example demonstrating the IDEXX culture of innovation. Based in Maine, USA, the dedicated research campus encourages bold inventiveness through a

IDEXX is based in Maine in the United States

IDEXX recently won the ‘Product Innovation in Healthcare’ Award for the Pseudalert® test

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I D E X X W at e r | C o l i l e r t -18 ®

The IDEXX wall of patent awards

“Colilert has been shown to pick up E-coli and coliforms in samples more accurately than alternative test methods” – Steven Bullock, Microbiology Manger at Thames Water

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working environment that could be found at creative experts Apple or Google. A long patent wall showcases plaques dedicated to its finest works from sectors which include microbiology, immunoassay, clinical chemistry, haematology, molecular biology and engineering deigns among many others. IDEXX expects research and development spending to exceed $100 million for 2014. The IDEXX work on water testing extends beyond Colilert-18, the company constantly striving to create the next generation of solutions capable of detecting waterborne microbes across all environments, from


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monitoring drinking water supplies to identifying pathogens in hospitals. Beyond the innovation, IDEXX is dedicated to manufacturing the highest quality products at its state-of-theart pharmaceutical grade facilities. The company also prides itself on exceeding customer expectations through its dedicated customer service and technical support teams. IDEXX holds a Net Promoter Score of 84, the highest seen in the industry and well above the 50 needed to be classified as ‘best in class’. This impressive NPS score is underpinned by a product availability rating of more than 99.9 percent and results in customer retention above 99.8 percent. Steven Bullock, Microbiology Manager at Thames Water, said: “If any element of the methodology falters, whether it’s the equipment or we get an abnormal result we can’t explain, IDEXX will always help, whether it turns out to be their problem or not. They take accountability and support us because they understand our value as a customer” In the UK Thames Water has been making use of Colilert-18 for more than 15 years, a period which has seen its drinking water quality hit a near perfect 99+ percent across its network that comprises 20,000 miles of pipes, 26 reservoirs and 1.2 million manholes.

Company Information Industry

Biotechnology diagostics and services headquarters

Westbrook, Maine, USA founded

1984 employees

5,700 worldwide revenue

$1.377 billion (2013) products/ services

IDEXX Water provides industry leading products to test for the presence of microbial contaminants in public and private water systems.

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Dalkia Polska

Achieving Success by Focusing on Sustainable and Bespoke Heating Solutions Written by: Abigail Phillips Produced by: Rosie Rowe


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Dalkia Polska ramps up for a period of aggressive expansion after developing a lean and sustainable business model. 122

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ounded in 1998, Dalkia Polska is the largest European private operator of heating networks, present in forty towns and cities across Poland. The company specializes in management and maintenance services to operators of industrial production sites, public utilities, offices and hospitals and is committed to providing its end-users with a quality and reliable service while considering the wider community as a whole.


Energy

Poznan, Phototheque Veolia - Salah Benacer

Dalkia Polska’s group-wide strategy is based on the principles of sustainable development including the use of renewable energy sources; in particular biomass, and the company is always looking to diversity its sustainable product and service offerings. For more than 15 years, Dalkia Polska has been building long-term relationships with local authorities to support the sustainable development of cities. “Our ambition is to develop heating networks

Phototheque VEOLIA – Dalkia Warszawa S.A

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CAPITAL GROUP

Manufacturing for Utilities

Pre-insulated pipe systems for District Heating, Cooling and Industry applications.

Expertise in radiation crosslinking. True European manufacturer of reliable heat shrinkable joints for district heating.

www.radpol.eu export@radpol.com.pl


D a l k i a P o l sk a

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that form a significant advantage for the present and future energy challenge of the cities we operate in,” says Luiz Hanania, CFO, Dalkia Polska. “We also want to develop new cogeneration plants, based on renewable energy sources, wherever possible,” he says. Dalkia Polska business model relies on effective use of all resources and allows for implementation of state-of-the-art technologies while maintaining a moderate price point. In fact, the company’s ability to provide users with innovative, economically viable and importantly, environmentally effective heating solutions sets it apart from the competition. “We provide innovative solutions, which support the sustainable development of cities and businesses,” says Hanania.

supplier profile

“We also want to develop new cogeneration sources, based on renewable energy sources, wherever possible” – Luiz Hanania, CFO, Dalkia Polska

Radpol

RADPOL Capital Group is a leader of the Polish market within solutions for the energy, heating, water and gas distribution sectors. Operations of RADPOL Capital Group is focused in several segments between which numerous product and market synergies occur. Thanks to their efficient use it is possible to maximise the value of offered solutions. The Group is composed of five modern plants: RADPOL in Człuchów, ELEKTROPORCELANA in Ciechów, RURGAZ in Lublin, WIRBET in Ostrów Wielkopolski and FINPOL ROHR in Warsaw. Website: www.radpol.eu

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D a l k i a P o l sk a

All photos: Phototheque VEOLIA – Dalkia Warszawa S.A

Developing bespoke solutions While sustainability is at the heart of what Dalkia Polska does, so too is product development and client satisfaction. The company has established an R&D center in the country - one of the most sophisticated of its kind - where it develops new and bespoke heating solutions for its clients. “We want to offer our clients tailored solutions by supplementing our offer with operator agreements, as well as a broad range of energy services. While using our knowledge and experience on international markets, our clients have the opportunity to obtain complex solutions in the area of supplying electricity, heat and industrial media, 126

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as well as technical maintenance of their facilities,” says Hanania. The company covers a significant part of heating distribution needs in the country, especially since winning a tender for the takeover of the District Heating Network (DHN) in Warsaw in 2011- the largest of its kind in EU, with more than 1,700 km of extension - however, today the business is ramping up for aggressive expansion. A journey to lean “Looking forward we want to be more aggressive and seize the wonderful opportunities still at hand,” explains Hanania. “Instead of waiting for clients to come to us, we are now in a position as a business to approach them.” The journey for Dalkia in recent years however has not been one without hurdles and the company has had to finetune its operations to achieve the standards it is proud of today. “Following the win of the Warsaw tender there was a period of transition, and for one to two years business was extremely tough,” says Hanania. Ultimately though this period resulted in a very lean operation, which is far more nimble and efficient. “We have integrated IT systems and today operate with 40 percent less headcount while increasing revenues. Now Dalkia Warszawa has less than 1,100 employees, down from 1,800 pre takeover, for example. And if one can easily realize that financial and operational performance were quite boosted in such a short period, a plethora of innovative

Key Personnel

Luiz Hanania Chief Financial Officer Luiz Hanania is an international finance executive, industrial engineer and turnaround specialist able to base his inspirational leadership on operational experience and business acumen seasoned with superb interpersonal skills and the abili ty to work in multicultural environments requiring the reassurance of thought leadership, elite strategic perspective, engaged participants and the dynamism and loyalty of a charismatic transformational leader.

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D a l k i a P o l sk a

Photos: Poznan, Phototheque Veolia - Salah Benacer

and passionate projects demonstrate there’s still an interesting pathway ahead. With a clear strategy for sustainable growth, competitiveness and profitability can definitely co-exist and all stakeholders will benefit from it,� says Hanania. Relying on people and training In order to develop such a lean operation, the company has had to place a huge emphasis on people management and training. With this in mind, Dalkia Polska developed a partnership with the Polytechnic University of Warsaw to identify top talent. They also run regular training schemes in-house and have a management system, 128

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whereby employees showing potential are given extra mentorship to rise through the ranks. “We have placed a great emphasis on identifying talent and as a result have exceptional staff retention,” says Hanania. Dalkia Polska is the largest private operator of district heating networks in Poland. About 5 100 Dalkia employees across 40 cities of Poland manage more than 3 000 km of district heating networks, providing 4 800 MW of thermal energy and 800 MW of electricity. Dalkia operates in Poland through its subsidiaries, including: Dalkia Polska (holding company), 6 major operating companies - Dalkia Warszawa, Dalkia Lodz, Dalkia Poznan, Dalkia Poznan ZEC, Dalkia term, Dalkia Energy & Technical Services and its subsidiaries. Veolia is the global leader in optimized resource management. With over 200,000 employees* worldwide, the company designs and provides water, waste and energy management solutions that contribute to the sustainable development of communities and industries. Through its three complementary business activities, Veolia helps to develop access to resources, preserve available resources, and to replenish them. In 2013, Veolia supplied 94 million people with drinking water and 62 million people with wastewater service, produced 86 million megawatt hours of energy and converted 38 million metric tons of waste into new materials and energy. Veolia (Paris Euronext: VIE and NYSE: VE) recorded revenue of €22.3 billion* in 2013. www.veolia.com

Company Information Industry

Energy headquarters

Warsaw, Poland founded

1998 employees

5,100 revenue

€1.0 billion products/ services

Heating & Renewable Energy

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Profile for Energy Digital

Energy Digital – December 2014  

Energy Digital – December 2014